1) According to a study commissioned by BluePhoenix Solutions, IT leaders are strongly budgeting for application modernization and migration efforts, with 86% allocating 10% or more of their IT budgets.
2) A primary driver for migration is cost reduction, as maintaining aging legacy technologies is draining budgets and resources.
3) Firms are seeking a range of modernization services beyond just migration, such as application assessments, strategy planning, and outsourcing application support.
How to build financial mobile apps in record time v6.0515tabbforum
Â
The webinar discussed how to build financial mobile apps in record time. It covered 5 themes that impact a mobile app's speed to market: 1) choosing between a feature-rich or simple initial scope, 2) deciding between native or cross-platform development, 3) using internal or external resources for app development, 4) whether to include or exclude proprietary data integration, and 5) leveraging cloud-based market data or traditional data feeds. Executives from Xignite, Visible Market, and OpenFin then provided their perspectives on these themes. The webinar concluded with a Q&A session.
2011 Key Trends in Software Pricing & Licensing Survey Sponsored by Flexera S...Flexera
Â
The survey found that application producers currently derive 79% of their software revenues from perpetual licenses and 15% from subscriptions. It is expected that perpetual licenses will decline 10% over the next two years while subscriptions will increase 6%. Usage-based pricing is expected to double from 22% to 43% of application producers in the next two years. Currently, 47% of application producers do not monitor customer usage.
BIA/Kelsey's Local Commerce Monitor, Wave 16 - Core HighlightsBIA/Kelsey
Â
Data from BIA/Kelsey's Local Commerce Monitor, Wave 16 (Q3 2012) survey of SMBs (small medium businesses) on their marketing and advertising behaviors. The LCM survey tracks SMB ad and marketing spending, Web footprint, media performance assessments, and opinions about key topics like emerging media and sales channels.
This document provides an overview and outlook of the technology sector in 2003. Some key points:
- IT spending is expected to grow only 2% in 2003 as customers prioritize cost cutting over spending. Poor capital discipline and increasing commoditization may hinder profit growth.
- As technology becomes more standardized, value will shift from hardware makers to customers who customize generic building blocks. Stock valuations do not reflect the prospects for slower growth and pressure on profits.
- While excess capacity has been reduced, dysfunctional behaviors like poor capital allocation persist due to structural issues like too many companies with excess capacity spending too much on R&D.
- Demand recovery depends on revenue growth improving as customers focus on streamlining
The document summarizes Jordan Rohan's thoughts on recent macroeconomic trends and the digital media industry:
1) The global economic recession is having widespread negative impacts, including falling public market valuations, tight credit, real estate price declines, and rising unemployment.
2) Within digital media, portals are declining while social media grows, but monetization remains a challenge. Ad networks have proliferated but face issues around oversupply and consolidation may be needed.
3) Predictions for 2009 include Google continuing to gain share, potential acquisition targets, and an upturn in stock prices after the first quarter.
Reward recognition-trends for businessesChris Powell
Â
This document discusses trends in rewards and recognition programs based on a survey of practitioners and planners. It identifies several key trends:
1) Increased velocity of change and economic volatility require more agile programs that can quickly adapt. Non-traditional programs are better suited for this.
2) Budget pressures are leading to cost-cutting measures like shorter trips, domestic locations, and increased use of gift cards.
3) Mobile technologies are becoming increasingly important as smartphones surpass PCs for many uses. Programs need a mobile presence.
4) Gamification techniques are growing in use to better engage participants through achievements, leaderboards, and rewards.
Impact of the_internet_on_globalization_of_businessDr. TJ Wolfe
Â
The document discusses several issues that businesses need to consider when establishing a global online presence, including trust issues, language barriers, cultural barriers, infrastructure issues, legal issues, and tax issues. Some key points are that 40% of e-commerce involves international transactions, businesses need to establish credibility with foreign customers and be aware of different customs and legal systems, and providing content in multiple languages can help build trust and increase sales. Infrastructure, laws, taxes, and trade issues vary significantly between countries. The internet facilitates global business by allowing access and transactions anywhere at any time.
The document discusses strategies for different players in the connected home market to succeed by focusing on the customer experience. It describes three emerging business models: 1) point solutions which are individual devices/services, 2) hubs which connect and control multiple solutions, and 3) connectivity providers which enable communication. To grow, point solutions must partner with hubs to offer more value, while hubs need to aggregate solutions and refine the user experience. Overall, the player that can deliver the best seamless customer experience across the connected home will dominate the market.
How to build financial mobile apps in record time v6.0515tabbforum
Â
The webinar discussed how to build financial mobile apps in record time. It covered 5 themes that impact a mobile app's speed to market: 1) choosing between a feature-rich or simple initial scope, 2) deciding between native or cross-platform development, 3) using internal or external resources for app development, 4) whether to include or exclude proprietary data integration, and 5) leveraging cloud-based market data or traditional data feeds. Executives from Xignite, Visible Market, and OpenFin then provided their perspectives on these themes. The webinar concluded with a Q&A session.
2011 Key Trends in Software Pricing & Licensing Survey Sponsored by Flexera S...Flexera
Â
The survey found that application producers currently derive 79% of their software revenues from perpetual licenses and 15% from subscriptions. It is expected that perpetual licenses will decline 10% over the next two years while subscriptions will increase 6%. Usage-based pricing is expected to double from 22% to 43% of application producers in the next two years. Currently, 47% of application producers do not monitor customer usage.
BIA/Kelsey's Local Commerce Monitor, Wave 16 - Core HighlightsBIA/Kelsey
Â
Data from BIA/Kelsey's Local Commerce Monitor, Wave 16 (Q3 2012) survey of SMBs (small medium businesses) on their marketing and advertising behaviors. The LCM survey tracks SMB ad and marketing spending, Web footprint, media performance assessments, and opinions about key topics like emerging media and sales channels.
This document provides an overview and outlook of the technology sector in 2003. Some key points:
- IT spending is expected to grow only 2% in 2003 as customers prioritize cost cutting over spending. Poor capital discipline and increasing commoditization may hinder profit growth.
- As technology becomes more standardized, value will shift from hardware makers to customers who customize generic building blocks. Stock valuations do not reflect the prospects for slower growth and pressure on profits.
- While excess capacity has been reduced, dysfunctional behaviors like poor capital allocation persist due to structural issues like too many companies with excess capacity spending too much on R&D.
- Demand recovery depends on revenue growth improving as customers focus on streamlining
The document summarizes Jordan Rohan's thoughts on recent macroeconomic trends and the digital media industry:
1) The global economic recession is having widespread negative impacts, including falling public market valuations, tight credit, real estate price declines, and rising unemployment.
2) Within digital media, portals are declining while social media grows, but monetization remains a challenge. Ad networks have proliferated but face issues around oversupply and consolidation may be needed.
3) Predictions for 2009 include Google continuing to gain share, potential acquisition targets, and an upturn in stock prices after the first quarter.
