Comprendere il Cloud e le altre correnti scatenanti la trasformazione digitale
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This presentation by Gartner analyst Bianca Granetto discusses key trends transforming the digital business landscape, including cloud computing, big data, mobile technologies, and social media. It provides an overview of public cloud services spending forecasts by region, country, and market segment. The presentation also compares Italy's software market size and growth to peer countries. Finally, it encourages organizations to seize opportunities in the digital nexus but also manage risks through new business concepts and by leveraging digital technologies across marketing, sales, operations, and product development.
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Comprendere il Cloud e le altre correnti scatenanti la trasformazione digitale
- 1. This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other authorized recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. Ā© 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Bianca F. Granetto Agenda Manager Enterprise Application Software SMAU 2014, Rome 20th March Comprendere il Cloud e le altre Correnti Scatenanti la Trasformazione Digitale
- 2. RARELY does a SINGLE TREND or TECHNOLOGY change the status quo. BUT MULTIPLE trends can TRANSFORM the business landscape! You must consider their overall IMPACT, INFLUENCE and OUTCOME!
- 3. Place and Pace of Digital Exponential Growth in just 20 yearsā¦ 1993 CERN donated the WWW technology to the world 2000 70 Million Computers Connected Google 2003 3 Billion Web Pages MySpace; Second Life; LinkedIn; iTunes 2006 25 Billion Web Pages Facebook; YouTube; Twitter 2013 2.7 Billions Internet Users 39% of World Pop. (ITU Estimate) 1950 2.5 Billions World Pop.
- 4. ā¢ Amplifying the occasions for growth ā¢ Optimizing the costs of conducting business ā¢ New productivity ā¢ Accelerating the path to change ā¢ Compete on a Global Scale 3 Digital Economy Chance or Risk?
- 5. A Different Way of Doing Somethingā¦ 4
- 6. Cloud computing is a āstyle of computingā Agility Cost Less Complexity More Focus Self-Service Innovation Security Assurance Lock-in Integration Financial Transparency Definition: Gartner defines cloud computing as "a style of computing where scalable and elastic IT-related capabilities are provided 'as a service' to external customers using Internet technologies."
- 7. The Shades of Cloud Computing Virtual Private Cloud Hybrid Enterprise A Enterprise A EnterpriseA EnterpriseB EnterpriseA EnterpriseB CompanyX UserZ Closed Private Open Public Community Public Cloud Public Cloud Managed Private Cloud Enterprise A Enterprise Private Cloud Owner Enterprise Enterprise Provider Provider Provider Operator Enterprise Provider Provider Provider Provider Service Access Closed (enterprise) Closed (enterprise) Closed (enterprise) Closed group (community) Open Level of Control Full High High Low None Points of Leverage Skills (none) Assets (none) Skills (strong) Assets (none) Skills (strong) Assets (medium) Skills (strong) Assets (strong) Skills (strong) Assets (strong)
- 8. Cloud and The Nexus The Emergence of New Cloud Segments Cloud in the Nexus of Forces Personal Cloud Cloud Collaboration Effects on: Customer Experience Business Model Business Units Service Delivery New business ideation/entreprene urship Business Partners IT Legacy Cloud + Social Cloud + Mobile External and Internal Cloud Brokerage Cloud + Info.
