A survey of over 2,200 IT leaders found:
- IT teams are increasingly developing apps for customers, partners, and employees, with 42% creating customer-facing apps.
- Top priorities for IT include increasing worker productivity, data visibility, and automating business processes.
- The top areas for increased IT spending over the next two years are mobile apps, cloud migration, and cybersecurity/incident response.
- High-performing IT organizations are more likely to report excelling at digital transformation and staying ahead of technology trends.
This document summarizes the key findings of a study on IT management trends in Europe in 2015. The top 5 IT management concerns for European organizations are: 1) business and IT alignment, 2) business agility, 3) business cost reduction/controls, 4) business productivity, and 5) infrastructure capability. Alignment and business agility have consistently ranked as top concerns globally and in Europe. The document also discusses trends in IT spending, workforce, the role of the CIO, and skills needed for IT professionals. Overall, IT is becoming more strategic and focused on business priorities like innovation and digital transformation.
The document discusses a survey of business executives and CIOs about the changing role of IT. There is a growing gap between board expectations for strategic IT support and CIOs' focus on cost reduction and stability. While boards want innovation, CIOs are dealing with increased outsourcing complexity. To bridge this gap, the survey suggests CIOs focus on setting IT standards, sourcing services, and establishing innovation hubs. It also proposes restructuring IT organizations into smaller embedded units to better support independent business partners and staff.
This document discusses the changing relationship between boards of directors and chief information officers (CIOs) in light of rapid technological changes. It argues that boards need to develop greater capabilities and understanding of technology to effectively oversee companies in today's digital business environment. The document explores how different technologies may shape the role of the CIO and notes a need for boards to work with CIOs to develop strategic alignment between technology, organizational goals, and innovation initiatives. It also examines some structural barriers that can prevent CIOs from being successful in their roles.
This document summarizes the key findings from a study of over 3,000 Chief Information Officers worldwide. The study identified four distinct "CIO Mandates" that CIOs take on based on their organization's view of IT's role: Leverage, Expand, Transform, and Pioneer. CIOs must understand their unique mandate and ensure IT supports the organization's business objectives. While the mandates may change over time, CIOs are well-positioned to help organizations cope with complexity and generate insights from data.
A number of Scandinavia’s top IT leaders met at the Grand Hôtel in Stockholm on the 7th of November for a private roundtable dinner hosted by Financial Times columnist and digital strategist Ade McCormack. This report summarises the major discussion points.
- The document discusses a report by Harvard Business Review Analytic Services on how IT-enabled innovation is transforming businesses and the role of the CIO.
- It finds that about a third of surveyed companies are "Innovation Accelerators" that pursue technology-driven business innovation throughout the organization.
- Innovation Accelerators are more likely to see significant changes to how they engage with customers, their business models, products/services, and employee processes over the next three years compared to other companies.
This document summarizes the key findings of a study on IT management trends in Europe in 2015. The top 5 IT management concerns for European organizations are: 1) business and IT alignment, 2) business agility, 3) business cost reduction/controls, 4) business productivity, and 5) infrastructure capability. Alignment and business agility have consistently ranked as top concerns globally and in Europe. The document also discusses trends in IT spending, workforce, the role of the CIO, and skills needed for IT professionals. Overall, IT is becoming more strategic and focused on business priorities like innovation and digital transformation.
The document discusses a survey of business executives and CIOs about the changing role of IT. There is a growing gap between board expectations for strategic IT support and CIOs' focus on cost reduction and stability. While boards want innovation, CIOs are dealing with increased outsourcing complexity. To bridge this gap, the survey suggests CIOs focus on setting IT standards, sourcing services, and establishing innovation hubs. It also proposes restructuring IT organizations into smaller embedded units to better support independent business partners and staff.
This document discusses the changing relationship between boards of directors and chief information officers (CIOs) in light of rapid technological changes. It argues that boards need to develop greater capabilities and understanding of technology to effectively oversee companies in today's digital business environment. The document explores how different technologies may shape the role of the CIO and notes a need for boards to work with CIOs to develop strategic alignment between technology, organizational goals, and innovation initiatives. It also examines some structural barriers that can prevent CIOs from being successful in their roles.
This document summarizes the key findings from a study of over 3,000 Chief Information Officers worldwide. The study identified four distinct "CIO Mandates" that CIOs take on based on their organization's view of IT's role: Leverage, Expand, Transform, and Pioneer. CIOs must understand their unique mandate and ensure IT supports the organization's business objectives. While the mandates may change over time, CIOs are well-positioned to help organizations cope with complexity and generate insights from data.
A number of Scandinavia’s top IT leaders met at the Grand Hôtel in Stockholm on the 7th of November for a private roundtable dinner hosted by Financial Times columnist and digital strategist Ade McCormack. This report summarises the major discussion points.
- The document discusses a report by Harvard Business Review Analytic Services on how IT-enabled innovation is transforming businesses and the role of the CIO.
- It finds that about a third of surveyed companies are "Innovation Accelerators" that pursue technology-driven business innovation throughout the organization.
- Innovation Accelerators are more likely to see significant changes to how they engage with customers, their business models, products/services, and employee processes over the next three years compared to other companies.
CEO Best Practices for Information Technology - Bruce McCullough, CIO AdvisoryBruce McCullough
I've been fortunate in my career to have direct exposure to successful CEOs through CIO consulting advisory, speaking to CEO peer groups such as Vistage and Renaissance Forums, participating in prestigious CEO summits, serving as a member of executive steering committees, as a certified corporate director and as a former member of the National Association of Corporate Directors (NACD).
For most CEOs that have come up through the CFO and COO ranks, IT can be viewed as an overly complex, hard to understand cost only center. IT is incredibly complex to lead and technology continues to change at a dizzying pace. IT can sometimes be seen as an inhibitor and not a partner that drives innovation for top line results while improving processes and that positively impact the bottom line.
I've noticed some common IT management problems that occur for CEOs that can be easily addressed through the use of best practices. I can't cover all the best practices in this article but I can highlight some key observations based upon my experience reporting to and collaborating with CEOs.
- Bruce McCullough, CIO Advisory
Backing up the digital front - digitizing the banking back office - capgemini...Rick Bouter
The document discusses how banks can digitize their back office operations by adopting various automation technologies. It states that while banks have focused on transforming customer experience digitally, they have neglected digitizing core back office systems which still rely on expensive legacy systems from the 1970s-80s. This results in inefficient manual processes and high costs. The document analyzes tactical technologies like document management systems and digital signatures, strategic technologies like business process management, and transformational technologies like core banking platforms that can help banks automate back office functions and realize estimated cost savings of up to 30%.