Reward recognition-trends for businessesChris Powell
Â
This document discusses trends in rewards and recognition programs based on a survey of practitioners and planners. It identifies several key trends:
1) Increased velocity of change and economic volatility require more agile programs that can quickly adapt. Non-traditional programs are better suited for this.
2) Budget pressures are leading to cost-cutting measures like shorter trips, domestic locations, and increased use of gift cards.
3) Mobile technologies are becoming increasingly important as smartphones surpass PCs for many uses. Programs need a mobile presence.
4) Gamification techniques are growing in use to better engage participants through achievements, leaderboards, and rewards.
Impact of the_internet_on_globalization_of_businessDr. TJ Wolfe
Â
The document discusses several issues that businesses need to consider when establishing a global online presence, including trust issues, language barriers, cultural barriers, infrastructure issues, legal issues, and tax issues. Some key points are that 40% of e-commerce involves international transactions, businesses need to establish credibility with foreign customers and be aware of different customs and legal systems, and providing content in multiple languages can help build trust and increase sales. Infrastructure, laws, taxes, and trade issues vary significantly between countries. The internet facilitates global business by allowing access and transactions anywhere at any time.
The document discusses strategies for different players in the connected home market to succeed by focusing on the customer experience. It describes three emerging business models: 1) point solutions which are individual devices/services, 2) hubs which connect and control multiple solutions, and 3) connectivity providers which enable communication. To grow, point solutions must partner with hubs to offer more value, while hubs need to aggregate solutions and refine the user experience. Overall, the player that can deliver the best seamless customer experience across the connected home will dominate the market.
Mobile CRM Webinar: 6 Steps to Maximize Mobile ROI for Government AgenciesWaterfall
Â
The document discusses mobile customer relationship management (CRM) solutions for government agencies. It provides an overview of Waterfall Mobile and its cross-channel mobile CRM platform. It then outlines challenges facing government communication, such as coordination between agencies, cost constraints, inconsistent messaging, and accessibility issues. The document proposes a 6-step approach for government agencies to maximize mobile ROI using a centralized subscriber database and customized, secure messaging across channels. Finally, it presents case studies of BART increasing ridership through a promotional campaign and PETA mobilizing supporters through integrated digital activism.
In May 2012, CFO Research conducted a survey among senior finance executives at large U.S. companies to examine their views on the business value of cloud computing, as well as their plans and priorities for adopting cloud-based systems in the years ahead.
Spotlight on Media & Entertainment: Future of Advertising SpendL.E.K. Consulting
Â
In this latest Executive Insights Spotlight on Media & Entertainment series, L.E.K. uncovers the latest in digital advertising spend and the future of industry consolidation.
The document provides an overview of the security industry, including current technologies, the startup landscape, and industry regulation. It discusses how data breaches are increasing in frequency and cost, driving growth in the security market from $55 billion in 2015 to a projected $128 billion by 2020. The top security technologies cover access control, endpoint protection, network threats, monitoring/forensics, and other areas. Recent investments have focused on infrastructure, cloud, and mobile security startups. Regulations have aimed to protect systems and information through laws like HIPAA, GLBA, and various cybersecurity acts.
The document summarizes key trends in US online advertising for the first quarter of 2012 based on an analysis of data from over 1,500 advertisers. The main findings are:
1) Advertisers increased click volumes by 37% year-over-year while keeping costs stable, indicating greater efficiency.
2) Google accounted for most search volume and spend but advertisers optimized campaigns, improving click-through rates and lowering costs.
3) Increased use of precise keyword matching improved relevance and performance.
4) Mobile and tablet advertising is growing rapidly and outperforming desktop.
Hyperconnectivity is high on the corporate agenda.
The majority of executives believe that failure to
adapt to hyperconnectivity—the growing
interconnectedness of people, organisations and
machines that results from the Internet, mobile
technology and the Internet of Things—is the
biggest risk their organisation faces.
Across the globe, the mobile channel is growing at a rapid rate. eBusiness and channel strategy leaders at B2B and B2C firms are at the forefront: 94% of eBusiness managers we surveyed are either responsible for or involved in the planning of a mobile strategy. Unclear strategies for the channel, lack of expertise, and technical challenges hinder execution, though, as eBusiness professionals race to catch up with skyrocketing consumer adoption of mobile activities. Creating a mobile strategy requires cross- functional cooperation, a methodical approach to strategy creation that starts by examining customer use of the channel, and clearly defined metrics. eBusiness and channel strategy professionals must determine how the mobile channel’s unique characteristics of simplicity, immediacy, and context can translate into multichannel, cross-channel, or mobile-only offerings.
Jordan Rohan gave a keynote address on social media, the economy, and shifts in consumer behavior. He discussed how the uncertain macroeconomic environment could impact social media companies and whether Facebook has peaked. While Facebook's user engagement remains high, concerns include a declining quality of content, need to improve monetization, and potential shifts in consumer preferences to more open platforms. No signs currently indicate Facebook has peaked, but changes in technology, the economy, or competitors like Google+ and a potential Twitter acquisition could disrupt Facebook's position over time.
Powerful Interaction Points: Saying goodbye to the channelIBMInsurance
Â
http://www.ibm.com/insurance
Learn how insurers can get closer to their insurance customers by dis-regarding conventional "channel" strategy development and instead focusing on quality interactions. Learn the benefits of psychographics approach to segmenting Insurance customers over demographic approach.
PwC Entertainment, media and communications deal insightsQ3 2015PwC
Â
Deal volumes continue to stay the course with deal values declining in the absence of cable megadeals. PwC provides a summary of third quarter 2015 deal activity, megadeal activity and an outlook for key sectors.
This document analyzes the external and internal environment of the US video game production industry and provides recommendations for Take-Two Interactive Software Inc. (TTWO). It finds that the industry faces increasing interconnectivity, dominance of Asian markets, and demographic shifts in the US. Internally, TTWO's main strengths are its Grand Theft Auto and NBA franchises, while opportunities exist in mobile gaming. The document recommends that TTWO expand into mobile and focus on hit franchises to maintain its position amid high competition in the industry.
Brait SE acquired New Look Group Ltd from Apax Partners and Permira Advisers Ltd for ÂŁ780 million. New Look is the second largest women's clothing retailer in the UK and had been growing its international presence, double digit EBITDA growth, and strong cash flow generation under Apax and Permira's ownership. The acquisition was financed through Brait's facilities and cash. Private equity activity in Central and Eastern Europe saw increased deal value and volume in 2015 compared to 2014, though overall M&A activity in the region declined. Political and economic challenges could impact future private equity investments in the region.
Digitization is evolving at a rapid pace for the U.S. economy. The implications for companies, governments, and individuals are enormous. Those who are already successfully riding the wave are achieving faster growth in revenue, productivity, and profit margins. Those who opt out risk being swept away.
CA World 2010- LA Briefing- Kenneth ArredondoCA Technologies
Â
The document provides an overview of CA and its strategy in Latin America for FY2011. It discusses CA's strong financial performance in FY2010, highlights of its success in Latin America, forecasts for the Latin American IT industry, and CA's strategy to expand its market reach and product portfolio through investments in growth markets, new routes to market, and localized products.
