The document summarizes key highlights from the Gartner Symposium/ITxpo 2014 conference in Barcelona, Spain. Over 5,100 attendees explored 400 sessions across 9 tracks focused on digital business themes. Major themes included renovating core IT functions for digital business, exploiting new technologies for innovation and transformation, and cultivating digital leadership. The conference featured analyst presentations on digital disruption, strategic predictions for digital business, and a mastermind interview on driving innovation in financial services. New session formats like Espresso sessions on emerging topics were well-received.
This document summarizes key insights from the 2015 Gartner CIO Agenda Report, which is informed by the largest annual CIO survey. The report found that digital technologies like cloud, mobile, social and analytics have become central to business and CIOs are expected to lead their organizations' digital transformations. However, CIOs must "flip" their approaches to information & technology leadership, value leadership, and people leadership from a legacy to a digital perspective in order to help their organizations survive and thrive in an increasingly digital world through vision and inspiration rather than control. This includes prioritizing a "digital first" mindset over legacy systems and focusing on creating future value through platforms rather than just visible cost efficiencies.
In recent years, Capital market players have had to adapt to changing macroeconomics, challenging growth environment and increasing regulatory burden. The advances of digital technology have presented threat as well opportunities for traditional players. This article presents high level analysis of various business models and explores potential instances of a truly digital operating model.
Five disruptive trends are changing the role of IT: 1) responsibility for IT is shifting to business units; 2) IT and business process outsourcing are converging; 3) new technologies like big data, analytics, social media and mobility are emerging; 4) IT is becoming more commoditized; and 5) employees are bringing consumer technologies into work through BYOD programs. CIOs must address these changes by implementing new strategies around IT sourcing, governance, roles and skills, managing the IT portfolio, and defining business value. The document recommends five actionable strategies companies can take to succeed in this new environment for IT.
Deloitte University Press - Tech trends2016Phuong Bi
Tech Trends features perspectives from client executives, industry and academic luminaries,
and our global network of Deloitte professionals, all exploring major trends that are helping
organizations innovate in the digital era. We also examine the roadmaps and investment priorities
of start-ups, venture capitalists, and leading technology vendors.
As you read the following chapters, we challenge you to think beyond the “what” of digital
innovation—the shiny objects, applications, and capabilities—to the “so what”—how you will
harness emerging trends, innovation, and disruption to create real business value. Viewing the
horizon through this paradigm, recognize that the precision to which we’ve all become accustomed
may no longer be a given; in the age of digital innovation, we are exploring largely uncharted
territory. Moreover, any digital transformation journey should also address the more practical
realities of today—reimagining core systems, industrializing analytics capabilities, building
autonomic platforms—which are by no means trivial.
Over the next 18–24 months, the only constant may be the specter of constant change. Amid this
turmoil, organizations that can confidently and purposefully harness technology trends will find
great opportunities to refocus, to revitalize, or even to inspire. Think beyond incremental adoption
patterns. Look not only for ways to do familiar things differently, but also to do fundamentally
different things. Launch new processes, products, and services, and seek out new ways to compete.
No matter what the scope, the time for you to act is now. Build tomorrow, starting today.
Analyzing Gartner's CIO Study: Fliping to Digital Leadership HARMAN Services
Why CIOs Need To “Flip” From Old To New In Terms Of Information And Technology Leadership, Value Leadership And People Leadership. We analyzed and decoded Gartner's latest report to find out more!
The document discusses how CIOs are uniquely positioned to drive digital transformation within organizations. It outlines that CEOs are looking to CIOs to fill the role of chief digital officer and lead holistic digital strategies. The document then profiles the traits of successful digital CIOs, including having an innovation mindset, influencing stakeholders rather than controlling projects, and partnering closely with business units. It proposes using a digital maturity model to help CIOs assess their organization's capabilities and develop strategies to accelerate their digital journey.
The document discusses how IT infrastructure is changing to adapt to new business priorities in the digital age. It introduces the "HEROES" framework for the future of IT infrastructure, which focuses on hybrid cloud architectures, edge computing, robotic process automation, obsolescence of old IT, and enterprise security. Artificial intelligence will be integrated across all areas of the framework and fundamentally change how organizations procure and consume IT infrastructure over the next five years.
Delivering on the Promise of Digital TransformationBMC Software
This document discusses how digital transformation through technologies like cloud, big data, mobile and social media is changing how companies operate. It makes three key points:
1. Fully adopting these technologies requires transforming a company's operating model in a way that is comparable to the shift from steam to electric power a century ago.
2. For digital transformation strategies to succeed, CIOs must collaborate with business leaders to build a strategic vision, modernize infrastructure to integrate new and existing technologies, and restructure IT organizations to be more responsive.
3. Leading companies approach digital transformation as an enterprise-wide initiative requiring changes across the organization, not just from IT, in order to capitalize on new opportunities and stay
This document summarizes key insights from the 2015 Gartner CIO Agenda Report, which is informed by the largest annual CIO survey. The report found that digital technologies like cloud, mobile, social and analytics have become central to business and CIOs are expected to lead their organizations' digital transformations. However, CIOs must "flip" their approaches to information & technology leadership, value leadership, and people leadership from a legacy to a digital perspective in order to help their organizations survive and thrive in an increasingly digital world through vision and inspiration rather than control. This includes prioritizing a "digital first" mindset over legacy systems and focusing on creating future value through platforms rather than just visible cost efficiencies.
In recent years, Capital market players have had to adapt to changing macroeconomics, challenging growth environment and increasing regulatory burden. The advances of digital technology have presented threat as well opportunities for traditional players. This article presents high level analysis of various business models and explores potential instances of a truly digital operating model.
Five disruptive trends are changing the role of IT: 1) responsibility for IT is shifting to business units; 2) IT and business process outsourcing are converging; 3) new technologies like big data, analytics, social media and mobility are emerging; 4) IT is becoming more commoditized; and 5) employees are bringing consumer technologies into work through BYOD programs. CIOs must address these changes by implementing new strategies around IT sourcing, governance, roles and skills, managing the IT portfolio, and defining business value. The document recommends five actionable strategies companies can take to succeed in this new environment for IT.
Deloitte University Press - Tech trends2016Phuong Bi
Tech Trends features perspectives from client executives, industry and academic luminaries,
and our global network of Deloitte professionals, all exploring major trends that are helping
organizations innovate in the digital era. We also examine the roadmaps and investment priorities
of start-ups, venture capitalists, and leading technology vendors.
As you read the following chapters, we challenge you to think beyond the “what” of digital
innovation—the shiny objects, applications, and capabilities—to the “so what”—how you will
harness emerging trends, innovation, and disruption to create real business value. Viewing the
horizon through this paradigm, recognize that the precision to which we’ve all become accustomed
may no longer be a given; in the age of digital innovation, we are exploring largely uncharted
territory. Moreover, any digital transformation journey should also address the more practical
realities of today—reimagining core systems, industrializing analytics capabilities, building
autonomic platforms—which are by no means trivial.
Over the next 18–24 months, the only constant may be the specter of constant change. Amid this
turmoil, organizations that can confidently and purposefully harness technology trends will find
great opportunities to refocus, to revitalize, or even to inspire. Think beyond incremental adoption
patterns. Look not only for ways to do familiar things differently, but also to do fundamentally
different things. Launch new processes, products, and services, and seek out new ways to compete.
No matter what the scope, the time for you to act is now. Build tomorrow, starting today.
Analyzing Gartner's CIO Study: Fliping to Digital Leadership HARMAN Services
Why CIOs Need To “Flip” From Old To New In Terms Of Information And Technology Leadership, Value Leadership And People Leadership. We analyzed and decoded Gartner's latest report to find out more!
The document discusses how CIOs are uniquely positioned to drive digital transformation within organizations. It outlines that CEOs are looking to CIOs to fill the role of chief digital officer and lead holistic digital strategies. The document then profiles the traits of successful digital CIOs, including having an innovation mindset, influencing stakeholders rather than controlling projects, and partnering closely with business units. It proposes using a digital maturity model to help CIOs assess their organization's capabilities and develop strategies to accelerate their digital journey.
The document discusses how IT infrastructure is changing to adapt to new business priorities in the digital age. It introduces the "HEROES" framework for the future of IT infrastructure, which focuses on hybrid cloud architectures, edge computing, robotic process automation, obsolescence of old IT, and enterprise security. Artificial intelligence will be integrated across all areas of the framework and fundamentally change how organizations procure and consume IT infrastructure over the next five years.