How to Win at Digital Transformation: Insights From a Global Study of Top Executives
Forbes Insights and Hitachi surveyed almost 600 executives across industries and geographies to learn about their digital maturity. IT and business leaders revealed the complexities, roadblocks and gains they face as they transform their organizations to digital enterprises.
The digital transformation symphony when it and business play in syncRick Bouter
The document discusses how Starbucks successfully transformed digitally under the leadership of CIO Stephen Gillett from 2008 to 2012. Gillett collaborated closely with other executives to set up Digital Ventures, a new business unit focused on digital innovation. Digital Ventures delivered innovations like a mobile payments program that helped drive Starbucks' turnaround. The document argues that strong IT-business collaboration, as exemplified by Starbucks, is key to digital transformation success. It also notes that most organizations lack such collaboration between IT and business teams.
This document summarizes the key findings of the 2013 State of the CIO survey conducted by CIO magazine. It finds that while CIOs are more optimistic about their businesses and industries in the coming year than in previous years, many still express concerns about a global recession and growing security threats. The survey also shows that CIOs are increasingly focusing on relationship building and marketing IT to business stakeholders, and these efforts seem to be working as more CIOs report being viewed as business peers rather than just cost centers. Major initiatives and spending on areas like big data, mobile, and analytics are expected to increase sharply as CIOs seek to capitalize on growing data resources.
The document discusses frameworks for innovation management in organizations. It outlines elements of an innovation agenda that define an organization's innovation strategy, including lifecycle stage, mix of innovation types, and value proposition. It also describes innovation management and governance elements like portfolio management, project management, and incentives. Innovation enablers that support execution include talent, culture, collaboration, tools/frameworks, and infrastructure. Finally, it discusses customizing the innovation approach based on an organization's existing culture and innovation archetype.
Radical innovations in technology are increasing the importance of IT in achieving core business objectives, shifting the role of CIOs to be more strategic. Chief Information Officers now operate as business executives first and technology experts second, speaking the language of the business. They are seen as the principal strategists for emerging areas like big data, mobile apps, social media, and online learning. CIOs also target technology budgets towards innovation in analytics, cloud computing, mobile and social technologies.
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.
Changing role of the CIO in the new IT landscapeCharles Mok
The document discusses the changing role of the CIO. It notes that almost half of CEOs feel IT should be an outsourced commodity and rate their CIOs negatively in terms of understanding business strategy. The CIO role has expanded and now encompasses responsibilities such as strategist, implementer, risk manager, and data analyst. Additionally, CIOs must balance vision, operations, innovation, and other challenges while resources are limited. The role requires collaboration, communication, and aligning technology with business goals. Future CIOs will need strong business and leadership skills to navigate these complex responsibilities.
In prior research, we showcased how digital leaders are using investments in digital technologies to transform key capabilities across customer experience and operations. However, in today’s volatile and disrupted world, capability leadership is not enough. As well as having the capabilities in place, organizations need to be nimble and flexible – dexterous – if they are to respond to ever-changing technology advances, emerging competitive disruptions, and changing customer needs. Enterprises that excel in both qualities – capability and dexterity – are digital organizations. This ‘digital elite’ reported that they outperformed their competitors on multiple key performance indicators including profitability, customer satisfaction, innovativeness and growth.
Digital Disruption in Asset and Wealth ManagementCapgemini
The groundswell that is today impacting massively retail banking is now impacting all banking businesses. Opportunities offered by new digital technology such as Big data & analytics have not been fully explored yet by Asset & Wealth Management actors, and new technologies are mainly confined to improve shared platforms and reporting flexibility. But the turn might come soon now with the aggressive launches of Fintechs investing all parts of the banking business, including its most exclusive territories.
Asset and Wealth Management might be the next targets, facing the up-rise of new Robo-Advisors quickly gaining market
share on their devoted playground until now.
Traditional Asset and Wealth Managers should anticipate and react, building on their knowledge and assets in order to contain this new trend but this will require that they adapt and probably more globally rethink their business model, to avoid the commoditization of their activity.
The aim of this document is to present how Asset and Wealth Managers can take advantage of the digital revolution / emergence of Fintechs to become more competitive and attract more clients.
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 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.
The innovation game: Why and how business are investing in innovation centersRick Bouter
The document discusses why companies are increasingly launching innovation centers. It notes that 52% of Fortune 500 companies have been disrupted since 2000, so companies need to innovate or risk being disrupted themselves. Innovation centers are teams and sometimes physical spaces located in tech hubs that allow companies to leverage local startups, investors, and academics to accelerate innovation. They pursue goals like developing new products/services, designing business models, connecting with startups, and understanding customers. The document outlines different types of innovation centers and how they can speed up innovation processes.
This document discusses how Enterprise Resource Planning (ERP) software solutions support the changing role of Chief Information Officers (CIOs). It outlines how the role of CIOs has expanded from simply maintaining IT infrastructure to leading technology-driven innovation. ERP systems provide key benefits like streamlining processes, increased transparency, and cost savings. The document also examines top trends for CIOs, such as cloud-based ERP solutions and increased focus on usability. When choosing an ERP system, organizations should consider factors like future proofing, customization, implementation, and integration with other systems.
The document discusses the roles and functions of management information systems (MIS) organizations. It describes the key role of the Chief Information Officer (CIO) to provide technology leadership and implement IT initiatives that support business strategy. It outlines other roles in the MIS organization, such as the Chief Technology Officer and business analysts. The document also summarizes the core activities expected of the MIS organization, including anticipating new technologies and providing strategic direction, as well as what activities fall outside the MIS scope, such as performing core business functions.
This document discusses the top IT management concerns in Kenya. It identifies several key concerns, including IT strategic alignment, cost reduction, business productivity, business agility, and generating revenue from IT investments. It also notes Africa-specific challenges such as developing IT infrastructure, improving IT governance, and developing IT human resources and skills. The document provides context on the IT management concerns through references and background on the author.
CEO Best Practices for Information Technology - Bruce McCullough, CIO AdvisoryBruce McCullough
I've been fortunate in my career to have direct exposure to successful CEOs through CIO consulting advisory, speaking to CEO peer groups such as Vistage and Renaissance Forums, participating in prestigious CEO summits, serving as a member of executive steering committees, as a certified corporate director and as a former member of the National Association of Corporate Directors (NACD).
For most CEOs that have come up through the CFO and COO ranks, IT can be viewed as an overly complex, hard to understand cost only center. IT is incredibly complex to lead and technology continues to change at a dizzying pace. IT can sometimes be seen as an inhibitor and not a partner that drives innovation for top line results while improving processes and that positively impact the bottom line.