Market landscape how pervasive technology has changed the gameDennis Stoutjesdijk
Â
The way people interact with the companies around them has dramatically changed. Customers and employees alike have grown
to expect companies to deliver easy, personalized, and on-demand experiences that evolve along with their needs.
As businesses rush to keep up with
the changing market, IT’s scope of responsibility is rapidly expanding. Beyond managing technical operations, IT teams are becoming increasingly central to every facet of the business.
Large IT modernization projects often fail due to their complexity, both technological and financial. They are routinely over budget, behind schedule, and do not meet performance expectations. Reasons for failure include a focus on technology over business needs, lack of incentives for on-time completion, and obstacles not being addressed. Examples are given of large failed government IT projects costing billions of dollars. To succeed, future projects should reduce size and complexity, make it easier for small companies to bid, provide relevant training, and align incentives with meeting business needs on time.
Large IT modernization projects often fail due to their complexity, both technological and financial. They are routinely over budget, behind schedule, and do not meet performance expectations. Reasons for failure include a focus on technology over business needs, lack of incentives for on-time completion, and obstacles not being addressed. Examples are given of large failed government IT projects costing billions of dollars. To succeed, future projects should reduce size and complexity, make it easier for small companies to bid, provide relevant training, and align incentives with meeting business needs on time.
The document discusses trends in the mobile application market and talent supply and demand for mobile development. Some key points:
- The global mobile app market reached $25 billion in revenue in 2012-2013, with over 56 billion app downloads. However, demand for mobile developers is outpacing supply.
- Locations like the US, India, China, Israel, and parts of Europe have large concentrations of mobile development talent. Companies are setting up centers in these locations or acquiring startups for talent.
- Skills like iOS, Android, and HTML5 development are in high demand but facing talent shortages. Companies are trying to close gaps through training, social media outreach, and outsourcing work.
Welcome to the next generation of the services economy — where we have technology and business processes enmeshing with each other on a global scale — to unlock business value.
Digital Transformation Drives 2021 IT Investmentsrun_frictionless
Â
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 document discusses how the rise of mobile apps and cloud services is transforming the software and services landscape. It describes the "App Internet" as an architecture of native apps on smart devices linked to cloud services. This shift is replacing serial waves of change with a "perfect storm of networked innovation". The app market is projected to be huge, worth $37 billion for apps and $13.2 billion for app services by 2015. Traditional suppliers are not innovating quickly enough, creating opportunities for new players. Attributes of successful new players include partnering to provide cross-channel experiences and integrating skills like gaming, UI/UX, enterprise apps and domain expertise.
Mobile CRM Webinar: 6 Steps to Maximize Mobile ROI for Government AgenciesWaterfall
Â
The document discusses mobile customer relationship management (CRM) solutions for government agencies. It provides an overview of Waterfall Mobile and its cross-channel mobile CRM platform. It then outlines challenges facing government communication, such as coordination between agencies, cost constraints, inconsistent messaging, and accessibility issues. The document proposes a 6-step approach for government agencies to maximize mobile ROI using a centralized subscriber database and customized, secure messaging across channels. Finally, it presents case studies of BART increasing ridership through a promotional campaign and PETA mobilizing supporters through integrated digital activism.
In May 2012, CFO Research conducted a survey among senior finance executives at large U.S. companies to examine their views on the business value of cloud computing, as well as their plans and priorities for adopting cloud-based systems in the years ahead.
Spotlight on Media & Entertainment: Future of Advertising SpendL.E.K. Consulting
Â
In this latest Executive Insights Spotlight on Media & Entertainment series, L.E.K. uncovers the latest in digital advertising spend and the future of industry consolidation.
The document provides an overview of the security industry, including current technologies, the startup landscape, and industry regulation. It discusses how data breaches are increasing in frequency and cost, driving growth in the security market from $55 billion in 2015 to a projected $128 billion by 2020. The top security technologies cover access control, endpoint protection, network threats, monitoring/forensics, and other areas. Recent investments have focused on infrastructure, cloud, and mobile security startups. Regulations have aimed to protect systems and information through laws like HIPAA, GLBA, and various cybersecurity acts.
The document summarizes key trends in US online advertising for the first quarter of 2012 based on an analysis of data from over 1,500 advertisers. The main findings are:
1) Advertisers increased click volumes by 37% year-over-year while keeping costs stable, indicating greater efficiency.
2) Google accounted for most search volume and spend but advertisers optimized campaigns, improving click-through rates and lowering costs.
3) Increased use of precise keyword matching improved relevance and performance.
4) Mobile and tablet advertising is growing rapidly and outperforming desktop.
Hyperconnectivity is high on the corporate agenda.
The majority of executives believe that failure to
adapt to hyperconnectivity—the growing
interconnectedness of people, organisations and
machines that results from the Internet, mobile
technology and the Internet of Things—is the
biggest risk their organisation faces.
Across the globe, the mobile channel is growing at a rapid rate. eBusiness and channel strategy leaders at B2B and B2C firms are at the forefront: 94% of eBusiness managers we surveyed are either responsible for or involved in the planning of a mobile strategy. Unclear strategies for the channel, lack of expertise, and technical challenges hinder execution, though, as eBusiness professionals race to catch up with skyrocketing consumer adoption of mobile activities. Creating a mobile strategy requires cross- functional cooperation, a methodical approach to strategy creation that starts by examining customer use of the channel, and clearly defined metrics. eBusiness and channel strategy professionals must determine how the mobile channel’s unique characteristics of simplicity, immediacy, and context can translate into multichannel, cross-channel, or mobile-only offerings.
Jordan Rohan gave a keynote address on social media, the economy, and shifts in consumer behavior. He discussed how the uncertain macroeconomic environment could impact social media companies and whether Facebook has peaked. While Facebook's user engagement remains high, concerns include a declining quality of content, need to improve monetization, and potential shifts in consumer preferences to more open platforms. No signs currently indicate Facebook has peaked, but changes in technology, the economy, or competitors like Google+ and a potential Twitter acquisition could disrupt Facebook's position over time.
Powerful Interaction Points: Saying goodbye to the channelIBMInsurance
Â
http://www.ibm.com/insurance
Learn how insurers can get closer to their insurance customers by dis-regarding conventional "channel" strategy development and instead focusing on quality interactions. Learn the benefits of psychographics approach to segmenting Insurance customers over demographic approach.
PwC Entertainment, media and communications deal insightsQ3 2015PwC
Â
Deal volumes continue to stay the course with deal values declining in the absence of cable megadeals. PwC provides a summary of third quarter 2015 deal activity, megadeal activity and an outlook for key sectors.
This document analyzes the external and internal environment of the US video game production industry and provides recommendations for Take-Two Interactive Software Inc. (TTWO). It finds that the industry faces increasing interconnectivity, dominance of Asian markets, and demographic shifts in the US. Internally, TTWO's main strengths are its Grand Theft Auto and NBA franchises, while opportunities exist in mobile gaming. The document recommends that TTWO expand into mobile and focus on hit franchises to maintain its position amid high competition in the industry.