Delivering on the Promise of Digital TransformationBMC Software
This document discusses how digital transformation through technologies like cloud, big data, mobile and social media is changing how companies operate. It makes three key points:
1. Fully adopting these technologies requires transforming a company's operating model in a way that is comparable to the shift from steam to electric power a century ago.
2. For digital transformation strategies to succeed, CIOs must collaborate with business leaders to build a strategic vision, modernize infrastructure to integrate new and existing technologies, and restructure IT organizations to be more responsive.
3. Leading companies approach digital transformation as an enterprise-wide initiative requiring changes across the organization, not just from IT, in order to capitalize on new opportunities and stay
The Work Ahead: Soaring Out of the Process SiloCognizant
In this edition of our series, we look at how business leaders can turbo-charge operational efficiency and propel massive revenue growth and cost savings by digitizing their business processes.
Digital Customer Due Diligence: Leveraging Third-Party UtilitiesCognizant
By leveraging digital technologies, automation and third-party models, banks can more successfully navigate the complexities of the client onboarding process.
The year 2016, will see many organizations and enterprises rapidly moving towards adoption of the digitalization and digital business.
This presentation highlights what would be the top 10 trends and directions that enterprises will increasingly adopt to ensure superior customer experiences, competitive advantage and/or IT optimization for improved services and cost takeout.
- Organizations are increasingly adopting enterprise cloud strategies to enable digital transformation and remain competitive in the face of demands from customers, mobile workforces, and new technologies.
- Digital transformation requires flexible IT solutions and the ability to extract value from massive new data streams through business intelligence in order to empower employees, enhance customer experiences, and improve business processes.
- Successful digital strategies require cloud deployments that are tailored to an organization's specific needs and goals in order to deliver immediate value and support the organization as needs change over time.
Traditional businesses are struggling to keep up in an increasingly digital world where customers expect fast and seamless interactions. Many industries are adopting digital technologies and processes to improve operations and drive new revenue. As a result, companies are looking to third-party software solutions to partner with their existing systems and gain new digital capabilities. BMC partnered with PSFK to create a playbook exploring industry trends, opportunities, and best practices for digital transformation. The playbook identifies four key opportunities including enabling rapid application innovation through cross-team collaboration and agile development processes.
Digital Transformation Drives 2021 IT Investmentsrun_frictionless
Digital transformation efforts continue to dominate the technology landscape as more IT leaders recognize the need to update hardware and software infrastructure to accelerate strategic products and services for the business. SoftwareTrends conducted a survey of some 1,020 IT executives, directors, and managers between August and November 2020 to better understand the current state of digital transformation efforts across companies of all sizes—and forecast the technology investment plans for 2021.
https://runfrictionless.com/b2b-white-paper-service/
The Digital Advantage: How digital leaders outperform their peers in every in...Capgemini
Capgemini Consulting and the MIT Center for Digital Business Global Research
New digital technologies like social media, mobile, and analytics are advancing rapidly on the economic landscape. These innovations are used widely by consumers and employees alike. Facebook has more than 1 billion users. There are more than 6 billion mobile phones. Employees often have better digital solutions at home than they do at work, and many customers are more technology savvy than the people trying to sell to them.
Executives in every industry – from media to electronics to paint manufacturing – face a bewildering array of new digital opportunities. They are paying attention, but they have few signposts to guide them. Most stories in the business media focus on fast-moving startups like Zynga and Pinterest, or on a few large high-tech firms like Apple, Google, or Amazon. Unfortunately, to many leaders, stories of these nimble and innovative firms just do not make sense for traditional companies that are older, larger, and burdened with inflexible legacies.
We decided to find out what fast-moving digital innovations mean for large traditional companies. In two years of study covering more than 400 large firms, we found that most large firms are already taking action. They are using technologies like social media, mobile, analytics and embedded devices to change their customer engagement, internal operations and even their business models. But few firms have positioned themselves to capture the real business benefits. Our research points to a real “digital advantage” to those that do.
Digital maturity matters. It matters in every industry. And the approaches that digitally mature companies use can be adopted by any company that has the leadership drive to do so.
The world is being transformed by new technologies, which are redefining customer expectations, enabling businesses to meet these new expectations, and changing
the way people live and work. Digital transformation, as this is commonly called, has immense potential to change consumer lives, create value for business and unlock
broader societal benefits.
The World Economic Forum launched the Digital Transformation Initiative in 2015, in collaboration with Accenture, to serve as the focal point for new opportunities and
themes arising from the latest developments in the digitalization of business and society. It supports the Forum’s broader activity around the theme of the Fourth
Industrial Revolution. Since its inception, the Initiative has analysed the impact of digital transformation across 13 industries and five cross-industry topics, to identify the
key themes that enable the value generated by digitalization to be captured for business and wider society. Drawing on these themes, we have developed a series of
imperatives for business and policy leaders that look to maximize the benefits of digitalization. We have engaged with more than 300 executives (both from leading
global firms and newer technology disruptors), government and policy leaders, and academics.
Every industry has its nuances and contextual differences, but they all share certain inhibitors to change. These include the innovator’s dilemma (the fear of
cannibalizing existing revenue models), low technology adoption rates across organizations, conservative organizational cultures, and regulatory issues. Business and
government leaders should continue to work towards addressing these challenges.
A notable outcome of this work is the development of our distinctive economic framework, which quantifies the impact of digitalization on industry and society. It can be
applied consistently at all levels of business and government to help unlock the estimated $100 trillion of value that digitalization could create over the next decade. We
have already started to leverage this framework for region-specific discussions with some governments.
We are confident that the findings from the Initiative will contribute to improving the state of the world through digital transformation, both for business and wider society.
This document provides an executive summary of a World Economic Forum white paper on digital transformation of industries and becoming a digital enterprise. The summary includes:
1) The white paper focuses on digital business models, digital operating models, digital talent and skills, and digital traction metrics that are important for companies to consider when undergoing a digital transformation.
2) It provides recommendations for companies, such as identifying and launching new digital business models, examining all aspects of operations, understanding and leveraging data, and establishing the right digital metrics.
3) It also includes questions for companies to consider in relation to these recommendations, such as evaluating strategic options, agility of approval processes, leveraging analytics, and ensuring cultural transformation.
Digital transformation consulting digital consultants serbia belgradeMiodrag Kostic, CMC
Presentation from the "Digital transformation consulting" Consulting workshop, interactive training course on how to create digital road map for digital transformation?
Miodrag Kostic, CMC, CDC
Certified digital transformation expert - consultant
http://www.businessknowledge.biz/
http://www.miodragkostic.com/
Digital Transformation How Digital Disruption is redefining the industries an...technology_forum
1) Digital transformation is being driven by technologies like the Internet of Everything, which connects people, processes, data and things.
2) Most companies will attempt digital transformation initiatives by 2020 but only 30% will be successful due to lack of skills and expertise.
3) Digital disruption is pulling industries towards a digital center and normal, with technology, media and retail being the most vulnerable to disruption.
4) Next generation cyber threat defense can provide enhanced security while simplifying operations and reducing costs through improved network visibility, automated tuning, and advanced malware protection.
This document discusses the importance of business process management (BPM) for IT organizations. It provides advice on how to get started with BPM, including piloting high-impact projects and publicizing successes. BPM allows organizations to standardize and improve processes, delivering solutions faster, better, and cheaper. The future of BPM is bright as tools become more intuitive and integrated, allowing businesses to monitor and improve processes in real-time. Choosing a "Best of Value" platform over "Best of Breed" can provide significant cost savings while still meeting needs.
5 steps to succeeding in connecting with customers and consumers in this digital era. This presentation outlines a robust methodology used by fortune 200 clients in their journey of Digital Transformation.
Flex mode framework architectural overview v 2.1 19-08-2013Sukumar Daniel
This document discusses navigating economic turmoil through adopting smarter ways of doing things using IT service management. It recommends adopting automation-assisted approaches to manage the software development lifecycle and integrate it with service management systems. Continual executive sponsorship is needed for programs managing iterative projects as transformation initiatives impacting people, processes, tools, and partnerships. Collaborative relationships and data analysis capabilities are required to build an automation layer managing business services and processes. Effective governance is also needed from business, IT service management, and third-party provider executives.
The document outlines 7 strategies that global leaders are using to drive digital transformation. The strategies are: 1) Build trust with leaders from other organizations by sharing control and understanding digital transformation risks and benefits. 2) Support both IT and non-IT businesses by sharing control across departments. 3) Make an effort to continuously learn and educate employees about digital skills and knowledge. 4) Act as a guide for other organizations to understand the importance of digital transformation. 5) Speak in a business language that non-technical audiences can understand instead of using IT jargon. 6) Inform businesses about what digital possibilities and limitations exist for their industry. 7) Engage with leaders outside the organization to bring in new knowledge and address essential digital trends.