I've noticed some common IT management problems that occur for CEOs that can be easily addressed through the use of best practices. I can't cover all the best practices in this article but I can highlight some key observations based upon my experience reporting to and collaborating with CEOs.
- Bruce McCullough, CIO Advisory
Backing up the digital front - digitizing the banking back office - capgemini...Rick Bouter
The document discusses how banks can digitize their back office operations by adopting various automation technologies. It states that while banks have focused on transforming customer experience digitally, they have neglected digitizing core back office systems which still rely on expensive legacy systems from the 1970s-80s. This results in inefficient manual processes and high costs. The document analyzes tactical technologies like document management systems and digital signatures, strategic technologies like business process management, and transformational technologies like core banking platforms that can help banks automate back office functions and realize estimated cost savings of up to 30%.
How to Win at Digital Transformation: Insights From a Global Study of Top Executives
Forbes Insights and Hitachi surveyed almost 600 executives across industries and geographies to learn about their digital maturity. IT and business leaders revealed the complexities, roadblocks and gains they face as they transform their organizations to digital enterprises.
The digital transformation symphony when it and business play in syncRick Bouter
The document discusses how Starbucks successfully transformed digitally under the leadership of CIO Stephen Gillett from 2008 to 2012. Gillett collaborated closely with other executives to set up Digital Ventures, a new business unit focused on digital innovation. Digital Ventures delivered innovations like a mobile payments program that helped drive Starbucks' turnaround. The document argues that strong IT-business collaboration, as exemplified by Starbucks, is key to digital transformation success. It also notes that most organizations lack such collaboration between IT and business teams.
This document summarizes the key findings of the 2013 State of the CIO survey conducted by CIO magazine. It finds that while CIOs are more optimistic about their businesses and industries in the coming year than in previous years, many still express concerns about a global recession and growing security threats. The survey also shows that CIOs are increasingly focusing on relationship building and marketing IT to business stakeholders, and these efforts seem to be working as more CIOs report being viewed as business peers rather than just cost centers. Major initiatives and spending on areas like big data, mobile, and analytics are expected to increase sharply as CIOs seek to capitalize on growing data resources.
The document discusses frameworks for innovation management in organizations. It outlines elements of an innovation agenda that define an organization's innovation strategy, including lifecycle stage, mix of innovation types, and value proposition. It also describes innovation management and governance elements like portfolio management, project management, and incentives. Innovation enablers that support execution include talent, culture, collaboration, tools/frameworks, and infrastructure. Finally, it discusses customizing the innovation approach based on an organization's existing culture and innovation archetype.
Radical innovations in technology are increasing the importance of IT in achieving core business objectives, shifting the role of CIOs to be more strategic. Chief Information Officers now operate as business executives first and technology experts second, speaking the language of the business. They are seen as the principal strategists for emerging areas like big data, mobile apps, social media, and online learning. CIOs also target technology budgets towards innovation in analytics, cloud computing, mobile and social technologies.
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.
Changing role of the CIO in the new IT landscapeCharles Mok
The document discusses the changing role of the CIO. It notes that almost half of CEOs feel IT should be an outsourced commodity and rate their CIOs negatively in terms of understanding business strategy. The CIO role has expanded and now encompasses responsibilities such as strategist, implementer, risk manager, and data analyst. Additionally, CIOs must balance vision, operations, innovation, and other challenges while resources are limited. The role requires collaboration, communication, and aligning technology with business goals. Future CIOs will need strong business and leadership skills to navigate these complex responsibilities.
In prior research, we showcased how digital leaders are using investments in digital technologies to transform key capabilities across customer experience and operations. However, in today’s volatile and disrupted world, capability leadership is not enough. As well as having the capabilities in place, organizations need to be nimble and flexible – dexterous – if they are to respond to ever-changing technology advances, emerging competitive disruptions, and changing customer needs. Enterprises that excel in both qualities – capability and dexterity – are digital organizations. This ‘digital elite’ reported that they outperformed their competitors on multiple key performance indicators including profitability, customer satisfaction, innovativeness and growth.
Digital Disruption in Asset and Wealth ManagementCapgemini
The groundswell that is today impacting massively retail banking is now impacting all banking businesses. Opportunities offered by new digital technology such as Big data & analytics have not been fully explored yet by Asset & Wealth Management actors, and new technologies are mainly confined to improve shared platforms and reporting flexibility. But the turn might come soon now with the aggressive launches of Fintechs investing all parts of the banking business, including its most exclusive territories.
Asset and Wealth Management might be the next targets, facing the up-rise of new Robo-Advisors quickly gaining market
share on their devoted playground until now.
Traditional Asset and Wealth Managers should anticipate and react, building on their knowledge and assets in order to contain this new trend but this will require that they adapt and probably more globally rethink their business model, to avoid the commoditization of their activity.
The aim of this document is to present how Asset and Wealth Managers can take advantage of the digital revolution / emergence of Fintechs to become more competitive and attract more clients.
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 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.
The innovation game: Why and how business are investing in innovation centersRick Bouter
The document discusses why companies are increasingly launching innovation centers. It notes that 52% of Fortune 500 companies have been disrupted since 2000, so companies need to innovate or risk being disrupted themselves. Innovation centers are teams and sometimes physical spaces located in tech hubs that allow companies to leverage local startups, investors, and academics to accelerate innovation. They pursue goals like developing new products/services, designing business models, connecting with startups, and understanding customers. The document outlines different types of innovation centers and how they can speed up innovation processes.
This document discusses how Enterprise Resource Planning (ERP) software solutions support the changing role of Chief Information Officers (CIOs). It outlines how the role of CIOs has expanded from simply maintaining IT infrastructure to leading technology-driven innovation. ERP systems provide key benefits like streamlining processes, increased transparency, and cost savings. The document also examines top trends for CIOs, such as cloud-based ERP solutions and increased focus on usability. When choosing an ERP system, organizations should consider factors like future proofing, customization, implementation, and integration with other systems.
The document discusses the roles and functions of management information systems (MIS) organizations. It describes the key role of the Chief Information Officer (CIO) to provide technology leadership and implement IT initiatives that support business strategy. It outlines other roles in the MIS organization, such as the Chief Technology Officer and business analysts. The document also summarizes the core activities expected of the MIS organization, including anticipating new technologies and providing strategic direction, as well as what activities fall outside the MIS scope, such as performing core business functions.
This document discusses the top IT management concerns in Kenya. It identifies several key concerns, including IT strategic alignment, cost reduction, business productivity, business agility, and generating revenue from IT investments. It also notes Africa-specific challenges such as developing IT infrastructure, improving IT governance, and developing IT human resources and skills. The document provides context on the IT management concerns through references and background on the author.