Brait SE acquired New Look Group Ltd from Apax Partners and Permira Advisers Ltd for ÂŁ780 million. New Look is the second largest women's clothing retailer in the UK and had been growing its international presence, double digit EBITDA growth, and strong cash flow generation under Apax and Permira's ownership. The acquisition was financed through Brait's facilities and cash. Private equity activity in Central and Eastern Europe saw increased deal value and volume in 2015 compared to 2014, though overall M&A activity in the region declined. Political and economic challenges could impact future private equity investments in the region.
Digitization is evolving at a rapid pace for the U.S. economy. The implications for companies, governments, and individuals are enormous. Those who are already successfully riding the wave are achieving faster growth in revenue, productivity, and profit margins. Those who opt out risk being swept away.
CA World 2010- LA Briefing- Kenneth ArredondoCA Technologies
Â
The document provides an overview of CA and its strategy in Latin America for FY2011. It discusses CA's strong financial performance in FY2010, highlights of its success in Latin America, forecasts for the Latin American IT industry, and CA's strategy to expand its market reach and product portfolio through investments in growth markets, new routes to market, and localized products.
Market landscape how pervasive technology has changed the gameDennis Stoutjesdijk
Â
The way people interact with the companies around them has dramatically changed. Customers and employees alike have grown
to expect companies to deliver easy, personalized, and on-demand experiences that evolve along with their needs.
As businesses rush to keep up with
the changing market, IT’s scope of responsibility is rapidly expanding. Beyond managing technical operations, IT teams are becoming increasingly central to every facet of the business.
Large IT modernization projects often fail due to their complexity, both technological and financial. They are routinely over budget, behind schedule, and do not meet performance expectations. Reasons for failure include a focus on technology over business needs, lack of incentives for on-time completion, and obstacles not being addressed. Examples are given of large failed government IT projects costing billions of dollars. To succeed, future projects should reduce size and complexity, make it easier for small companies to bid, provide relevant training, and align incentives with meeting business needs on time.
Large IT modernization projects often fail due to their complexity, both technological and financial. They are routinely over budget, behind schedule, and do not meet performance expectations. Reasons for failure include a focus on technology over business needs, lack of incentives for on-time completion, and obstacles not being addressed. Examples are given of large failed government IT projects costing billions of dollars. To succeed, future projects should reduce size and complexity, make it easier for small companies to bid, provide relevant training, and align incentives with meeting business needs on time.
The document discusses trends in the mobile application market and talent supply and demand for mobile development. Some key points:
- The global mobile app market reached $25 billion in revenue in 2012-2013, with over 56 billion app downloads. However, demand for mobile developers is outpacing supply.
- Locations like the US, India, China, Israel, and parts of Europe have large concentrations of mobile development talent. Companies are setting up centers in these locations or acquiring startups for talent.
- Skills like iOS, Android, and HTML5 development are in high demand but facing talent shortages. Companies are trying to close gaps through training, social media outreach, and outsourcing work.
Welcome to the next generation of the services economy — where we have technology and business processes enmeshing with each other on a global scale — to unlock business value.
Digital Transformation Drives 2021 IT Investmentsrun_frictionless
Â
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 document discusses how the rise of mobile apps and cloud services is transforming the software and services landscape. It describes the "App Internet" as an architecture of native apps on smart devices linked to cloud services. This shift is replacing serial waves of change with a "perfect storm of networked innovation". The app market is projected to be huge, worth $37 billion for apps and $13.2 billion for app services by 2015. Traditional suppliers are not innovating quickly enough, creating opportunities for new players. Attributes of successful new players include partnering to provide cross-channel experiences and integrating skills like gaming, UI/UX, enterprise apps and domain expertise.
2019 LIBOR Survey: Thriving in Transition Uncertaintyaccenture
Â
In this new Accenture Finance & Risk document we present the key finding from a global study across financial services firms to assess the impact of the LIBOR transition. Visit www.accenture.com/LIBORsurvey for more information
The document discusses the need for legacy application transformation due to the large amount of legacy code and resources spent maintaining it. It notes that over 50% of IT resources will retire in the next decade and that legacy systems hamper business agility and customer experience. The document then summarizes CGI's legacy application transformation framework which takes a six phase approach to address challenges through business transformation, business process management and technology services tailored to each client's needs.
This document discusses the forces of change facing businesses and information technology (IT) departments. It notes slow economic growth, high debt, unemployment, and budget cuts in the US. It also discusses industry pressures like job cuts, fines, and bankruptcies. The document summarizes IT spending trends and challenges like maintaining legacy systems and skills shortages. It proposes that organizations embrace disruptive technologies like cloud, mobile, analytics and modernize existing applications to address these challenges in a cost-effective way. It introduces Visual COBOL as a tool to help modernize applications to reduce costs and risks while improving development efficiency, skills, and deploying applications to new platforms and architectures like cloud and mobile.
08.06.14 Assessing DC Recordkeeper LeadersTom Modestino
Â
- Fidelity remains the largest DC recordkeeper by assets, increasing its market share to 22.8% in 2013. The top 10 recordkeepers now control 64.7% of the market.
- Fast growing recordkeepers focused on small plans, with firms like Alliance Benefit Group and Newport Group seeing over 30% asset growth. Vanguard also grew plans served by 32%.
- Recordkeeper leaders vary by plan size, with Paychex dominating micro plans, Fidelity in small/mid, and Fidelity/Aon Hewitt/Vanguard in large/mega plans. Consultants and advisors play a larger role in mid-sized plans.
Staying Ahead of the Joneses: Retail Automation in 2010VDC Research Group
Â
These slides are from a webcast originally presented on 7/28/10. During this webcast, Chris Rezendes, Executive Vice President of VDC Research, presents the latest data from our 2010 Retail & Transaction Automation Equipment Business Planning Service. Specifically, he discusses: The current state of retailer budgeting and spending on retail automation technology, retailers’ current and expected strategic & operational priorities and how they translate into specific technology investments, the progress being made in defining ROI for next-gen retail automation solutions and the key factors shaping the managed services deployment trend.
Good Practices Government Resource Planning, Developing and Developed CountriesFreeBalance
Â
1) FreeBalance software has proven more successful than ERP software at implementing financial management systems in governments around the world, with higher success rates in both developed and developing countries.
2) Unlike most ERP vendors, FreeBalance uses a fully web-based architecture with modern software design practices, enabling greater flexibility, scalability, and cost-effectiveness for clients.
3) FreeBalance advocates a "good practices" approach to public financial management software selection and implementation, based on its experience implementing systems across a wide range of government contexts.
📗 Fintech Trends for 2022 – Building for Resilience & Security
Since we first published our white paper on the state of play for technology in modern financial services, a lot has gone on.
However, the overarching themes of this paper remain relevant: financial services and products must be based on trusted, secure and resilient tech for the exciting innovations in the industry to take hold.