- 9. Regional Perspective: Europe 8 Multi-lingual Multi-Cultural Cultural Heritage EU Digital Union Large SMB sector Very high mobile penetration Population aged 60 and over Biggest exporters and traders of goods, services & income Wide Economic Gap & Diversity Leading Countries in R&D Many Worldās Largest Businesses Tourism Transportation Multi-Currency Multi-Governments NEX US
- 10. Drivers: ā¢ Europe 2020 and "A Digital Agenda for Europe" ā¢ IT Innovation & Digital Agendas ā¢ High speed internet and related services ā¢ Digitization of Europe's rich cultural heritage ā¢ e-Government, online health, smart home, digital skills, security ā¢ EMEA Emerging Markets FDIs & IT Innovation Policies ā¢ SMBs access to Enterprise Level Software Inhibitors: ā¢ Economic & Political uncertainty ā¢ Credit crunch ā¢ Loss of Competitiveness ā¢ Temporary stall on EU initiatives ā¢ Weak IT Innovation adoption/ cultural barriers ā¢ Aging population ā¢ Multiple Data and Privacy Laws ā¢ Availability of skills ā¢ Protectionism and Rigidities of Labor Laws 9 Regional Perspective: European Market Dynamics
- 11. 27% 26% 25% 19% 17% 17% 16% 15% 15% 14% 13% 12% 11% 10% 9% 7% 7% 7% 6% Cloud Computing (SaaS, PaaS, IaaS) Virtualization (server, desktop, storage) IT modernization Mobile Technologies Software modernization Big Data, Information Management Data Center consolidation Software implementation or upgrade Analytics and Business Intelligence Customer Experience Management IT Governance VoIP, Unified Comms and Collaboration Business Continuity Management Resource efficiency management tools Social media SOA and application architecture Sustainability reporting applications Video Bring Your Own Device to work (BYOD) What do you consider your organization's top three IT project priorities for 2013? Gartner IT Budget Survey; Jan 2013; n = 1,523 (Up to three responses allowed) 2013 IT Project Priorities
- 12. 0 50 100 150 200 250 300 2011 2012 2013 2014 2015 2016 2017 Public Cloud Services 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 2011 2012 2013 2014 2015 2016 2017 Overall IT Spending Public Cloud Services Public Cloud Services as a Percentage of Overall IT Spending 3% 17% Source: Gartner, IT Spending Forecast, 3Q13 Update, Public Cloud Services Forecast 3Q13 Update, September 2013 Public Cloud Services grows from 3% to 6% of overall IT Spending Billions of DollarsBillions of Dollars CAGR CAGR
- 13. 12 Public Cloud Services CAGR (2012-2017) By Segment 16.9% 10.8% 14.9% 20.2% 23.5% 24.0% 37.3% 0% 5% 10% 15% 20% 25% 30% 35% 40% Public Cloud Services Total Cloud Business Process Services (BPaaS) Cloud Advertising Cloud Application Services (SaaS) Cloud Management and Security Services Cloud Application Infrastructure Services (PaaS) Cloud System Infrastructure Services (IaaS) CAGR (2012-2017) Source: Gartner, Public Cloud Services Forecast, September 2013 (G00248730)
- 14. 13 Public Cloud Services Subsegments Total Spending, 2013-2017 (Market Size), Excluding Cloud Advertising 0.5 1.2 2.5 2.7 3.0 3.3 3.7 3.8 6.9 9.1 9.8 12.9 14.3 15.0 15.8 16.0 18.2 19.4 20.0 21.2 27.1 39.7 41.7 71.7 72.1 78.4 0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0 Business Intelligence Platform Print Application Development IT Operations Management Business Intelligence Applications Enterprise Content Management Digital Content Creation Project and Portfolio Management Office Suites Application Infrastructure and Middleware Finance & Accounting Storage Management Supply Chain Management Web Conferencing, Teaming Platforms, and Social Software Suites Security Storage Enterprise Resource Planning Customer Management Industry Operations Supply Management Other Application Software Cloud Payments E-Commerce Enablement Human Resources Customer Relationship Management Compute Billions of Dollars Source: Gartner, Public Cloud Services Forecast, September 2013 (G00248730)
- 15. 14 Public Cloud Services, By Region Total Spending (2013-2017) and 5-year CAGR, Excluding Cloud Advertising 318.8 127.1 32.9 27.4 6.7 5.9 4.0 3.4 2.6 1.7 20.4% 12.5% 16.0% 24.9% 29.0% 32.7% 21.4% 19.8% 21.5% 21.4% 0% 5% 10% 15% 20% 25% 30% 35% 0 50 100 150 200 250 300 350 CAGR BillionsofDollars Total Spending (2013-2017) CAGR (2012-2017) Source: Gartner, Public Cloud Services Forecast, September 2013 (G00248730)
- 16. 15 Public Cloud Services, By Country Total Spending (2013-2017) and 5-year CAGR, Excluding Cloud Advertising Source: Gartner, Public Cloud Services Forecast, September 2013 (G00248730) 291.4 53.6 27.4 18.6 15.5 13.6 12.5 12.4 7.2 6.8 6.3 5.8 4.5 4.4 3.4 2.0 1.4 1.2 0.8 0.5 20.3% 9.9% 22.0% 15.2%15.2% 24.4% 11.5% 17.7% 15.6% 25.1% 8.9% 9.8% 20.4% 31.4% 33.6% 24.6% 22.6% 20.8%21.4% 34.1% 0% 5% 10% 15% 20% 25% 30% 35% 40% 0 50 100 150 200 250 300 350 CAGR BillionsofDollars Total Spending (2013-2017) CAGR (2012-2017)