This document discusses heart rate zones for exercise and fitness. It notes that there are 5 heart rate zones defined relative to an individual's maximum heart rate, with zone 1 being the lowest intensity and zone 5 being the highest intensity. Staying within different heart rate zones can help target different fitness goals, with lower zones focusing more on recovery and higher zones on performance and endurance training. A data source is provided for an online heart rate calculator.
The class was assigned to bring in lists of high school cliques and compare them in small groups. Most groups chose the same top five cliques, such as football players, cheerleaders, band kids, rednecks, and nerdy students. They then discussed stereotypes about each clique, such as whether rednecks are smart or jocks are only focused on sports. This exercise prompted reflection on how society overgeneralizes and labels people based on superficial characteristics rather than seeing their individual qualities.
Este documento presenta información sobre sistemas de información y estructuras organizacionales. Explica conceptos clave como sistema, características de los sistemas, tipos de sistemas, y componentes de un sistema de información. También describe diferentes modelos de estructuras organizacionales como la estructura lineal, matricial y departamental, así como el propósito y tipos de organigramas.
The document describes how to make "midge glasses" to protect against biting midges while observing wildlife in Scotland. Midge glasses are made by gluing a midge net to a pair of glasses using super glue. The midge net is folded around the glasses and glued to the frames. Scissors are then used to trim the excess net along the inside of the frames. When complete, the midge glasses allow for unobstructed vision while preventing midges from biting the face.
Robert Campbell has over 15 years of experience in management, technical support, marketing, and public relations. He has worked for the U.S. Army, Dell Inc., and Krista Micro Corporation in various leadership roles involving hazardous materials handling, computer systems administration, technical support, business sales, and training. He is pursuing studies in sociology, criminal justice, and social work at Tennessee Technological University.
Em entrevista à revista Logística Moderna, Filipa Garcia, administradora da Garcias SA, fala sobre a necessidade que a empresa sentiu na modernização de processos para continuar a fazer crescer o negócio, e como as soluções PRIMAVERA ajudaram a colmatar essa necessidade.
Kammari Yadagiri is a web designer and graphic designer with over 4.6 years of experience working with teams and clients. He has a Bachelor's degree in arts and completed a postgraduate diploma in multimedia and animation. Yadagiri specializes in standards-based web development using technologies like HTML, CSS, JavaScript, and content management systems. He has experience designing and developing several websites for clients in industries like taxi services, jewelry, and event management. Yadagiri aims to utilize his education and design skills to contribute to organizational growth.
This document provides a summary of the private sector assessment for Mongolia conducted in 2008. Some of the key findings include:
1. Mongolia has seen strong GDP growth over the past 5 years, averaging 9% annually, however the private sector's contribution to GDP has declined with increased state control over mineral resources.
2. The economy remains dependent on exports of a few commodities and vulnerable to weather shocks. Diversification into manufacturing has been limited.
3. The private sector faces challenges from being landlocked with underdeveloped transport links, as well as issues like corruption, access to finance, and tax policies.
4. Access to finance for SMEs remains a constraint, though private
In the group classes we always do a warm up and the group will mostly do the beginner instruction each time, however if it is your second class you can get straight into the surf after the warm up and some basic beach practise and get right into it. The instructors will focus on giving you more instruction in the water, so you don't have to sit through the beginning introduction each and every time.
La bioquímica estudia la composición química de los seres vivos, especialmente proteínas, carbohidratos, lípidos y ácidos nucleicos, y las reacciones químicas como el metabolismo que permiten a las células obtener energía y generar biomoléculas. Se basa en que los seres vivos contienen carbono y sus moléculas están compuestas principalmente de carbono, hidrógeno, oxígeno, nitrógeno, fósforo y azufre. Sus ramas incluyen la bioquímica
La bioquímica estudia la composición química de los seres vivos, especialmente proteínas, carbohidratos, lípidos y ácidos nucleicos. Es la ciencia que analiza las reacciones químicas del metabolismo celular como la digestión y fotosíntesis. La bioquímica integra las leyes químicas y biológicas para estudiar biomoléculas y biosistemas a nivel molecular, aplicando este conocimiento a campos como la medicina, farmacología y biotecnología.
The Handover Project - Improving the Continuity of patient care Through Ident...Hendrik Drachsler
Presentation given at the CELSTEC, Learning Network plenary 22.03.2011.
Besides presenting the Handover project and the involvement of CELSTEC, we focused in this presentation on the evaluation approach we followed to create a customized Learning Network. The methodology offers a very effective set of evaluation tools to customize a Learning Network to the needs of a target domain in this case health.
The document discusses how CIOs are increasingly taking on roles and responsibilities similar to venture capitalists in order to help drive business growth and innovation. Specifically, it discusses how CIOs should (1) actively manage their IT portfolios in terms of value, risk, and time to reward like VCs do, (2) evaluate portfolio performance using metrics that business leaders understand, and (3) cultivate agile organizations and attract entrepreneurial talent. Adopting a venture capitalist mindset allows CIOs to better communicate IT's contributions and reshape how they run the business of IT.
This document discusses trends in technology for 2014 and focuses on how emerging technologies can disrupt business and society. It identifies 10 trends that could impact organizations over the next 18-24 months. The trends are divided into two categories: disruptors, which can create sustainable positive disruption in IT capabilities and business operations; and enablers, which are technologies that many CIOs have already invested in but warrant another look due to new developments. One of the disruptor trends discussed is the CIO taking a more venture capital-like approach to managing the IT portfolio by focusing on driving enterprise value, continually evaluating performance, and communicating impacts in a way business leaders understand.
This document discusses trends in technology for 2014 and focuses on how emerging technologies can disrupt business and society. It identifies 10 trends that could impact organizations over the next 18-24 months. The trends are divided into two categories: disruptors, which can create sustainable positive disruption in IT capabilities and business operations; and enablers, which are technologies that many CIOs have already invested in but warrant another look due to new developments or potential use cases. One of the disruptor trends discussed is the CIO taking a more venture capital-like approach to managing the IT portfolio by focusing on driving enterprise value, continually evaluating performance, and communicating results in a way business leaders can understand.
This document discusses 10 technology trends that could impact organizations over the next 18-24 months according to Deloitte's annual Technology Trends report. The trends are divided into two categories: disruptors, which can create sustainable positive disruption in IT capabilities and business operations; and enablers, which are technologies CIOs have invested in but warrant reexamination due to new developments or potential use cases. One disruptor trend discussed is the CIO taking a more venture capital-like approach to managing the IT portfolio to help drive business growth and innovation. The summary discusses how CIOs can adopt strategies for portfolio investment, valuation, risk assessment, and talent management from the venture capital field.