Our Fintech Marketing Lead, Michael Jaiyeola, produces this paper in collaboration with our global fintech clients, internal engineering and project management teams and influential subject matter experts [see below].
👉 Discover 5 key tech trends shaping modern financial services.
👉 Learn how to bridge the gap between business and tech functions for strategic success.
“Here we bring you a report that describes some of the technologies needed to be competitive, agile and innovative in this new age of human-centric technology.”
@Phil Harrison, CCO Fintech Trifork & Erlang Solutions.
#emergingtech #financialservices #diversityandinclusion #womenintechnology #futureofwork #distributedcomputing #systemresilience #cybersecurity #web3 #blockchain #cbdc #payments #ai #embeddedfinance #opensourcesoftware #functionalprogramming #erlang #elixirlang
Global transaction-banking-the-1-trillion-dollar-questionbalajimuthu10
Â
Global transaction banking (GTB) generates around $1 trillion in annual revenues. While GTB has traditionally been a stable business, it now faces challenges from low interest rates, regulations, and increasing customer expectations of digital services. To adapt, GTB banks are investing heavily in digital capabilities, customer experience, and platform innovation. Looking forward, liquidity management, documentary trade, and supply-chain finance are seen as the top growth drivers, with payments and trade finance also remaining important. GTB banks must make strategic technology and organizational changes to navigate an increasingly competitive landscape.
The document discusses the modern finance organization in the digital age. It describes how digital technologies like cloud, social, mobile and big data are transforming industries and business models. This is creating new tensions as the C-suite tries to prioritize initiatives for customer focus, social media, and data demands. Forward-looking CFOs are creating modern finance organizations that can support agile digital business models through new best practices for key processes like reporting, planning, procurement and project management. Modern CFOs also act as business catalysts and technology evangelists to identify needs and partner across the organization.
(True DevOps is all about) creating better softwareSoftware Guru
Â
“DevOps” has developed a broad definition that’s come to mean “whatever the things are we do that makes IT better.” While it’s annoying to have to spend the first 10 minutes of any conversation calibrating on what “DevOps” means, this points towards a broader need: organizations are desperate to improve how they create, deploy, and manage their custom written software. The goals of DevOps align perfectly with this need, though as organizations who try to “scale” DevOps are finding, DevOps doesn’t solve all of your problems. This talk will cover this framing of DevOps and then walk through several case studies of how (mostly large, but some medium and small) organizations are failing and succeeding at applying DevOps. In doing so, this talk provides advice for high level planning and then daily tactics for not only “doing the DevOps,” but improving the way organizations manage their stable of software.
Zerto Presentation - Building a Resilient Foundation for Digital TransformationKeith Taylor
Â
This document discusses building a resilient foundation for digital transformation. It explains that digital transformation is becoming a central strategy for most major companies and outlines some of the key benefits, challenges, and dangers of not transforming. Specifically, it states that digital transformation is necessary for businesses to survive disruption, generate new profits, and maintain agility. The document also notes that legacy businesses are struggling to evolve and that failing to transform can damage a company's reputation. Finally, it promotes the idea that IT resilience through technologies like data protection and mobility solutions can help organizations overcome barriers and confidently embrace digital change.
Zerto Presentation - Building a Resilient Foundation for Digital Transformation
Â
Modernization White Paper
1. November 2, 2009
Application Modernization And
Migration Trends In 2009/2010
Are You Leveraging, Or Missing, An Opportunity?
A commissioned study conducted by Forrester Consulting on behalf of
BluePhoenix Solutions Ltd.
3. Application Modernization And Migration Trends In 2009/2010
Executive Summary
In March 2009, BluePhoenix Solutions commissioned Forrester Consulting to survey the attitudes of
firms in North America about their plans for application modernization and migration in the
2009/2010 time frame and beyond (see Appendix B for migration and modernization terminology
definitions). The survey targeted more than 100 companies with budgeted plans to migrate a
teleprocessing-monitor (TP-monitor), database (DBMS), language, or platform within the coming 24
months.
Key Findings
Forrester’s study yielded the following key findings:
Modernization budgets are remarkably strong. IT leaders are budgeting to modernize
and migrate their application assets to maximize their investments in existing application
portfolios — 86% of firms allocated 10% or more of their IT budget for modernization.
Cost reduction is one of many migration drivers. IT leaders are reeling from the cost
and complexity of the legacy technology in their bloated application portfolios, and skills
shortages will grow worse as Boomer retirement nears, making maintenance even more
costly and complex. IT leaders need to migrate from redundant and obsolete technology to
become more agile and refocus the resource savings on new innovation.
Firms seek a range of modernization services. IT leaders also expressed interest in
other modernization activities, including application assessments, application strategy
planning, evolving applications toward service-oriented architecture (SOA), and outsourcing
application support to the firm that migrates and tests its applications.
The key findings underscore the determination of IT leaders to reverse the trend of accumulating
technology simply because it is new. Maximizing the value of existing software assets is now at the
top of IT leaders’ agendas. In fact, IT leaders plan to increase spending on migration from
languages, DBMS, and platforms; application modernization other than migration; and retiring
obsolete applications, paving the way to make their application portfolios leaner, more agile, and
more responsive.
Key Questions For IT Leaders
The operative questions for IT leaders around the world are:
How well are you maximizing your existing software assets?
How many resources are you wasting that would otherwise enable new projects and
innovation?
How will you respond to business demands that IT become leaner, more agile, and more
responsive, now that low-hanging opportunities are exhausted?
How will you prove the efficacy of your application management?
How will business leaders react if they perceive that your application stewardship doesn’t
measure up to that of peer organizations?
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4. Application Modernization And Migration Trends In 2009/2010
Modernization Budgets Are Remarkably Strong
The survey data shows that application modernization budgets are quite healthy despite gloomy
economic conditions, and the strength is apparent in firms of all sizes. The survey filtered out firms
with IT budgets of less than $1 million and segmented respondents in IT budget ranges of $1 million
to $5 million, $5 million to $10 million, $10 million to $25 million, $25 million to $50 million, $50
million to $100 million, and more than $100 million.
The segmentation of the survey population shows good balance across small, medium, and large
firms — 51% have IT budgets of $25 million or more, another 32% have IT budgets between $5
million and $25 million, while just 17% have IT budgets between $1 million and $5 million (see
Figure 1).
One in four IT leaders surveyed has earmarked 20% or more of the IT budget for application
modernization efforts in the 2009/2010 time frame, while 86% have budgeted 10% or more.
Figure 1: Modernization Plans As A Percentage Of IT Budget
“Approximately what percentage of your
“Approximately what is the size of your
IT budget is earmarked for both
annual IT budget in $US?”
modernization and migration activities?”