- 17. 16 8,336,000 13,567,000 3,709,000 2,383,000 15,519,000 63,940,000 82,100,000 61,090,000 48,180,000 63,760,000 France Germany Italy Spain United Kingdom All Software Market Size Population +4.38% +4.89% +2.79% +2.77% +6.99% Peer Group Comparison: Is Italy More Sensible or Falling Behind? Gartner āForecast: Enterprise Software Markets 2010-2017 3Q13 Updateā Data in Millions of Euros
- 18. Australia Austria Belgium Canada Czech Republic Denmark Finland France Germany Greece Hungary Ireland Italy Japan Korea Mexico Netherland New Zealand Norway Poland Portugal Slovakia Spain Sweden Switzerland Turkey United Kingdom 0 50 100 150 200 250 300 350 400 450 0 3,000 6,000 9,000 12,000 15,000 18,000 TotalSoftwareSpendingperEmployee($) Total Software Spending (Bn$) 17 Peer Group Comparison: Is Italy More Sensible or Falling Behind? USA (100bn$) GDP +0.69 GDP -0.41 GDP +0.71 GDP -0.187 GDP -0.186 Source: Gartner and IHS (Global Insightās Comparative World View, 15 April 2013 update) GDP +1.39
- 19. Management Is About the Right Answers; Leadership Is About the Right Questions The Wrong Questions 1. Cost: Why is IT so expensive? 2. Cost: How can we reduce IT costs? 3. Problems: Why did the ERP project overrun? 4. Problems: Why didn't you get the 10% uplift in customer retention from the CRM investment? 5. Technologies: I've read about utility computing ā shouldn't we have that? The Right Questions 1. Strategy: How is IT helping us win? 2. Value: How much business value has IT generated in the last quarter? 3. Performance: How is IT performing, relative to SLAs? 4. Cost: Are we investing the right amount in IT, based on our business goals? 5. Risk: What are our biggest IT-related risks, and how are we mitigating them? 6. Agility: Is IT ready for our growth and change goals? 7. Capability: Is the IT organization developing fast enough to meet our future needs? 8. Role: How can we support and use the CIO and IT organization better? 9. Technologies: Are there any new technologies that could help us win?
- 20. Seize The Opportunity, Manage The Risks ā¢ Be pioneers of the Nexus or risk lose competitiveness ā¢ Where is this opportunity in your Organization? - Marketing & Communication (take advantage of consumerization, localization, branding, communicationā¦) - Sales (ubiquity, mobility, communities, learningā¦) - Operational Efficiency & Transparency (analytics, process digitization, documents streamlining, quality mgntā¦) - Supply chains; B2Bssourcing; crowd funding; free-for-all; transparency; convenience services - New business concepts (crowd ā¦) - Products design and redesign & Delivery (social responsibility, sustainability, extreme personalizationā¦) 19
- 21. GRAZIE
Editor's Notes
- During the past 15 years, a continuing trend toward IT industrialization has grown in popularity. IT services delivered via hardware, software and people are becoming repeatable and usable by a wide range of customers and service providers. This is partly because of the commoditization and standardization of technologies, virtualization and the rise of service-oriented software architectures, and (most importantly) the dramatic growth in popularity/use of the Internet and the Web. These things, taken together, constitute the basis of a discontinuity that amounts to a new opportunity to shape the relationship between those who use IT services and those who sell them. The discontinuity implies that the ability to deliver specialized services in IT can now be paired with the ability to deliver those services in an industrialized and pervasive way. The reality of this implication is that users of IT-related services can focus on what the services provide them, rather than how the services are implemented or hosted. Just as utility companies sell power to subscribers, and telephone companies sell voice and data services, IT services such as network security management, data center hosting or even departmental billing can now be easily delivered as a contractual service. The buying decision then shifts from buying products that enable the delivery of some function (like billing) toward contracting, with someone else delivering those functions. This isn't new, but it does represent a different model from the licensed-based, on-premises models that have dominated the IT industry for so long. Names for this type of operation have come into vogue at different times. Utility computing, SaaS, application service providers ā all have their place in the pantheon of industrialized delivery models. However, none has garnered widespread acceptance as the central theme for how any and all IT-related services can be delivered globally.