The document discusses how CIOs are increasingly taking on a "venture capitalist" mindset to manage technology portfolios in a way that drives business value. Specifically:
1) CIOs are managing their portfolio of IT projects, assets, vendors, and talent like a VC manages investments - continually evaluating performance in terms of value, risk, and reward.
2) CIOs with a VC mindset evaluate each element of the IT portfolio in a way that business leaders understand, communicating quantitative and qualitative value to the business.
3) To be effective, CIOs also need skills like evaluating emerging technologies and predicting how the landscape will evolve for their business, customers, and partners.
Visionary IT - Perspectives on the Modern IT OrganizationAlastair Davies
The document discusses the modern IT organization and key trends in the IT industry. It is based on surveys of over 1,100 IT decision makers across various regions and industries. Some of the main points made in the summary are:
1) Modern IT organizations need to be agile and flexible to react quickly to changing business needs while also ensuring efficient core processes. They must understand business needs and drive change.
2) Data analytics is a top priority for IT leaders as data becomes more important for decision making. However, ensuring data quality remains a challenge.
3) Cloud adoption is increasing due to benefits like flexibility, scalability and cost savings. However, security and legacy modernization are still concerns for the cloud
Are you a Digital Transformation leader? Can you create a high-performance strategy in the digital age? Have you got what it takes to avoid the tumbling barrels of distracting digital tactics, over hyped technology or the belief that your market is immune to disruption? Have you allocated the right resources to deliver a focused plan of transformation?
The Digital Transformation Symphony: When IT and Business Play in SyncCapgemini
Digital Masters, such as Starbucks, that leverage digital technologies effectively, differentiate themselves from their peers by consciously striving to build a close relationship between IT and the business. However, Digital Masters are exceptions. The IT-business relationship in most organizations is often a fractious relationship rather than a marriage of equals. Business teams often find the IT department’s high costs and long implementation timelines unacceptable. In addition, IT leaders are often faulted for not speaking the language of business. Leading CIOs take this disconnect head on and try and fix it. Our research shows that leading CIOs take three key actions to align the IT department with the needs of the business: 1. redesign the IT department to unlock digital innovation; 2. create strong digital platforms; 3. rationalize IT Infrastructure to fund digital initiatives. We explore each of these actions in this research paper.
The Road to Innovation is Paved With Information TechnologyNetApp
Technology, which is producing so much disruption and so much opportunity, also serves as a key tool to facilitate innovation. And continual innovation, at every level, has never been more important for business success. NetApp asked 300 executives worldwide for their views on tech priorities today and in the future. Download this report to learn what they had to say.
SAP SME - The Agility Engine think piece - partner - July 10.pdfAGSanePLDTCompany
IT plays a key strategic role for small and midsize businesses. While IT faces challenges around budgets and talent, it must prepare the business for digital transformation and ensure all parts of the business have necessary tools. The survey found top priorities are growth and customer experience. However, scaling for growth is a major challenge, especially for providing availability and security. Successful IT integrates with all business functions to improve processes and experiences. Larger businesses have progressed further in digital transformation through technologies like ERP and AI. Smaller firms must also invest in foundational technologies to remain competitive.
We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
Business transformation and the cio roleSalisu Borodo
The document discusses a report by Harvard Business Review Analytic Services on business transformation and the CIO role. It finds that some companies called "Innovation Accelerators" are accelerating business transformation through IT-enabled innovation. These companies share six common traits: 1) innovation leadership starts at the top with the CEO; 2) they take a structured approach to innovation but value speed over perfection; 3) they collaborate across functions and boundaries to gain diverse perspectives; 4) their CIOs focus more on strategic activities; 5) IT actively contributes to innovation; and 6) they invest more in and reward innovation. The report provides examples of how Innovation Accelerators are using technologies like analytics and mobility to transform customer engagement, business
The rapid rate of technological change can be overwhelming. Everyone sometimes needs to have a virtual CIO on call.
A virtual CIO can help the CIO, IT director, or business owner evaluate new technology, translate between IT and the business units, motivate and mentor effectively, and keep the big picture in focus. This holistic approach helps to create value, integrate systems, save costs, lower risks, increase innovation and produce successful outcomes.
IT Consultation — Expert, unbiased advice on a breadth of operational and strategic areas. This is tailored to the organization’s need, size, culture, and cost preferences. It may consist of providing a second opinion; briefing on industry best practices (e.g., for disaster recovery); building a support infrastructure (e.g., for mobile device support); or doing the problem analysis, plan, cost justification and presentations to the Board, among other possibilities.
Cloud Readiness Audits — Assessment of existing systems architecture, recommendations on which operational, financial, and accounting processes that could be moved to the cloud, and how to do so.
Rescue Assessments — Highly focused, impartial review of breakdowns in systems, applications, infrastructure and more. No finger-pointing, just a solid plan to fix the problem and get you back on track.
Support for Relocations — Experienced and thorough guidance in planning and executing the relocation of servers, networking and other computing assets to ensure efficiency, safety and continuity of operations.
Mentoring — Skills assessment and development; executive coaching; linking business and technology objectives to team performance; and requirements definition for strategic staffing.
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
Athens International Airport is developing a digital strategy to transform its business. The presentation discusses compiling the digital strategy in several steps: defining business objectives; creating a customer experience map and identifying pain points; listing external drivers and their effects; listing opportunities to innovate; establishing the current state of digital maturity; and defining the target state. The presentation also covers establishing a target customer experience map, target digital maturity model, and roadmap to guide the transformation with stakeholder agreement and executive sponsorship. The overall aim is to utilize digital technologies to continuously transform the business and gain competitive advantage.
This document discusses developing a strategic approach for IT functions within organizations. It outlines six value drivers that IT can focus on: cost-effectiveness, quality, responsiveness, aggregation, agility, and innovation. However, excelling at all six can be difficult and lead to incoherence. The document proposes analyzing strengths/weaknesses across the value drivers and understanding the organization's strategic imperatives. It describes five archetypal agendas for IT functions to adopt: value player, operator, technology leader, service broker, and capability builder. Adopting an agenda helps the IT function focus on providing the capabilities most important to the organization's strategy.
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.
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.
2. 2State of IT
751
250
752
502
Salesforce Research surveyed more than 2,200
global IT leaders and CIOs to discover:
• The evolving role of IT in business today
• How high-performing IT organizations are
mastering digital transformation
• Areas where IT teams are investing to lead
innovation in 2016 and beyond1
Throughout the report, data is examined relative
to performance to identify patterns for overall
success. We define high-performing teams as
those whose IT leaders rate their company’s
business performance as excellent or
above average and rate their company as
excellent compared to its competitors.