$1 million or
$100 million more, but
or more less than $5
11% million
20% or more 25%
17%
$50 million
or more, but
$5 million or 10% to 19%
less than 61%
$100 million more, but
17% less than
$10 million
13%
5% to 9% 14%
$25 million
or more, but $10 million
less than or more, but
$50 million less than
23% $25 million Less than 5% 0%
19%
Source: “North American Migration Trends And Buying Habits,” a commissioned study conducted by Forrester Consulting
on behalf of BluePhoenix, February 2009
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5. Application Modernization And Migration Trends In 2009/2010
Top Software Initiatives Are Modernize, Upgrade, And
Consolidate
The top three software concerns named by IT decision-makers in the Enterprise Software Survey
conducted this year by Forrester Research all point to their desire to slim bloated software
portfolios. If we focus on the top three responses noted as “critical and very important” to
respondents:
Modernizing legacy applications is cool again. Fifty-nine percent of IT leaders place
modernization as the top software issue — underscoring a fundamental change in IT
leaders’ thinking (see Figure 2).
Packaged applications bloat has reached critical mass. Forty-nine percent will
consolidate or rationalize their enterprise applications, indicating that redundant
applications are not restricted to custom applications.
And some need version upgrades. Fifty-one percent plan to upgrade enterprise
applications, reflecting the pent-up demand for new features that has been held down by
the economy.
Figure 2: Top Software Initiative Is Modernization
“Thinking of your firm’s current planning cycle, how important are each of the following software initiatives?
5-Very important 4 3 2 1-Not at all important
Update/modernize legacy apps 23% 36% 25% 10% 5%
Consolidate or rationalize enterprise apps 15% 34% 28% 13% 7%
Upgrade enterprise apps 14% 37% 32% 11% 4%
Increase use of collaboration technologies 14% 33% 32% 12% 5%
Implement "green" software tools 13% 23% 29% 23% 11%
Expand use of Agile development 9% 22% 30% 18% 12%
Outsource app dev 6% 15% 23% 25% 28%
Outsource app maintenance/support 7% 17% 24% 26% 24%
0% 25% 50% 75% 100%
Base: 2,227 custom software decision -makers at North American and European enterprises and SMBs
(percentages may not total 100 because of rounding)
Source: Forrester Research, Inc. Enterprise And SMB Software Survey, North America And Europe, Q4 2008
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6. Application Modernization And Migration Trends In 2009/2010
Poor Economic Conditions Actually Favor Modernization
In poor economic times, conventional wisdom suggests that the priority of application modernization
activity — which has been difficult to fund in good economic times — may fall even further behind
the more visible business projects. However, the migration survey dispels that conventional
wisdom. IT leaders actually plan to increase spending on these application modernization activities:
Migration. Fifty-four percent of firms surveyed will increase spending to migrate from
existing teleprocessing (TP) monitors, programming languages, database management
systems (DBMSes), and hardware/software platforms (see Figure 3).
Modernization. Forty-nine percent of firms surveyed will increase spending to modernize
applications using techniques other than migration — which include integration at
presentation, data or process layers, packaged application options, rewrites, etc.
Retirement. Forty-seven percent of firms surveyed will increase spending to retire obsolete
application and related technology.
Figure 3: Effects of Economy On Modernization Activities
“How do you expect the economic downturn will affect the mix of planned IT work?”
Will reduce this activity Will increase this activity Will have no impact
Migration from languages, platforms, and
21% 54% 25%
databases (n=92)
Other application modernization activities
23% 49% 28%
(excluding migration) (n=92)
Development of new custom-built applications
32% 48% 19%
(n=93)
Retirement of duplicate/obsolete applications
28% 47% 25%
(n=89)
Existing packaged-application upgrades
34% 46% 20%
(n=95)
New packaged-application implementations
29% 46% 25%
(n=96)
0% 20% 40% 60% 80% 100%
Base: IT decision-makers with budgeted migration/modernization efforts for 2009/2010 who perform each type of IT work
(percentages may not total 100 because of rounding)
Source: “North American Migration Trends And Buying Habits,” a commissioned study conducted by Forrester Consulting
on behalf of BluePhoenix, February 2009
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7. Application Modernization And Migration Trends In 2009/2010
Cost Reduction Is A Primary Driver Of Migration
In the absence of a formal technology life cycle, adoption of new technology creates overly
heterogeneous computing environments. Over the past four decades, companies have
accumulated heterogeneous environments from several technology genres. Today’s application
portfolios are a mashup of technology genres — relational and pre-relational databases mixed with
sequential, indexed, and virtual file systems; obsolete languages, platforms and data trapped in
application silos — that require different tools, skills, and staff to maintain.
Ongoing Operations And Maintenance Are Sapping IT Budgets
Left unchecked, heterogeneous technology increases the cost and complexity of ongoing
operations and maintenance, leaving IT organizations too few resources for new software initiatives
and projects (see Figure 4).
Figure 4: Ongoing Operations And Maintenance Consume 66% Of The IT Budget
“For 2009, approximately what percentage of your firm’s combined capital and operating budget
for software will go to new initiatives and projects versus ongoing operations and maintenance?”
Ongoing operation and maintenance 66%
New software initiatives and projects 35%
Base: 1,044 custom software decision -makers at North American and European enterprises and SMBs
Source: Forrester Research, Inc., Enterprise And SMB Software Survey, North America And Europe, Q4 2008
Costs, Agility, Compatibility, And Skills Issues Drive Migration
Migration from obsolete technology or consolidation to a more homogeneous technology stack can
help IT leaders streamline the waste from application portfolios. When asked about the factors that
drive them to consider migration of their existing languages, DBMSes, and platforms, survey
respondents rated several factors on a 5-point scale, from critical (5) to not important (1). Grouping
the “critical” and “very important” responses together highlights the factors that are motivating
respondents to migrate:
Cost reduction remains a primary concern. With 79% of firms citing cost reduction as a
motivating factor, clearly the redundant licenses and the excessive costs for lights-on IT
have reached the point where they are intolerable (see Figure 5).
We aren’t doing enough innovative work for the business. Wasted resources have an
even darker side in the form of their opportunity cost; The opportunities were not pursued,
because the resources needed were wasted on non-productive/less important work.
Innovation suffers, and 76% of respondents want to reduce the time/effort/cost to add new
functionality.
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8. Application Modernization And Migration Trends In 2009/2010
Our portfolios are bloated with redundant technology. Redundancy keeps resurfacing
in survey responses as an opportunity to exploit: 70% cited the need to eliminate obsolete
languages, databases, and platforms.
Fears about future compatibility haunt us. Respondents worry about how long they can
count on vendors to keep legacy technology environments compatible with new advances
in technology. Sixty-nine percent of respondents cite future technology compatibility as a
motivating factor.
We badly want to reuse software assets through SOA. Respondents acknowledge the
value locked inside legacy applications and reject the concept of “throwing the baby out
with the bath water” that is inherent in big-bang replacement scenarios. Sixty-six percent
want to leverage SOA to reuse the business logic that is locked inside their applications.
Figure 5: Respondents’ Top Reasons For Migrating
“Please rate the following factors as drivers of your decision to migrate.”