Are manufacturing companies ready to go digital capgemini consulting - digi...Rick Bouter
Digital technologies are impacting manufacturing companies across their value chains. The document analyzes how different digital tools can optimize various parts of the manufacturing value chain, including product design, manufacturing, and supply chain management. It provides examples of companies like GE, Boeing, and Bombardier that have used digital tools like crowdsourcing, virtual prototyping, and digital factory models to drive innovation, increase productivity, and reduce costs and time to market. The document also presents a "Digital Innovation Radar" mapping various digital technologies to bottom-line and top-line opportunities for manufacturers.
Paul Hermelin Capgemini Chairman and CEO at the Capgemini Infrastructure Summit last January highlighted the conflicting tensions within IT organizations, particularly in light of the fact that IT system limitations are among the top three most significant barriers to business digitization.
IT departments have a short window to become “ sexy” again in the eyes of their clients. To overcome challenges by shadow IT and the rapid pace of business change, CIOs must pull two triggers simultaneously—technological innovation and organizational transformation.
To overcome those challenges this paper illustrates:
- The need for IT organizations to accelerate their move to the Cloud to deliver value in the digital age
- Use cases where IT can act as a business partner for digital innovation
- Principles to shape your next IT delivery model
- Key success factors on how to get there
The digital advantage: how digital leaders outperform their peers in every in...Ben Gilchriest
Executives in every industry – from media to electronics to paint manufacturing – face a bewildering array of new digital opportunities. They are paying attention, but they have few signposts to guide them. Most stories in the business media focus on fast-moving startups like Zynga and Pinterest, or on a few large high-tech firms like Apple, Google, or Amazon. Unfortunately, to many leaders, stories of these nimble and innovative firms just do not make sense for traditional companies that are older, larger, and burdened with inflexible legacies.
In two years of study covering more than 400 large firms (See About the Research), we found that most large firms are already taking action. They are using technologies like social media, mobile, analytics and embedded devices to change their customer engagement, internal operations and even their business models. But few firms have positioned themselves to capture the real business benefits. Our research points to a real “digital advantage” to those that do.
Digital maturity matters. It matters in every industry. And the approaches that digitally mature companies use can be adopted by any company that has the leadership drive to do so.
Summary Trends And Directions For Healthcare ITPaul Woudstra
This document discusses trends and directions for healthcare IT. It notes that key issues facing healthcare include rising costs, an aging population with chronic diseases, and quality concerns. The practice of medicine will undergo transformation focused on value-based and continuous care enabled by information and reform. Topics covered include forces driving change in health systems, characteristics of real-time healthcare systems, collaborative care and IT requirements, the future of electronic health records, and current and future healthcare technologies.
Dr. Zafar Chaudry, M.D., Gartner Group: Fluid Healthcare – Gartner’s Nexus of...Microsoft Österreich
This document discusses healthcare IT and the forces shaping its future. It notes that healthcare IT faces competing priorities around patient experience, care quality, privacy/security, new business models, compliance, and cost optimization. The document presents Gartner's view that healthcare IT should act as the "engine of insight driven health and a patient-centric health system". It then discusses key forces shaping healthcare IT, including social media, mobile devices, cloud computing, and information/analytics and how these areas will impact areas like telehealth, portals, communication/collaboration, and decision support. It concludes that infrastructure/systems will need to grow to support these changes and that mobility will be defining, with information being the driving force, requiring a
The Work Ahead: Soaring Out of the Process SiloCognizant
In this edition of our series, we look at how business leaders can turbo-charge operational efficiency and propel massive revenue growth and cost savings by digitizing their business processes.
Digital Customer Due Diligence: Leveraging Third-Party UtilitiesCognizant
By leveraging digital technologies, automation and third-party models, banks can more successfully navigate the complexities of the client onboarding process.
The year 2016, will see many organizations and enterprises rapidly moving towards adoption of the digitalization and digital business.
This presentation highlights what would be the top 10 trends and directions that enterprises will increasingly adopt to ensure superior customer experiences, competitive advantage and/or IT optimization for improved services and cost takeout.
- Organizations are increasingly adopting enterprise cloud strategies to enable digital transformation and remain competitive in the face of demands from customers, mobile workforces, and new technologies.
- Digital transformation requires flexible IT solutions and the ability to extract value from massive new data streams through business intelligence in order to empower employees, enhance customer experiences, and improve business processes.
- Successful digital strategies require cloud deployments that are tailored to an organization's specific needs and goals in order to deliver immediate value and support the organization as needs change over time.
Traditional businesses are struggling to keep up in an increasingly digital world where customers expect fast and seamless interactions. Many industries are adopting digital technologies and processes to improve operations and drive new revenue. As a result, companies are looking to third-party software solutions to partner with their existing systems and gain new digital capabilities. BMC partnered with PSFK to create a playbook exploring industry trends, opportunities, and best practices for digital transformation. The playbook identifies four key opportunities including enabling rapid application innovation through cross-team collaboration and agile development processes.
Digital Transformation Drives 2021 IT Investmentsrun_frictionless
Digital transformation efforts continue to dominate the technology landscape as more IT leaders recognize the need to update hardware and software infrastructure to accelerate strategic products and services for the business. SoftwareTrends conducted a survey of some 1,020 IT executives, directors, and managers between August and November 2020 to better understand the current state of digital transformation efforts across companies of all sizes—and forecast the technology investment plans for 2021.
https://runfrictionless.com/b2b-white-paper-service/
The Digital Advantage: How digital leaders outperform their peers in every in...Capgemini
Capgemini Consulting and the MIT Center for Digital Business Global Research
New digital technologies like social media, mobile, and analytics are advancing rapidly on the economic landscape. These innovations are used widely by consumers and employees alike. Facebook has more than 1 billion users. There are more than 6 billion mobile phones. Employees often have better digital solutions at home than they do at work, and many customers are more technology savvy than the people trying to sell to them.
Executives in every industry – from media to electronics to paint manufacturing – face a bewildering array of new digital opportunities. They are paying attention, but they have few signposts to guide them. Most stories in the business media focus on fast-moving startups like Zynga and Pinterest, or on a few large high-tech firms like Apple, Google, or Amazon. Unfortunately, to many leaders, stories of these nimble and innovative firms just do not make sense for traditional companies that are older, larger, and burdened with inflexible legacies.
We decided to find out what fast-moving digital innovations mean for large traditional companies. In two years of study covering more than 400 large firms, we found that most large firms are already taking action. They are using technologies like social media, mobile, analytics and embedded devices to change their customer engagement, internal operations and even their business models. But few firms have positioned themselves to capture the real business benefits. Our research points to a real “digital advantage” to those that do.
Digital maturity matters. It matters in every industry. And the approaches that digitally mature companies use can be adopted by any company that has the leadership drive to do so.
The world is being transformed by new technologies, which are redefining customer expectations, enabling businesses to meet these new expectations, and changing
the way people live and work. Digital transformation, as this is commonly called, has immense potential to change consumer lives, create value for business and unlock
broader societal benefits.
The World Economic Forum launched the Digital Transformation Initiative in 2015, in collaboration with Accenture, to serve as the focal point for new opportunities and
themes arising from the latest developments in the digitalization of business and society. It supports the Forum’s broader activity around the theme of the Fourth
Industrial Revolution. Since its inception, the Initiative has analysed the impact of digital transformation across 13 industries and five cross-industry topics, to identify the
key themes that enable the value generated by digitalization to be captured for business and wider society. Drawing on these themes, we have developed a series of
imperatives for business and policy leaders that look to maximize the benefits of digitalization. We have engaged with more than 300 executives (both from leading
global firms and newer technology disruptors), government and policy leaders, and academics.
Every industry has its nuances and contextual differences, but they all share certain inhibitors to change. These include the innovator’s dilemma (the fear of
cannibalizing existing revenue models), low technology adoption rates across organizations, conservative organizational cultures, and regulatory issues. Business and
government leaders should continue to work towards addressing these challenges.
A notable outcome of this work is the development of our distinctive economic framework, which quantifies the impact of digitalization on industry and society. It can be
applied consistently at all levels of business and government to help unlock the estimated $100 trillion of value that digitalization could create over the next decade. We
have already started to leverage this framework for region-specific discussions with some governments.