The terminology “app” or “application” is used to
define a digital (Internet-enabled) product, service,
or solution created by or for an enterprise.2
We
also define “tech practice” as the organizational
unit(s) within the company that are responsible
for delivering, supporting, and identifying business
solutions using technology/IT.
About This Report
1
Conducted at the end of 2015, this survey generated responses
from 2,255 global CIOs and IT leaders from the U.S., Canada,
Brazil, Australia, Japan, France, the U.K., and Germany. This report is
limited to companies who reported developing some or all enterprise
applications in-house. It does not include respondents who outsource
all development to service providers or partners. Due to rounding,
not all percentage totals in this report equal 100%. All comparison
calculations are made from total numbers (not rounded numbers).
2
An app may be accessed via a desktop or mobile interface, and is
either internally facing (to employees or partners) or externally facing
(to consumers).
4. 4State of IT 4
IT has come a long way since the days
of operating solely as a support arm
for the business. Today’s IT teams are
leaping to the forefront of company
strategy by leading innovation to stay
ahead of the digital era and evolving
customer expectations.
With new expectations comes a
fundamental change in the way
leadership views, structures, and
runs IT organizations. In this report,
we examine these shifts across three
key areas —business strategy, people,
and technology.
Strategy Under Siege: Digital Shakes Up Traditional IT
(see page 8)
IT leaders are reshaping how they operate. Successful IT teams must now
be proactive, aligned with customer needs, and on top of digital trends like
mobile. This shift is most visible in the rise of the chief digital officer, a position
that has emerged to address the need for a digitally driven, innovative, and
customer-focused leadership role in IT. Sixty percent of companies currently
employ a chief digital officer.
01
The Skills Gap Widens: IT Leaders Bank on Training and Tools
(see page 11)
As customer and employee expectations change, so do the necessary skills and
talents needed to exceed them. There is a widening skills gap between demand
and talent, compounded by changing budget needs. Four out of the top 10 pain
points that IT leaders face are related to the skills gap. Successful companies
are using training and better tools to bridge the divide.
02
Technology Shifts: The Cloud and Emerging Tech Lead the Way
(see page 15)
Training and tools are a part of the approach to closing the skills gap — the other
part is the technology itself. IT leaders are leveraging new tech solutions to manage
the backend while freeing up their teams to focus on innovation and delivering
business results. IT leaders across all performance levels list cloud migration
as their top priority.
03
Executive Summary The State of IT
5. 5State of IT
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.
of IT teams are currently
developing apps for
customers, partners, and employees.
App Development Scope Expands for IT Teams
App development is central to IT strategy. Here is the breakdown of apps currently being
developed, by type.
25%
42%
34%
Customer/commercial apps Partner-productivity apps
Employee-productivity apps
Introduction
Today’s IT: The Business of Innovation
79%
6. 6State of IT
While IT’s impact has grown well
beyond “keeping the lights on,” teams
still need to maintain core operations.
IT leaders are expected to deliver on
cutting-edge, customer-driven
applications on top of everyday
functions. Key business needs such
as worker productivity, data visibility,
and automating business processes
still top the charts as the building
blocks for growth.
Core IT Stays in Focus
IT leaders are expected to innovate on customer-facing apps while still delivering on typical
internal needs. Here we see the top outcomes that IT teams strive to achieve; centered around
solving core needs such as worker productivity, data visibility, and process automation.
“At the end of the day, Brown-Forman sells and markets spirits and wine. That’s what we do. If we can use our IT dollars to assist that work in any
way possible, rather than just keeping the lights on, we should continue to do so.” — Toby Lester, VP of Technology Architecture Innovation
55%increase worker
productivity
47%increase data visibility
across the business
42%automate business
processes
Introduction
Today’s IT: The Business of Innovation
IT LEADER perspective
7. 7State of IT
Digital Trends Redefine IT InvestmentsIT leaders are becoming more focused
on innovative, digitally driven tech and
the security that goes along with it.
The top three areas for increased
spending are mobile apps, cloud
migration, and cybersecurity/incident
response.
Despite IT’s shift to a strategic business
driver, budgets have not kept pace
with the demand. Across teams at
all performance levels, budget is
consistently cited as the number one
pain point.
Sixty-eight percent of IT teams report spending more on mobile apps, cloud migration, and
cybersecurity/incident response over the next two years. At the same time, 63% plan to
increase spend in customer-facing apps. Here are the top five investment areas.*
Introduction
Today’s IT: The Business of Innovation
Mobile applications
68%
Cybersecurity, incident response
68%
Cloud migration (storage, compute)
68%
Customer-facing apps
63%
Productivity applications
62%
Percentage Increasing Spend over the Next 2 Years
* This chart shows only the top five. For the complete list, see page 24.
8. 8State of IT
High performers Moderate performers Underperformers
Top IT Teams Embrace Digital and Tech Trends
High performers are 3.7x more likely than underperformers to say they are excellent or above
average at staying ahead of technology trends. They are also 4.2x more likely to say the same
about implementing digital transformation across their company.
The radical shift in the way IT operates
within a company — acting as innovation
leaders and digital experts — has forced
leadership to rethink their IT strategies.
The most successful IT teams are
pushing the envelope and planning
for customer-facing app development
as consumers grow to expect modern
and mobile technology.
Top teams in the digital age are not
afraid to take risks — they are actively
testing, adopting, and mastering
new technologies as they emerge.
Ability to stay ahead of
technology trends
95%
26%
70%
Ability to implement
digital transformation
across their company
91%
22%
75%
Ability to digitally
engage at scale
91%
19%
73%
High Performers vs.
Underperformers
Percentage Rating Their Ability as Excellent or above Average
3.7x
more likely to excel at
staying ahead of tech
trends
4.2x
more likely to excel at
implementing digital
transformation
4.8x
more likely to excel at
digitally engaging at
scale
Strategy Under Siege:
Digital Shakes Up Traditional IT01
9. 9State of IT
Moderate performers
Underperformers
High performersHigh performers
Underperformers
Moderate performers
10%
40%
60%
70%
30%
20%
50%
10%
40%
60%
70%
30%
20%
50%
Top Teams Double Down on Customer and Mobile App Spend
Customer needs and mobile access are becoming central to IT apps. Seventy-six percent of
high-performing IT teams report increasing spend in customer-facing and mobile apps.
The movement toward a more
customer-centric mindset in IT is
reflected in spending, particularly
among high performers. Top companies
are accelerating their plans to meet the
demands of mobile and connected
customers.
Nearly 90% of new apps launching
in the next 12–18 months will be
created with a mobile-first mindset.