Critical factor 4 3 2 Not a factor
Reduce overall operating cost or redundant
34% 45% 11% 8% 2%
licenses
Reduce time/effort/cost to add new functionality 36% 40% 23% 1%
To eliminate obsolete technology (language,
35% 35% 26% 3%1%
database, platform)
Risk of future technology compatibility 37% 32% 25% 5% 1%
Desire to reuse business logic as part of SOA 19% 47% 25% 7% 2%
Current availability of skilled resources 27% 38% 23% 10% 2%
Fear about future availability of skilled resources 29% 34% 19% 11% 7%
Loss of knowledge about applications 23% 36% 31% 9% 1%
0% 20% 40% 60% 80% 100%
Base: 100 IT decision-makers with budgeted migration/modernization efforts for 2009/2010
Source: “North American Migration Trends And Buying Habits,” a commissioned study conducted by Forrester Consulting
on behalf of BluePhoenix, February 2009
The last three drivers — each cited by between 59% and 65% of respondents — highlight fears
about the current and future availability of skilled personnel. One respondent noted the difficulties in
motivating new-development staff to do maintenance work. Other respondents noted that hiring
industry-specific skills in combination with legacy skills was particularly troublesome. Whatever the
current level of skills-supply in your region, retiring Baby Boomers will exacerbate skills shortages.
Retirees who walk out the door with legacy application knowledge will create turmoil in the staffing
marketplace. Practicing good workforce planning today may mitigate some of the adverse impact of
1
skills shortages.
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9. Application Modernization And Migration Trends In 2009/2010
Firms Seek A Broad Range Of Solutions
The survey asked respondents to express their plans to purchase modernization services in the
short term (within six months) and long term (six months or more). More than 30% of respondents
expressed short-term interest in all of the services; however, grouping short-term and long-term
purchasing plans together shows strong demand through 2010 (see Figure 6).
Post-migration production support by migration vendors is in high demand. Eighty-
four percent of firms are interested in hiring migration firms to retain application support
duties following successful migration for a period of one or more years following migration
(see Figure 7).
Pools of legacy will be shed through a series of migrations. Seventy-eight percent of
respondents plan a series of migrations, indicating they have several types of legacy
technology to shed, versus 71% planning tactical one-time technology migrations.
SOA isn’t dead: Firms want help blending SOA and legacy. Seventy-five percent of
firms note that they seek help creating a coherent SOA strategy; clearly, reports of SOA’s
2
death are premature.
Respondents seek guidance through application assessments. The popularity of
single and multiple application assessments — 75% and 71% respectively — confirms that
companies lack a basic inventory and descriptive metrics to guide the depth and sequence
of modernization efforts. Application assessment is a growth area.
Figure 6: Other Modernization Services Of Interest
“Do you plan to purchase any of the following services from an application modernization vendor?”
Yes, seeking help within six months
Yes, seeking help in the future (six or more months)
No, we have no intention to purchase this type of service
Don’t know
Production operation and application support after
the migration
39% 45% 13% 3%
A series of migrations scheduled for the near/mid
term
39% 39% 19% 3%
A coherent IT strategy to reuse and evolve
applications toward SOA
35% 40% 24% 1%
Application portfolio assessment service to
develop metrics and increase transparency
34% 37% 26% 3%
Single-application assessments to decide
modernization options (migrate, replace, etc.)
32% 43% 24% 1%
Tactical one-time technology migration 31% 40% 25% 4%
0% 20% 40% 60% 80% 100%
Base: 100 IT decision-makers with budgeted migration/modernization efforts for 2009/2010
Source: “North American Migration Trends And Buying Habits,” a commissioned study conducted by Forrester Consulting
on behalf of BluePhoenix, February 2009
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10. Application Modernization And Migration Trends In 2009/2010
Figure 7: Strong Interest In Postproduction Vendor Support
“How long would you want a vendor to support your applications following the migration?”
Five or
more
years
3.6%
Less than
one year
15.5%
Three to
five years
38.1% One to
three
years
42.9%
Base: 84 IT decision-makers who have budgeted migration/modernization efforts for 2009/2010
and are seeking help with production operation and application support after the migration
Source: “North American Migration Trends And Buying Habits,” a commissioned study conducted by Forrester Consulting
on behalf of BluePhoenix, February 2009
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11. Application Modernization And Migration Trends In 2009/2010
Study Conclusions
Study of migration and modernization plans of North American firms points to very high levels of
interest on the part of IT leaders to modernize their computing environments and yields several
important observations:
Strong modernization budgets help IT leaders prepare for economic recovery. IT
leaders are clearly focused on maximizing the value of their existing applications via
modernization. Their top priorities are: 1) updating and modernizing legacy applications; 2)
consolidating redundant packaged applications; and 3) upgrading older packaged
applications. IT leaders recognize the waste in their existing portfolios and anticipate that
streamlining the redundancy and waste will better prepare firms for the pending economic
recovery.
Streamlining portfolios reduces costs and creates competitive advantage. Cost
reduction in IT isn’t new, but there is new urgency around it for two reasons: 1) the cost of
ongoing operations and maintenance has reached a point where it is no longer sustainable,
and 2) most firms have already exploited the low-hanging fruit and are seeking other
opportunities to reduce cost. Firms that streamline the waste and redundancy from their
application portfolio will reduce complexity and cost, increase their agility, and gain a
competitive advantage over firms that continue with business as usual.
Application assessments provide guidance for your modernization decisions. When
application portfolios were more homogeneous and monolithic, modernization often meant
applying a single new technology to every application — when the only tool you have is a
hammer, everything looks like a nail. Today’s heterogeneous application portfolios require
IT leaders to assess the metrics of individual applications, then choose from an array of
possible modernization techniques. IT leaders should consider employing application
assessments as a prelude to modernizing large application portfolios — to leverage the
entire spectrum of available modernization services.
Don’t waste resources by encouraging your staff to acquire throwaway knowledge.
IT staff spend years acquiring deep knowledge and skills for the technology and
applications in their environments. Migration vendors acquire different knowledge: vast
stores of arcane knowledge about the pitfalls, tips, and tricks that prevent problems when
moving from one particular release level of a technology base to a different technology
base. Migration vendors are in the business of renting that migration knowledge to those in
need of it. Many organizations waste untold human resources, money, and time trying to
acquire that knowledge, when they can instead rent it. For your internal staff it is throwaway
knowledge; once you migrate your applications, you’ll never use it again. The migration
vendors will use it over and over again in other customer environments. Don’t waste
resources trying to accumulate throwaway knowledge. Rather, rent their knowledge and
use your precious resources to manage, test, implement and/or guide the migration. It is
your best path to migration success.
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12. Application Modernization And Migration Trends In 2009/2010
Appendix A: Methodology
In January 2009, BluePhoenix Solutions commissioned Forrester Consulting to conduct a survey of
100 IT organizations in North America to evaluate their application modernization and migration
plans for 2009/2010. Survey participants included a broad range of IT decision-makers: directors,
vice presidents, and other executives from applications, operations, enterprise architecture, office of
the CIO (oCIO), and program management office (PMO) functions. As another element of this
commissioned research, Forrester Consulting also conducted in-depth interviews with 10 of these
decision-makers to discuss the survey themes in depth.