We are confident that the findings from the Initiative will contribute to improving the state of the world through digital transformation, both for business and wider society.
This document provides an executive summary of a World Economic Forum white paper on digital transformation of industries and becoming a digital enterprise. The summary includes:
1) The white paper focuses on digital business models, digital operating models, digital talent and skills, and digital traction metrics that are important for companies to consider when undergoing a digital transformation.
2) It provides recommendations for companies, such as identifying and launching new digital business models, examining all aspects of operations, understanding and leveraging data, and establishing the right digital metrics.
3) It also includes questions for companies to consider in relation to these recommendations, such as evaluating strategic options, agility of approval processes, leveraging analytics, and ensuring cultural transformation.
Digital transformation consulting digital consultants serbia belgradeMiodrag Kostic, CMC
Presentation from the "Digital transformation consulting" Consulting workshop, interactive training course on how to create digital road map for digital transformation?
Miodrag Kostic, CMC, CDC
Certified digital transformation expert - consultant
http://www.businessknowledge.biz/
http://www.miodragkostic.com/
Digital Transformation How Digital Disruption is redefining the industries an...technology_forum
1) Digital transformation is being driven by technologies like the Internet of Everything, which connects people, processes, data and things.
2) Most companies will attempt digital transformation initiatives by 2020 but only 30% will be successful due to lack of skills and expertise.
3) Digital disruption is pulling industries towards a digital center and normal, with technology, media and retail being the most vulnerable to disruption.
4) Next generation cyber threat defense can provide enhanced security while simplifying operations and reducing costs through improved network visibility, automated tuning, and advanced malware protection.
This document discusses the importance of business process management (BPM) for IT organizations. It provides advice on how to get started with BPM, including piloting high-impact projects and publicizing successes. BPM allows organizations to standardize and improve processes, delivering solutions faster, better, and cheaper. The future of BPM is bright as tools become more intuitive and integrated, allowing businesses to monitor and improve processes in real-time. Choosing a "Best of Value" platform over "Best of Breed" can provide significant cost savings while still meeting needs.
5 steps to succeeding in connecting with customers and consumers in this digital era. This presentation outlines a robust methodology used by fortune 200 clients in their journey of Digital Transformation.
Flex mode framework architectural overview v 2.1 19-08-2013Sukumar Daniel
This document discusses navigating economic turmoil through adopting smarter ways of doing things using IT service management. It recommends adopting automation-assisted approaches to manage the software development lifecycle and integrate it with service management systems. Continual executive sponsorship is needed for programs managing iterative projects as transformation initiatives impacting people, processes, tools, and partnerships. Collaborative relationships and data analysis capabilities are required to build an automation layer managing business services and processes. Effective governance is also needed from business, IT service management, and third-party provider executives.
The document outlines 7 strategies that global leaders are using to drive digital transformation. The strategies are: 1) Build trust with leaders from other organizations by sharing control and understanding digital transformation risks and benefits. 2) Support both IT and non-IT businesses by sharing control across departments. 3) Make an effort to continuously learn and educate employees about digital skills and knowledge. 4) Act as a guide for other organizations to understand the importance of digital transformation. 5) Speak in a business language that non-technical audiences can understand instead of using IT jargon. 6) Inform businesses about what digital possibilities and limitations exist for their industry. 7) Engage with leaders outside the organization to bring in new knowledge and address essential digital trends.
Are manufacturing companies ready to go digital capgemini consulting - digi...Rick Bouter
Digital technologies are impacting manufacturing companies across their value chains. The document analyzes how different digital tools can optimize various parts of the manufacturing value chain, including product design, manufacturing, and supply chain management. It provides examples of companies like GE, Boeing, and Bombardier that have used digital tools like crowdsourcing, virtual prototyping, and digital factory models to drive innovation, increase productivity, and reduce costs and time to market. The document also presents a "Digital Innovation Radar" mapping various digital technologies to bottom-line and top-line opportunities for manufacturers.
Paul Hermelin Capgemini Chairman and CEO at the Capgemini Infrastructure Summit last January highlighted the conflicting tensions within IT organizations, particularly in light of the fact that IT system limitations are among the top three most significant barriers to business digitization.
IT departments have a short window to become “ sexy” again in the eyes of their clients. To overcome challenges by shadow IT and the rapid pace of business change, CIOs must pull two triggers simultaneously—technological innovation and organizational transformation.
To overcome those challenges this paper illustrates:
- The need for IT organizations to accelerate their move to the Cloud to deliver value in the digital age
- Use cases where IT can act as a business partner for digital innovation
- Principles to shape your next IT delivery model
- Key success factors on how to get there
The digital advantage: how digital leaders outperform their peers in every in...Ben Gilchriest
Executives in every industry – from media to electronics to paint manufacturing – face a bewildering array of new digital opportunities. They are paying attention, but they have few signposts to guide them. Most stories in the business media focus on fast-moving startups like Zynga and Pinterest, or on a few large high-tech firms like Apple, Google, or Amazon. Unfortunately, to many leaders, stories of these nimble and innovative firms just do not make sense for traditional companies that are older, larger, and burdened with inflexible legacies.
In two years of study covering more than 400 large firms (See About the Research), we found that most large firms are already taking action. They are using technologies like social media, mobile, analytics and embedded devices to change their customer engagement, internal operations and even their business models. But few firms have positioned themselves to capture the real business benefits. Our research points to a real “digital advantage” to those that do.
Digital maturity matters. It matters in every industry. And the approaches that digitally mature companies use can be adopted by any company that has the leadership drive to do so.
Summary Trends And Directions For Healthcare ITPaul Woudstra
This document discusses trends and directions for healthcare IT. It notes that key issues facing healthcare include rising costs, an aging population with chronic diseases, and quality concerns. The practice of medicine will undergo transformation focused on value-based and continuous care enabled by information and reform. Topics covered include forces driving change in health systems, characteristics of real-time healthcare systems, collaborative care and IT requirements, the future of electronic health records, and current and future healthcare technologies.
Dr. Zafar Chaudry, M.D., Gartner Group: Fluid Healthcare – Gartner’s Nexus of...Microsoft Österreich
This document discusses healthcare IT and the forces shaping its future. It notes that healthcare IT faces competing priorities around patient experience, care quality, privacy/security, new business models, compliance, and cost optimization. The document presents Gartner's view that healthcare IT should act as the "engine of insight driven health and a patient-centric health system". It then discusses key forces shaping healthcare IT, including social media, mobile devices, cloud computing, and information/analytics and how these areas will impact areas like telehealth, portals, communication/collaboration, and decision support. It concludes that infrastructure/systems will need to grow to support these changes and that mobility will be defining, with information being the driving force, requiring a
The document lists the 2015 events hosted by Gartner for CIOs and senior IT executives. It provides the dates and locations for numerous conferences in North America, Latin America, Japan, EMEA, Australia/New Zealand, India, and Gartner Symposium/ITxpo events globally focused on topics such as applications, business intelligence, enterprise architecture, infrastructure, and security. The events are designed to provide the world's most important gathering of CIOs and senior IT leaders.
The document summarizes Gartner's Executive Programs monthly report titled "Hunting and Harvesting in a Digital World: The 2013 CIO Agenda". It discusses the opportunities and challenges facing CIOs in an increasingly digital world. To fully realize the potential of digital technologies, CIOs must expand IT's strategic role beyond tending current operations to include hunting for new innovations and harvesting additional value. The 2013 CIO agenda focuses on strategy, funding, and skills to support this expanded role.
CIO’s are leading the transformation of their IT organizations to play a more critical business driver role across the enterprise. Effective leaders are reaching outside the traditional IT role of control, integration and automation of legacy systems and positioning IT as innovators of technology and business change. Pete will focus his experience, insights and thought leadership around preparing IT service and support professionals for this ‘disruptive’ change.
As we prepare to plan, implement and support the many aspects of technology and business change, we must throw out the old checklist and project plans. It is critical to focus on the possibilities and opportunities to positively impact the customer experience and productivity. Regardless of the type of change, the health and competitiveness of your business will depend on both the minimal negative impact and the taking advantage of the ‘art of possibility and opportunity’.
This presentation discusses preparing for the Healthcare Information and Management Systems Society (HIMSS) exam. It notes that most European countries need 10% cost reductions in healthcare and that by 2016, 67% of the workforce will own smartphones and 40% will be mobile. It also discusses the nexus of forces in healthcare including how clinician and patient behavior is changing communication opportunities and data patterns in ways that supersede old IT and business models. Finally, it provides overviews of Gartner's digital hospital framework and the five generations of electronic health records.