Customer-Facing Applications Mobile Applications
High Performers vs. Underperformers High Performers vs. Underperformers
42%
76%
66%
54%
76%
71%
1.8x more likely to be increasing
spend in customer-facing apps 1.4x more likely to be increasing
spend in mobile apps
Strategy Under Siege:
Digital Shakes Up Traditional IT01
Percentage of IT Leaders Planning to Increase Spend over the Next 2 Years
10. 10State of IT
The Age of the Chief Digital Officer
Sixty percent of companies surveyed already employ a chief digital officer — a leadership role
that was scarcely heard of a decade ago.
A new emphasis on the customer and
digital trends brings the need for new
perspectives and skill sets. CIOs now
need to be visionaries for not just their
departments, but the company as a
whole. A recent role, the chief digital
officer (CDO), has become a must-have
in many organizations. CDOs usually
have a marketing background, consumer
knowledge, and a hyperfocus on digital
trends. The role has become more
prominent as employees and customers
alike expect consumer-friendly tech.
In fact, 60% of companies currently
employ a chief digital officer.
“Any company that doesn’t use technology to redefine themselves and keep up with the times is bound to go obsolete. One sign of that is the
growing blurring of the distinction between the CMO and the CIO. Any IT leader today has to be able to straddle that divide and be able to talk the
business language, and vice versa.” — Sineesh Keshav, VP of IT Application Development
60%of companies currently
employ a chief digital officer
Strategy Under Siege:
Digital Shakes Up Traditional IT01
IT LEADER perspective
11. 11State of IT
In order to stay ahead of digital
transformation and innovate as quickly
as possible, new skills are vital. There is a
widening gap between demand for new
types of apps and talent, made more
severe by growing budget demands.
Almost three-quarters of IT leaders
say talent/IT skills development and
training will be absolutely critical or very
important for their team in the next five
to eight years. However, four out of the
top 10 obstacles cited revolve around
the growing skills gap.
The Skills Gap Widens:
IT Leaders Bank on Training and Tools02
Budgetary constraints
Organizational alignment
Emerging tech/trends make it
difficult to keep skills current
Support of legacy systems
Security issues
Lack of skilled administrators
Lack of skilled developers
Upgrade management
Lack of resources for IT
skills development
Creating a connected
customer experience
IT Leaders Mind the Skills Gap
Four out of the top 10 pain points that IT leaders face are related to the skills gap. One-third of
IT teams struggle to keep skills current with emerging tech.*
43%
26%
33%
25%
40%
26%
32%
24%
31%
24%
* This chart shows only the top 10. For the complete list, see page 38.
Skills-gap related pain points Other top pain points
12. 12State of IT
The Race to Create Causes the Skills Gap to Widen
The top three areas where companies report a needed skills gap are data engineering, IT
security, and app development.
As companies race to keep up with
app demand and innovate on
advancing technologies, the need for
talent increases. More than half of IT
leaders are experiencing a skills gap
in data engineering, IT security, and
application development.
Application development
IT security
Data engineering
56%
51%
52%
“As we continue to grow fast, we need to drive efficiency, scalability, and sustainability. But as the saying goes, ‘The cobbler’s children have no shoes.’
Like many technology companies, however fast we recruit engineers, there is an endless backlog of customer- and production-facing projects that take
priority over developing new internal business applications. ... So after suffering this resourcing challenge for many years, we finally accepted that it would
never change — we needed an alternative approach.” — Paul Clarke, Director of Technology
The Skills Gap Widens:
IT Leaders Bank on Training and Tools02
Percentage Citing a Needed Skills Gap
IT LEADER perspective
13. 13State of IT
Top Performers Are Prioritizing Training and Development
Training and development have become a main focus as IT leaders work to close the skills gap.
Ninety-six percent of high performers invest in training for technical staff.
IT leaders understand the importance of
ramping up training and development as
they work to close the skills gap. Eighty
percent of IT leaders say their company’s
leadership cares about training and
development for technical staff — and
many are demonstrating that with
increased investments.
Top performers are raising the
stakes by ramping up their training
budgets. Meanwhile, only 55% of
underperformers are investing in
training and development.
of underperforming
teams say they aren’t
currently addressing the IT skills gap at all.
96%
90%
The Skills Gap Widens:
IT Leaders Bank on Training and Tools02
55%
High performers
Moderate performers
Underperformers
Percentage Investing in Training for Technical Staff
19%
14. 14State of IT
“When we first launched our cloud
strategy, we had a buzzword that said
‘SaaS first, cloud first,’ and I think
that actually scared a lot of people.
So we took a step back and tried a
little different approach to educate
people and show them how many of
their skills are very transportable to
a cloud environment. There’s a lot of
new cool stuff they can learn. We’ve
had lunch and learns, breakfast
workshops, and actually launched
some training called Cloud 101 to
teach what cloud was and what
cloud wasn’t. Today, NetApp IT as
an organization has truly embraced
the cloud.”
— Cynthia Stoddard, CIO SVP
Top Performers Feel Valued by Leadership
High performers are 4.3x more likely than underperformers to strongly agree that leadership places a
high value on the tech practice.
It’s important that leadership champions training and development for IT efforts to be
successful. Sixty-six percent of high performers strongly agree they feel valued by their
leadership, while only 15% of underperformers feel the same.
14The State of IT
Spotlight
Leadership Support Inspires Success
High Performers vs.
Underperformers
4.3xmore likely to strongly
agree leadership highly
values the tech practice
40%
60% 30%
20%
50%
10%
High performers
Moderate performers
Underperformers
66%
43%
15%
IT LEADER perspective
15. 15State of IT
Technology Shifts:
The Cloud and Emerging Tech Lead the Way03
Speed Wins the Race: Top Performers Develop Apps Faster
Seventy-two percent of high-performing companies can develop an app in three months or
less, while only 46% of underperformers can do the same. Here we see the difference in app
development time as divided by performance level.
IT teams need to move faster than ever
to propel their business into the digital
era. Training and development are only
part of the skills-gap story.
Embracing new technologies is an
equally important aspect of accelerating
innovation. The strengthening of the
cloud and emergence of rapid app
development platforms, for example, are
enabling successful IT teams to free up
talent for business transformation.
Underperformers
Moderate performers
High performers
72%
65%
46%
17%
21%
30%
12%
14%
24%
3 months or less 4–6 months 7+ months
16. 16State of IT
Complexity Grows as Integrations Multiply
Two-thirds of IT leaders say they are integrating with 11 or more systems. As the complexity of
integrations increase, cloud migration becomes a priority for tech practices.
While IT teams strive to increase their
pace, the proliferation of apps and
integrations can be a bump in the
road. Nearly one-third of IT leaders
say their tech practice supports
between 11 and 50 apps. Beyond that,
two-thirds of teams are integrating
with 11 or more systems.
As app development becomes more
rigorous and integrations become more
complex, companies are using the cloud
to support fast-paced development.