Questions provided to the participants asked about confirmed, budgeted migration and
modernization plans in the coming 24 months. Firms ranged in size from small and medium-size
businesses (SMBs) to global corporations (see Figure A.1).
Figure A.1: Staffing Across Survey Respondents
“Approximately how many people work for “How many of each category of IT staff
your company worldwide, including work for your company?”
all branches and locations?”
100% 3%
100 to Don't know
499 90% 23% 17%
5% 500 to 1000 or more
20,000 or 80% 3%
999
more 12% 70% 8% 8% 600 to 999
24% 10%
60% 12%
300 to 599
50%
27% 20% 100 to 299
40%
50 to 99
30%
1,000 to
4,999 20% 20% 30% Less than 50
30%
5,000 to 10% None
19,999 12% 7%
29% 0%
Base: 100 IT decision-makers with budgeted migration/modernization efforts for 2009/2010
Source: “North American Migration Trends And Buying Habits,” a commissioned study conducted by Forrester Consulting
on behalf of BluePhoenix, February 2009
Respondents were offered an executive summary of the survey results or a piece of Forrester
syndicated research as a thank-you for time spent on interviews. The study began in January 2009
and was completed in March 2009.
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13. Application Modernization And Migration Trends In 2009/2010
Appendix B: Modernization Terminology
The terms vendors use to describe the various application modernization options can be impossibly
complex to decipher across vendors. Terms like transformation, migration, rationalization, re-
engineering, and modernization have no consistent meaning across vendors.
The survey defined the terms it used for modernization and migration as follows:
• Modernization: to integrate (at presentation, code, or data layers), migrate, re-engineer,
functionally improve, or outsource operations of applications.
• Migration: a subset of application modernization; more specifically, to move applications from
an existing programming language, hardware platform, or database to a different language,
platform, or database
However, throughout the industry, succinct and uniform definitions are a significant problem.
Four Fates Taxonomy Simplifies Modernization Terminology
Modernization terminology needs simplification, and to be useful, the definitions must be uniform
across vendors. However, it is naĂŻve to assume that we could ever get all vendors to use a single
lexicon — the existing terms are too entrenched in their marketing collateral, and the cost and effort
to change may bring no direct benefit to them.
Instead, IT organizations can and should adopt a succinct taxonomy internally and then map vendor
offerings to it. Forrester offers the following taxonomy as a starting point (see Figure A.2):
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14. Application Modernization And Migration Trends In 2009/2010
Figure A.2: Four Fates Modernization Taxonomy
Fates Strategies Choices What it is/when to use it
Leave it alone Monitor and maintain None Monitor the application’s health, and respond to changes in
environment. The app’s functionality and stability are “good
enough” as is. Redeploy resources to higher-priority work.
Outsource operations None Use an external firm (onshore, near-shore, or offshore) to
operate and maintain an app to reduce labor costs.
Presentation Enable remote access to applications via browsers (Web-to-
layer host, RIA, portals). This is a noninvasive approach. It does
not require change to the application source code.
Modernize
Integrate
Process ESB, MOM, API, etc. Use this method when presentation
layer layer changes don’t suffice. This is invasive by definition.
Data layer Data-as-a-service, ODBC/JDBC. This method involves
accessing data on a different hardware or software platform.
TP monitor Standardize on one transaction processing monitor to reduce
complexity and the need to maintain multiple skill sets.
DBMS Standardize on fewer DBMSes to reduce environmental
complexity, eliminate duplicate licenses, and reduce skills
Migrate
dependencies.
Language Use this method to shed an obsolete language and reduce
skills dependencies.
Platform Use this method to consolidate to a single platform or shed a
“burning” platform and reduce third-party licensing costs.
Internally Write a new application with internal staff to protect
competitive advantage and retain intellectual property.
Externally Write a new application with external staff for less-sensitive
functions, very large development efforts, or when skills don’t
Rewrite
exist in-house.
Internal/exte Write a new application using a combination of internal and
rnal hybrid external resources to offset resource constraints or skill
deficiencies.
Purchase Buy applications if you can to avoid spending internal
Replace
development resources on commodity functionality.
SaaS Lease functionality to avoid high implementation cost/effort
and continual upgrades (assumes commodity functionality).
Acquire
Open source Jump-start development effort with predeveloped, shared-
code codebase.
Hybrid Acquire and Part purchase, part rewrite to jump-start a large internal
rewrite development effort when it is clear no package meets your
hybrid needs completely.
Eliminate None Unplug the application from production. This should be a
mandatory part of every “replace it” effort and used to shed
Retire duplicate applications.
Freeze None Stop using the app for transactions, but leave it running for
inquiry. This is a wasteful habit with large maintenance
impact. Avoid it if you can.
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15. Application Modernization And Migration Trends In 2009/2010
Appendix C: Supplemental Material
Related Forrester Research
“Modernization Decisions: Migrate, Rewrite, Or Replace A 40-Year-Old Assembler Application?” by
Phil Murphy, October 2, 2009
“Application Life Cycles And Fates: Differentiate Between Strategic Intent And Tactical Necessities”
by Phil Murphy, August 24, 2009
“The State Of Enterprise IT Budgets: 2009” by Andy Bartels, August 7, 2009
“Justifying Application Modernization: Industry Analogies Explain Choices In A Business Context ”
by Phil Murphy, March 17, 2009
“Four Steps To Optimize Your Application And Project Portfolios In Volatile Economic Times” by
Margo Visitacion and Phil Murphy, January 14, 2009
“US IT Spending Benchmarks For 2008” by Andy Bartels and Craig Symons, December 23, 2008
“Use Action-Oriented Categories To Guide Application Life-Cycle Investment Decisions” by Phil
Murphy, October 17, 2008
“Application Modernization Taxonomy Clarifies Choices And Paves A Path For Progress” by Phil
Murphy, October 17, 2008
“Develop Metrics Thoughtfully To Streamline Application Portfolios Successfully” by Phil Murphy,
July 23, 2008
“The Application Management Continuum Offers CIOs A Contemporary Approach To
Modernization” by Phil Murphy, July 14, 2008
“CIOs Must MAP A Strategic Application Plan” by Phil Murphy, February 4, 2008
“The Pending Legacy IT Skills Shortage” by Phil Murphy, July 30, 2007
“CIOs: Reduce Costs By Scoring Applications” by Phil Murphy, January 10, 2007
“Don't Tackle Legacy DBMS Conversion Programming Alone” by Phil Murphy, August 7, 2002
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16. Application Modernization And Migration Trends In 2009/2010
Appendix D: Endnotes
1
Source: “Global Workforce Planning Through 2016: How Population Shifts Will Affect The Supply
Of IT Skills,” Forrester Research, Inc., October 26, 2009.
2
Source: “SOA Is Far From Dead — But It Should Be Buried,” Forrester Research, inc., May 11,
2009.
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