Business analytics from basics to valuesucesuminas
This presentation by Gartner Research Director João Tapadinhas discusses opportunities for business intelligence and analytics. It is owned by Gartner and protected by copyright. The presentation may only be used or displayed with Gartner's express written permission. It explores opportunities around data discovery, cloud computing, mobile BI, and many emerging analytics capabilities. Tapadinhas argues that organizations should put analytics capabilities in the business units to drive agility. The presentation provides an overview of the analytics landscape and opportunities for organizations to improve performance through analytics.
Leveraging Design Thinking for Value Enhancement of Digital Transformation Innomantra
EXECUTIVE SUMMARY
Digital Transformation has been making waves and has found widespread recognition in most industries. What started as a driver of marginal efficiency is now rapidly shifting to become an enabler of fundamental innovation and disruption within an organization. The scope and scale of digital-driven change continue to grow immensely. However, organizations are still grappling with the nuances of the journey of digital transformation implementation, its implications or its impact. Digital transformation is not about adopting technologies but having an integrated approach involving people and leadership.
This white paper presents the context of digital transformation in manufacturing organizations. It redefines the process to incorporate important aspects such as breaking the silos, rescoping the challenge/ objectives, having an iterative approach and using design thinking to better understand the value implication of such an exercise. Case studies from clients have been used to illustrate the same.
Keywords: Design Thinking, Industry 4.0, Manufacturing industries, Smart factory, Value Assessment, Digital Transformation, Value Implementation
This is a decisive moment. A digital wave is sweeping through every industry, organization and culture.
There is no room to stand on the sidelines, no safe haven
to ride out this disruption. Digital will continue to defi ne and
redefi ne business for an entire generation to come.
This moment presents a defi ning challenge for every CIO and
senior IT executive: a chance to rise up, align mission-critical
priorities — yours and those of the enterprise — and drive
business outcomes. From big data to risk management, now
is the time to operate at two speeds: pursuing agile practices
to compete at the digital speeds while focusing on rock-solid
IT reliability to support your core business.
Gartner Symposium/ITxpo 2015 offers you the opportunity
to discover the precise speed, agility and leadership skills you
need to harness this massive wave of technology change.
From personal development to process reinvention, Gartner
is here to help you Rise to the Challenge.
Digital transformation chiefdigitalofficer_engl_hipp_090715Helmar Hipp
The digital transformation is one of the biggest challenges affecting almost all businesses. Changing consumer habits, new competitors, disrupted business models and technology innovation impact strategy, people as well as all processes and technologies being used in enterprises. The presentation describes the the need, role, goals of a chief digital officer in a company, who can be cornerstone to successfully manage the digital transformation
This article takes a look at the 5 disruptive trends that are effectively changing the role of the CIO and the IT function— a shift in responsibility for IT to business units; the convergence of IT and business process outsourcing; the onset of big data, analytics, social and mobility; the commoditization of IT; and the consumerization of IT. The 5 drivers of transformation are: responsibility for IT is moving the business, convergence of ITO and BPO, mobility and analytics, commodiziation of IT, and consumerization of IT.
Three Engagement Models for Embracing Digital in Life SciencesCognizant
The document discusses three models for how life sciences organizations can structure their business, IT, and external partners to drive digital innovation:
1. IT-centric model: IT defines digital strategy and drives innovation, collaborating with business and partners.
2. Business-centric model: Business defines digital strategy and owns innovation, partnering with IT and external providers.
3. New entity model: A separate digital entity is created to define strategy, identify initiatives, and manage delivery, working with business and IT.
The document analyzes the pros and cons of each model and provides criteria for organizations to evaluate which model may be best suited to their needs and capabilities.
Digital Transformation in Manufacturing - A Whitepaper by RapidValue SolutionsRapidValue
This whitepaper aims to answer some of the common questions around digital transformation specifically for the business leaders in the manufacturing industry. Because of the role that technology plays today in a organization's ability to evolve, business leaders must lead their organizations through this era of digital transformation.
1. The document discusses key aspects of digital transformation including focusing on speed, data, and ecosystems. It emphasizes the importance of building digital capabilities like customer experience, operations, and business models.
2. Transformation requires changes in information technology, strategy, and organizational agility. Companies should move along a continuum from pre-digital to digital pure play.
3. Accelerating transformation involves increasing speed through shorter feedback loops, leveraging large amounts of available data, and developing partnerships within ecosystems. Digital thread and twin approaches can also drive continuous improvement.
The document discusses the growing role of Chief Digital Officers (CDOs) in companies. It outlines some of the key responsibilities of CDOs, which include developing a company's digital strategy, integrating digital initiatives across business units, and educating other executives about digital opportunities. The document also provides examples of prominent companies that have hired CDOs, such as Starbucks, CVS, and Renault, and discusses some of the digital projects these CDOs have led. It predicts that the number of CDO positions will continue increasing globally as more companies recognize the importance of digital strategies.
Leaders spend billions on digital transformation. How to keep up?N-iX
- Many companies will die in the next 10 years if they don't undergo digital transformation to adapt to new technologies. Only 16% of companies see themselves as digital natives currently.
- To succeed with digital transformation, companies need to develop a clear digital strategy, form strategic partnerships with digitally advanced vendors, and exploit open source solutions. They must eventually shift to a digital culture where digital is the core of their business.
- Case studies of Telefonica and Lebara show how they developed digital strategies, partnered with key solution providers, used open source components, and are shifting to digital-first mindsets. This approach helped boost their operations and customer experiences.
This document summarizes key insights from the 2018 Gartner CIO Agenda Report survey of over 3,000 CIOs. It finds that the role of the CIO is transforming from an IT delivery focus to a business-oriented role focused on growth, innovation, and digital transformation. CIOs now spend more time on executive leadership and differentiating technologies like analytics. While scaling digital initiatives remains challenging due to cultural barriers, most CIOs report their IT organizations are adapting well to changes brought by digital business. The document recommends CIOs take advantage of this adaptive environment to further their digital strategies and support business growth objectives.
This presentation explains the importance and the description of the role of a Chief Digital Officer in any organization. This was presented by me at DQ Live 2015 event organized by Cyber Media Group on 11th March 2015 at The Grand New Delhi in front of 400+ business and technology leaders. Post which i was interviewed by ET Now TV Channel as well and event highlights along with key people's bytes were broadcasted by ET Now.
Industry 4.0 is the name of the next industrial revolution which is fueled by the advancement of digital technologies. It
is dramatically changing how companies engage in business activities. As a result, the disruptive nature of Industry 4.0
demands a reassessment of the requirements for IT. On the one hand, there is the possibility that the responsibilities of Chief Information Officers (CIOs) could be taken over by other executives such as the Chief Digital Officer (CDO) or the Chief Technology Officer (CTO). On the other hand, this
recent development creates entirely new perspectives for positioning themselves and their IT departments
within the business.
The impact of digital technologies is reaching a magnitude at which IT is considered a substantial
business driver, potentially placing CIOs in the driver’s seat.
Industry 4.0 is causing disruptive changes in how companies do business through new digital technologies. This is challenging traditional IT departments and roles.
1. The adoption of new technologies is happening faster than ever, impacting what companies produce and how they operate.
2. IT departments often cannot meet new demands for speed and quality from business units, leading to the rise of "shadow IT" controlled by business units.
3. CIOs risk losing budgets and control as IT is bypassed, threatening their relevance unless they can successfully manage the new "bimodality" of traditional and product/service IT.
Linking Business strategy to digitalization, innovation & industry 4.0Vikram Bhonsle
The document discusses General Electric's digital transformation efforts to become a "digital industrial" company. Some key points:
- GE is developing software operations in each business line and aims to build a $15 billion digital/software business by 2020.
- GE is building an industrial operating system called Predix to connect sensors and software in factories and equipment.
- A GE plant retrofitted with Predix detected an argon gas leak, saving $350,000 per year in costs. Overall automation reduced work time by 530,000 hours.
- While startups emphasize minimum viable products, GE must ensure safety for products like jet engines. However, GE is encouraging engineers to experiment more and accept failure as part
Integration allows rapid business reconfiguration to create new business models and ecosystems while continually optimizing customer experience and business operations.
IT Strategy I Best Practices I NuggetHubRichardNowack
IT strategy is a plan of action to create an information technology capability for maximum, and sustainable value for an organization. In this business best practice slide deck you learn how to assess and setup an IT strategy and a transformation plan.
We provide you with the following best practices:
- IT Strategy Definition and Introduction
- IT Strategy Frameworks
- IT Strategy Approaches and Transformation
Born to be digital - how leading CIOs are preparing for digital transformationEY
A core set of digital technologies - mobile, social, the cloud and data - are transforming companies at both an operational and a strategic level. For leading CIOs, these present a major opportunity to expand their role. Learn more by exploring the CIO program report “Born to be digital”.
This document provides information about the Gartner Symposium/ITxpo conference for CIOs and senior IT executives. The conference will take place from November 7-9, 2011 and will include keynote speakers, over 150 sessions, and an expo with IT solutions. Over 3,000 senior IT leaders are expected to attend, including more than 1,500 CIOs. The conference will focus on helping attendees re-imagine IT and its role in business. It will also provide networking, best practice sharing, and advice from Gartner analysts.
Similar to Gartner Symposium 2014 - Executive Summary Report (20)
An agenda focused on your priorities.
This year, we’ve structured the agenda around your
mission-critical priorities, categorized under six tracks.
We’ve shifted from a framework that addresses a broad
set of roles to one that focuses on the high-impact
initiatives that you and your team must pursue to align
with overall enterprise priorities.
The Gartner IT Financial, Procurement & Asset Management Summit 2014 was held on 17 – 18 September at the Lancaster London Hyde Park. This report ummarizes
and provides highlights from the event.
Gartner is promoting their advisory services at the HIMSS conference to help healthcare organizations maximize their IT effectiveness and improve healthcare outcomes. They will have booths and presentations on topics like big data analytics, population health, payer administration transformation, mobile health, and more. Attendees can meet with Gartner analysts who are experts on issues like EHR systems, telemedicine, analytics, and strategies for providers and payers.
Building a Lean and Agile I&O – The Engine for your Digital Business
Digitalization is redefining the future of business, challenging I&O leaders to bring fresh new thinking to the IT Infrastructure and Operations space.
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AIVladimir Iglovikov, Ph.D.
Presented by Vladimir Iglovikov:
- https://www.linkedin.com/in/iglovikov/
- https://x.com/viglovikov
- https://www.instagram.com/ternaus/
This presentation delves into the journey of Albumentations.ai, a highly successful open-source library for data augmentation.
Created out of a necessity for superior performance in Kaggle competitions, Albumentations has grown to become a widely used tool among data scientists and machine learning practitioners.
This case study covers various aspects, including:
People: The contributors and community that have supported Albumentations.
Metrics: The success indicators such as downloads, daily active users, GitHub stars, and financial contributions.
Challenges: The hurdles in monetizing open-source projects and measuring user engagement.
Development Practices: Best practices for creating, maintaining, and scaling open-source libraries, including code hygiene, CI/CD, and fast iteration.
Community Building: Strategies for making adoption easy, iterating quickly, and fostering a vibrant, engaged community.
Marketing: Both online and offline marketing tactics, focusing on real, impactful interactions and collaborations.
Mental Health: Maintaining balance and not feeling pressured by user demands.
Key insights include the importance of automation, making the adoption process seamless, and leveraging offline interactions for marketing. The presentation also emphasizes the need for continuous small improvements and building a friendly, inclusive community that contributes to the project's growth.
Vladimir Iglovikov brings his extensive experience as a Kaggle Grandmaster, ex-Staff ML Engineer at Lyft, sharing valuable lessons and practical advice for anyone looking to enhance the adoption of their open-source projects.
Explore more about Albumentations and join the community at:
GitHub: https://github.com/albumentations-team/albumentations
Website: https://albumentations.ai/
LinkedIn: https://www.linkedin.com/company/100504475
Twitter: https://x.com/albumentations
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
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
A tale of scale & speed: How the US Navy is enabling software delivery from l...
Gartner Symposium 2014 - Executive Summary Report
1. 1
Executive
Summary Report
9 – 13 November | Barcelona, Spain
gartner.com/eu/symposium
2014 Conference Theme: Driving Digital Business
Overview
The world’s most important gathering of CIOs and senior IT executives, Gartner Symposium/ITxpo
2014 in Barcelona, Spain, had unprecedented demand this year and was one of most talked about
and exciting conferences in its history. This conference is committed to guiding attendees on a
journey toward achieving success in the digital world.
During five conference days, 5,100 attendees examined and explored the following:
• 400 sessions across the CIO Program and 9 role-based tracks
• Industry Sunday, which focused on 13 verticals
• Gartner analyst one-on-ones: 4,038 appointments took place
• Mastermind Interview and Thought Leader Keynotes on the main stage
• 140 ITxpo exhibitors
• New session formats, including Espresso sessions
• Signature Series sessions: top attendee favorites, which cover trends and technologies
• The highly anticipated reveal of the 2015 CIO Agenda survey results
This Executive Summary Report focuses on event highlights and the three major crosscutting
themes that helped shape the Gartner Symposium/ITxpo 2014 CIO Program agenda. Together, they
offered attendees a clear path to digital empowerment and new ideas to help them lead and grow
within their organizations.
Defining digital business
Digital business creates new business designs by blurring the boundaries between the digital and
physical worlds. Digital business promises to usher in an unprecedented convergence of people,
business, and things that disrupts existing business models. With more than seven billion people
and businesses, and at least 35 billion devices, communicating, transacting, and even negotiating
with one another, a new world comes into being — the world of digital business. What are the
characteristics of the digital business?
1. Things become major players. Digital business is specifically focused on mediated interactions
among business (including process and information), people and physical things as equal entities.
2. You must digitalize. To be a digital business, an organization must be digitalizing its physical
assets as well as its virtual assets, such as data and business processes.
3. Industries blend. A digital business must include the connection or integration of assets
(business, people and things) beyond IT and beyond the control of any one company.
The World’s MOST IMPORTANT GATHERING
OF CIOs AND SENIOR IT EXECUTIVES
2. 2 For conference details, visit gartner.com/eu/symposium
Driving Digital Business: Three crosscutting themes
1. Renovate the core
Retrofitting core IT functions to more fully align with the purposes and potential of
digital business
Enterprise IT — infrastructure, applications such as ERP, information and sourcing — was built for
the IT past and must be renovated to address the challenges and opportunities of the digital future.
Changes should include moving to a more loosely coupled “postmodern ERP” paradigm, deploying
public and private clouds, creating the information architecture and capabilities to exploit big data,
and augmenting conventional sourcing with more innovation — including sourcing from, and
partnering with, smaller and less mature enterprises.
The emergence of digital business will also require different metrics, approaches and outcome
requirements to balance complexity with simplicity, which is the challenge for all transforming
enterprises. Managing a portfolio of businesses, business capabilities or investments will be essential
to delivering the digital business, bimodal IT and expected outcomes. More or less complexity is not
the issue; knowing when to simplify and where to take risks is paramount.
Recommended resources
Research reports:*
Leading in a Digital World: Gartner Symposium/ITxpo Highlights
Future of EA 2025: Evolving From Enterprise to Ecosystem
Seize the Moment: Driving Digital Business Into 2015
Six Ways to Drive Cost and Value Optimization for IT Operations
gartnernews.com:
Are CIOs Ready for Digital Business?
How Emerging Trends Are Impacting Infrastructures and Operations
Examining Cloud Maturity and Adoption in the Age of Digital Business
Six Steps to Build a Successful Digital Business
2. Exploit the new
Connecting innovation, transformation and market leadership to ensure digital
business success
The pace of technology change will affect each enterprise differently, demanding that CIOs
continually scan the marketplace to evaluate what will work for the enterprise now and in the future.
To capture digital opportunities, CIOs need to deal with speed, innovation and uncertainty. Creation
and governance of a two-speed capability within IT is essential to preserving the benefits of the past
and creating future benefits. Solid IT and business governance will be crucial to success.
Also affecting the enterprise will be the macroeconomic, demographic and societal changes that
react to and drive technology changes. Innovation, transformation and progress in technology are all
ingredients to a larger outcome. Translating these IT “things” into business outcomes will require
focused CIO effort in response to digital business opportunities, and this translation will become IT’s
contribution to business value.
* Access to research reports is limited to Gartner clients only.
3. 3
Recommended resources
Research report:*
The Digital Business Development Path
gartnernews.com:
Build Your Blueprint for the Internet of Things
How to Innovate With Bimodal IT
How IT Succeeds in a Digital First World
Five Cool Digital Business Technologies
3. Provide and cultivate leadership
Gaining the insight, support and strength to lead and deliver in the midst
of disruptive change
As the larger enterprise changes, the nature and focus of CIO leadership
styles will change as well. As external market changes require dynamic
enterprises, the original mandate for CIOs in their current role may become redundant. Digital
business necessities will require some CIOs to increase their influence and power, while others will
cede theirs to CMOs, CDOs and CTOs. The agility of the enterprise depends on the CIOs’
willingness to change and their ability to create the art out of influence, leadership and collaboration.
To exploit digital opportunities and ensure that the core of IT services is ready, there must be clear
digital leadership, strategy and governance, requiring all business executives to become digitally
savvy. To that end, clarifying the coverage and scope of digital leadership — and integrating it with
enterprise IT leadership — should be high on every CIO’s agenda in 2015. But individual digital
leaders are not enough; all business leaders must become digital leaders.
Recommended resources
Research reports:*
Flipping to Digital Leadership: The 2015 CIO Agenda
Using Paradoxes to Build Digital Business Leadership
2015 Planning Guide for Professional Effectiveness: The Changing IT Job in a Digital
Industrial Economy
gartnernews.com:
Why CIOs Must Flip Three Leadership Behaviors
Who’s on Your Digital Business Dream Team?
Who’s Got Talent on the Digital Frontier?
* Access to research reports is limited to Gartner clients only.
4. 4 To view recorded keynote and analyst sessions, visit gartnereventsondemand.com
Gartner analyst opening keynote
In this year’s opening keynote, Gartner builds on the platform of social, mobile, analytics and cloud
with the rise of the digital business. Digital business is defined as the blending of virtual and physical
worlds, changing how processes and industries work through the Internet of Things (IoT). Gartner
estimates that enterprises will spend more than $40 billion designing, implementing and operating
IoT in 2014. This digital shift creates new businesses and can threaten many existing businesses.
As a result, the typical IT budget is changing.
Today, Gartner estimates that 38% of total IT spending is outside of IT, with a disproportionate
amount in digital, and by 2017, it will be over 50%. With greater buying power outside of IT and with
a digital focus, the breakdown of spending will look more like 45% services, 25% personnel, 20%
software and 10% hardware.
Shifting to the discussion of machines versus humans, Gartner is making several key predictions:
• By 2025, three out of 10 jobs will be converted to software, robots or smart machines.
• By 2018, digital business will require 50% fewer business process workers.
• Also by 2018, the total cost of ownership for business operations will be reduced by 30% through
smart machines and industrialized services.
To balance the machinist view, we also introduced the Digital Humanist Manifesto, which puts
human-centered design at the heart of solution delivery.
Lastly, the keynote covered other trends to watch in this new technology cycle, including the
growing demand for digital talent, a shift in leadership skills, governance and vendor management
as the vendor ecosystem broadens and customer experience and design moves to the center.
However, this does not mean IT departments are abandoning core technologies. In fact, Gartner
continues to stress bimodal IT. Mode 1 is traditional, emphasizing safety and accuracy. Mode 2 is
nonsequential, emphasizing speed and agility.
Peter Sondergaard (as drone
hovers above), Frank Buytendijk
and Tina Nunno provide insights
in the Gartner analyst opening
keynote.
5. 5For conference details, visit gartner.com/eu/symposium
Mastermind interview keynote
This year’s interview brought fresh perspectives on innovation, transformation and leadership
in the digital era from a leading thought leader from the financial services industry.
Oliver Bussmann, Global Chief Information Officer, UBS
Interview highlights
The interview was conducted by Gartner analysts Mark Raskino and David Furlonger.
The Mastermind interview with Oliver Bussmann covered many different topics and themes, such as
cost cutting, the disruptive nature of digital currencies, the Internet of Things and how companies
and digital leaders can foster and drive innovation in their business. Oliver shared some key insights
as to his view as to ensuring innovation isn’t squeezed out of businesses when budgets are
tightened. He said there are three main points to this:
• Define innovation as a category in your investment and product portfolio
• Think about what kind of dedicated resources you need to help the business to orchestrate the
innovation from end to end — research, validation, testing.
• Building a digital skillset within the business
In addition, he stated the importance of passion when it comes to driving innovation, as well as
ensuring that success stories are part of the overall process. Success doesn’t have to have positive
financial impact, but it have to ensure that stakeholders are committed to the process and
committed to the long term strategy.
He also went on to detail how the Nexus of Forces has changed traditional modes of operation, with
the marriage of mobile technology and data resulting in a fundamentally different user experience in
banking which hinges on in-memory computing power.
On the Internet of Things, Oliver said that he thought it was a game changer across all industries and
that digital currencies like Bitcoin will provide the fundamental platform for its enablement.
Mastermind interview keynote
Guy Kawasaki, Chief Evangelist, Canva
Oliver Bussmann, center, fields questions
from David Furlonger, right, and Mark
Raskino.
“For me it’s important
that you build a
community that has an
understanding,
business and IT-wise,
what’s out there,
what’s possible and
how this could be
mapped to your
business model.”
Oliver Bussmann
“I believe companies
should step back and
not describe themselves
based on what they do
but the benefit they
provide. The real action
occurs on the next
curve.”
Guy Kawasaki
6. 6 View the Symposium global events at gartner.com/symposium
The CIO Program
CIO Program highlights
This year’s CIO Program agenda focused on the rapid and fundamental change in IT leadership —
helping attendees to redefine the CIO role in the face of digital forces, which must be understood,
embraced and leveraged to move the enterprise forward. CIO Program attendees were urged to
look for ways to amplify their role and help key decision makers in the enterprise “get” the
possibilities of digital business. CIOs were challenged to take a leadership role in helping their
organizations change their view of what’s possible — and inevitable — in the digital business future.
2015 CIO Agenda survey results
Why CIOs must flip three leadership behaviors
According to the 2,800 CIOs surveyed in the 2015 Gartner CIO Agenda Report released at Gartner
Symposium/ITxpo 2014 in Orlando, the overwhelming majority of this year’s CIO respondents (89%)
agree that the digital world engenders new, vastly different and higher levels of risk, and 69%
acknowledge that agility is increasingly important relative to risk management.
To guide CIOs in this third era of “digital now, digital first” reality, Dave Aron and Lee Weldon,
authors of the 2015 Gartner CIO Agenda Report, revealed three striking imperatives for CIOs to “flip”
their digital leadership behaviors.
Flip 1: From “legacy first” to “digital first”
To succeed in a digital world, enterprises must escape the inertia and “bad complexity” of a
structured, legacy perspective, and focus on the future by starting from a digital perspective and
working backward. This includes moving from backward reporting to forward-looking predictive
analytics, combined with data-led experimentation. Digital business success requires starting with a
digital information and technology mindset, and working backward.
For example, at Volvo Cars, a cross-functional innovation board brainstorms how digital can solve
everyday problems through connected cars. In a video interview shown on stage, Klas Bendrik, Vice
President and Group CIO at Volvo, discussed the great failure rate of online delivery companies.
Volvo’s solution? To create a temporary digital key for retail deliverers to place a customer’s order
directly into the trunk of his or her Volvo car. The pilot for Roam Delivery uses digital to solve the
customer’s inconvenience of how and where to receive everyday online deliveries.
7. 7
Flip 2: From what’s visible to what’s valuable
Digital business success requires building platforms that may not immediately generate ROI but that
can deal with rapid change and uncertainty and manage value dynamically. In addition, CIOs should
categorize investments as fearful, to keep the business running; fact-based, to extend within the
organization’s business model; and faith-based with management capable of dealing with them.
Value is not created by reducing the cost of IT per dollar of revenue, but by increasing revenue per
dollar of IT cost, which equals IT productivity.
Volvo’s Bendrik understands the long-term digital value opportunities. He has formed an innovation
team to “drive IT in Volvo cars” and inspires his team. “Up until a few years ago,” he said, “the
attitude was, if you don’t do anything, you can’t do anything wrong.” Now, he encourages the entire
IT team to step up and contribute to innovation.
Flip 3: From control leadership to visionary leadership
Command-and-control leadership does not suit the digital world. Digital leadership is almost always
about vision and inspiration. Education and inspiration are central tasks for CIOs determined to be
digital leaders. CIOs recognize this: 75% plan to change their leadership style in the next three years,
most commonly by amplifying their vision (47%) while reducing their command and control (65%). At
Volvo, CIO Bendrik tries to model customer-centric behavior and reserves time in management
meetings to discuss broader megatrends.
In addition to partnering with the most important business stakeholders, and developing a shared
understanding of digitalization and what it means to the business, CIOs need to increase the digital
savvy of their enterprises. In essence, CIOs and other leaders need to lead a digital cultural
revolution across their businesses, possibly their ecosystems.
Lee Weldon unveils the 2015
CIO Agenda results.
8. 8 View all recorded sessions on gartnereventsondemand.com
Signature Series
Top 10 Strategic Predictions: Digital Business Is Driving Big Change
As a Signature Series session, the top 2015 strategic predictions were announced by Daryl C.
Plummer, Vice President and Gartner Fellow; they indicate that computer-based machines are now
being used to create an ever-expanding variety of experiences that extend human endeavors.
By 2018, digital business will require 50% fewer business process workers and 500% more key
digital business jobs, compared with traditional models.
By 2017, a significant disruptive digital business will be launched that was conceived by a
computer algorithm.
By 2018, the total cost of ownership for business operations will be reduced by
30% through smart machines and industrialized services.
By 2020, developed-world life expectancy will increase by 0.5 years, due to
widespread adoption of wireless health monitoring technology.
By year-end 2016, more than $2 billion in online shopping will be performed
exclusively by mobile digital assistants.
By 2017, 70% of successful digital business models will rely on deliberately
unstable processes designed to shift as customers’ needs shift.
By 2017, 50% of consumer product investments will be redirected to customer
experience innovations.
By 2017, nearly 20% of durable goods “e-tailers” will use 3D printing to create
personalized product offerings.
By 2020, retail businesses that use targeted messaging in combination with internal positioning
systems will see a 5% increase in sales.
New! Espresso sessions
These 30-minute sessions were provocative, edgy and interactive and were a popular addition to
the session lineup. Here are a sample of the types of topics that were discussed:
Welcome to the Jungle — CIO Lessons in Innovation From the Animal World
IT Power Shift
Digital Ethics, or How Not to Mess Up With Technology
Predicting the Unpredictable: An Introduction to Scenario Planning
Future City — Starting a Small (or Smart) World?
The Machine on Your Team
‘Trust’ in the Collaborative Economy
How 3D Printing Will Revolutionize Your Business
How Gamification Takes Motivation to the Next Level
Daryl Plummer reviews the top 10
strategic predictions.
9. 9For conference details, visit gartner.com/eu/symposium
Industry coverage at Symposium/ITxpo
In-depth industry sessions began on Sunday with a dedicated afternoon and an evening keynote to
kick off the week. These sessions offered targeted research and best practices, spanning the
following industry sectors:
Banking Investment
New! Communication
Service Providers
Education
Government
Manufacturing
Insurance
New! Retail
Energy and Utilities
Industry Sunday keynote
Robin Sieger, best-selling author, broadcaster and leading success strategist
Keynote highlights
Robin gave an inspiring talk that dealt with the psychology of success and asked a number of
questions that helped frame the common traits of successful people. The 1st four questions he
asked were:
“Why are rich people rich?” “Why are happy people happy?”
“Why are successful people successful?” “Why am I none of these people?”
Further to this, he asked “What is success?”. He elaborated that success is simply the realization of
your aspirations. The ability to succeed comes down to the way that you think, it is a consequence
of your thinking rather than your doing. It’s based on a couple of principals:
• Clearly define what it is you want to achieve. If you have a vague goal, you will have a vague
outcome
• Create a strategy. You can change the plan at any time, it’s not how you get there, it’s where you
are going and by when
• Confidence — “With great trust”. The most confident people in the world are 4 year old children.
You learn to walk by falling over an average of 240 times
You are born with two fears — fear of noise and fear of falling. Other fears are learnt. One of the
greatest traits of success is the lack of fear of failure.
How do I motivate people — customers, managers, friends, partners, myself?
80% of workers say that improvement in their job performance is more to do the way that they feel
than the actual job itself.
Robin went on to highlight the importance of trust in relationships, whether in personal life or
business activities. People never forget how others make them feel.
Another question Robin asked was, “What skills and qualities do you need to be successful?”
Common answers from people include commitment, determination, focus, empathy and knowledge.
But most of the answers given to this are related to attitudes, rather than skills. The way you think
impacts the way you behave, the way you behave impacts the way you perform, the way perform
impacts what you produce.
Robin Sieger kicks off the week with his
Industry Sunday keynote.
10. 10 Plan ahead and review the 2015 Gartner events calendar at gartner.com/events
Gartner analyst closing keynote summary
Frank Buytendijk, Research Vice President
As Frank kicked off the closing keynote, he made sure everyone knew the meaning
of digital business and that new business designs are merging the virtual and
physical worlds. He pointed
out that there are enormous opportunities by instrumenting the physical world and cited the
following statistics:
• The Internet of Things will enable 30 billion sensors to be installed by 2020.
• It will add $1.9 trillion in economic value-add, worldwide.
• It will introduce new markets, totaling $300 billion by 2020.
Also, Frank recited a phrase that was a theme throughout the week, which was: “Every business
unit is a technology startup.” Essentially, the new startups exist in your own organization, and in
order to get bimodal, you need to look to partner with business units or incubate your own digital
startup.
To underscore some of the overall themes around the humanist and mechanistic viewpoints, Frank
incorporated expert advice from a team of analysts on a host of topics:
Putting people front and center — human-centered design
“Digital leaders must remove clutter and complexity of today’s functionally bloated business software
by adopting the app construct — not by how many things it does but by how it does one thing —
the humanist way.”
Brian Prentice, Vice President, Gartner Research, Asia/Pacific
Future of the digital workplace
The digital workplace is here. Don’t ignore it, enable it! “Invest in digital etiquette on unsecure
networks; take care of the security and get out of the way.”
Jenny Sussin, Principal Analyst, Gartner Research, NA
People-centric security
This type of security is based on real-time context that incorporates location, device reputation, user
behavior, historical patterns, and time and date. “It’s big data analytics brought to information security.”
Roberta J. Witty, Vice President, Gartner Research, NA
The future of infrastructure and operations
“Digital business can only scale when there is a high scale of automation with high level of reliability
to keep it running smoothly.”
Henrique Cecci, Director, Gartner Research, LA
Hybrid cloud
The cloud allows you to move from rock solid IT to a more fluid form of IT, enabling you to run your
business and fuel your digital playground for business innovation. “In digital business the cloud is not
just storage, the cloud is where you run your digital business — it’s a cloud of services.”
Yefim V. Natis, Vice President and Gartner Fellow, Gartner Research, NA
Future of sourcing
“Digital providers do not behave like today’s machinist megavendors.”
Alexa Bona, Managing Vice President, Gartner Research, EMEA
Frank Buytendijk reviews the key
takeaways of the week.
Digital Humanist Manifesto:
• Put people at the center
• Embrace unpredictability
• Respect personal space
11. 11To become an exhibitor, visit gartner.com/eu/symposium
A special “thank you” to our sponsors
Thank you to our 140 sponsors, each of whom helped make Gartner Symposium/ITxpo 2014 a
success. Their leading-edge solutions were displayed on the exhibit floor in 11 Marketplaces that
aligned with this year’s role-based tracks. Special features included solution provider sessions and
CIO Thought Leadership presentations by senior IT executives from top technology providers, each
describing their strategic vision and relevance to the digital business future.
Premier Sponsors
Marketplace Sponsors
Gartner Media Partners are our publications and Web portals of choice. Our Media Partners
cover a wide spectrum of readers, including IT, vertical industries and general management, as
well as a broad geographic reach. View a list of our media partners here.
12. 12
CIO/
C-level54%
For conference details, visit gartner.com/eu/symposium
Gartner Symposium/ITxpo by the numbers
5,100+ total attendees
1,900 CIOs
620 Sym Club members
150 Gartner analysts
140 solution providers
2,123 organizations
350 sessions
4,038 Gartner analyst one-on-one meetings
4,200 people sent out more than 15,100 tweets
#GartnerSYM was one of the top 10 trending
Twitter feeds
Snapshot of attendees
XXL XL L M S Government
Manager
Architect/Analyst
Top 5 job titles
Company size
41%
10%
8% 7%
16% 18%
Technology
Telecoms
Financial
Services
Manufacturing
Services
Public Sector/
Government/
Education
22%
21%
18%
11%
9%
Top 5 industry sectors
VP11%
Director12%
12%
4%
13. 13View all recorded sessions on gartnereventsondemand.com
Your post-event resources
Digital business news
From the rise of the “business
moment” to the new wave of talent
that makes a digital business thrive,
our robust online library of digitally
focused research, reports and news
offers a fascinating look at digital
business trends, forecasts and
success stories.
gartnernews.com }
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