Nearly two-thirds (63%) of companies
who operate in the cloud can develop
an app in three months or less.
of those developing in
the cloud say they are
working primarily on projects that will
transform their business.
Technology Shifts:
The Cloud and Emerging Tech Lead the Way03
26%
1–10 integrations
36%
11–25 integrations
37%
More than
25 integrations
80%
17. 17State of IT
Cloud Migration Is the Top Priority for IT Leaders
IT leaders list cloud migration as their top priority. Seventy percent rated cloud migration as
absolutely critical or very important over the next five to eight years.
Since deploying in the cloud can relieve
large staffing needs — allowing for faster
innovation — companies are making
cloud migration a priority. Nearly
two-thirds of companies that operate
in the cloud rate their ability to
digitally scale as above average. Cloud
services allow companies to off-load
data management, operating system
development, and even design, so they
can produce higher quality apps as fast
as consumers expect them.
of cloud-enabled
companies say their
executive team is leading the business
in a digital transformation.
Rated Absolutely
Critical/Very Important
over the Next 5–8 Years
67%
44%
Big data/data warehousing
64%
37%Data localization, archival,
and retention
72%
46%Talent/IT skills development
and training
70%
47%
Cloud migration
69%
44%
Disaster recovery/high availability
60%
34%
Predictive analytics
58%
35%
Internet of Things (IoT)
69%
45%
Cloud access security brokers/tech
63%
39%
Software as a service (SaaS)
66%
43%
Mobile device management
Top Ranked Priorities over the Next 2 Years*
* This chart shows only the top 10. For the complete list, see page 35.
Technology Shifts:
The Cloud and Emerging Tech Lead the Way03
73%
18. 18State of IT
High Performers vs.
Underperformers
1.9xmore likely to trust
storing core infrastructure
data on a public cloud
40%
60%
30%
20%
50%
10%
Top Teams Rely on the Cloud
Top-performing IT leaders trust cloud services to bolster security while their teams focus on
innovating with engaging apps. Seventy-two percent of high performers trust storing core
infrastructure data on a public cloud, which is 1.9x more than underperformers.
Security is a key part of infrastructure
that IT teams once had to develop
and manage in-house. It’s difficult to
evolve security with the ever-changing
technology climate, especially as the
number of systems that need to be
integrated multiply.
As a result, IT leaders are looking for
solutions to innovate as quickly and
securely as possible. With the growth
of cloud services, IT teams can
now build on top of platforms or
infrastructure with established, secure
foundations, and plan for evolution as
technology changes.
Technology Shifts:
The Cloud and Emerging Tech Lead the Way03
37%
61%
72%
Percentage Who Trust Storing Core Infrastructure Data in the Cloud
Underperformers
High performers
Moderate performers
70%
19. 19State of IT
Use an Agile development
methodology
Use packaged commercial software
Use a component-driven
framework to quickly build apps
79%
96%
Use custom software with a
microservices architecture
85%
Emerging Tech Fuels Digital Innovation Strategy
Microservices (96%), component-driven framework (93%), and future-proof backward-
compatible dev methodology (91%) are the top three areas of IT growth across architectural
and development strategy.
Beyond the cloud, microservice
architecture and component-driven
frameworks are two top areas where IT
teams are investing to develop faster
and more securely. These emerging
technologies provide a foundation for
IT developers to build upon, removing
the burden of building from scratch and
freeing up their development time.
87%
93%
Apply future-proof backward-
compatible dev methodology
91%
Use continuous delivery/
continuous integration practice
Architectural Strategy
Development Strategy
Technology Shifts:
The Cloud and Emerging Tech Lead the Way03
Percentage of Anticipated Growth in Strategy Areas
20. 20State of IT
IT is evolving to meet the demands of the digital era by creating customer-facing and employee
apps that are easy to use, efficient, and mobile. Growing responsibilities and needs have caused a
widening skills gap. Successful companies are overcoming this gap with the cloud and emerging tech,
allowing them to innovate faster and without boundaries. Here’s how IT teams today can start shifting
in order to succeed tomorrow.
01 | Rethink Traditional Organizations
IT today is all about the business and the people
who drive it. This means new skills, new roles, and
new mindsets for your teams.
03 | Invest in Training and Development
The best way to beat the widening skills gap is with
education. Once your employees are empowered to
use cloud and emerging tech, innovation can follow.
05 | Embrace Emerging Tech
Technology is always in motion. Today, mobile and
cloud are impacting the business — tomorrow may
be something else. Successful IT teams stay ahead
of trends by being early tech adopters.
02 | Think Customer and Mobile-First
The shift to a people-first mindset means mobile-
first. Your customers are expecting intuitive apps
that work on their most convenient devices.
04 | Migrate to the Cloud
Consumer demands are growing faster than
even most experts can track. Relieve infrastructure
development and management with trusted cloud
services so your team can focus on innovation.
20The State of IT
Last Look
Innovation without Boundaries
21. 21State of IT
Appendix A: App Deployment
35%
65%
of tech practices use one
app deployment model.
of tech practices use a
hybrid approach that
includes any combination
of on-premises, private
cloud, and public cloud
services.
19%On-premises
9%Private cloud
6%Public cloud
One-quarter of tech practices use more than two app deployment models. Here we see the percentage of tech practices
using various deployment models.
Nearly two-thirds of all respondents (65%) use a hybrid approach. Here we see the percentage of companies using each app
deployment model (hybrid includes any combination of on-premises, private cloud, or public cloud) by performance level.
Cloud native (public or private) On-premises
High performers 72%
Moderate performers 68%
Underperformers 52%
Hybrid
12%
17%
18%
17%
16%
29%
22. 22State of IT
Appendix A: App Deployment
High performers are 1.9x more likely than underperformeres to deploy major releases at least once a month. Here we
see the frequency at which tech practices deploy major releases by performance level.
At least once a week
At least twice a year
Once or twice a month
At least once a year
At least every 2–3 months
Less than once a year
At least 4 times a year
Don’t know/unsure
High performers
39%
29%
18%
7%
29%
32%
18%
9%
8%
9%
26%
18%
10%
12%
8%
7%
10%
Moderate performers Underperformers
Companies using a hybrid approach to app deployment spend less time developing a new app than those who use
on-premises only. Here we see the the length of time it takes to develop an app by deployment model.
1–4 weeks 1–3 months 4+ months
Hybrid
Cloud native (public or private)
On-premises
32% 36%
31% 43%
32% 43%
26%
26%
32%
23. 23State of IT
Appendix B: IT Spend
Three-quarters of IT leaders plan to increase overall IT spend. Here we see how IT leaders plan to allocate budget over the
next two years.
Increase Stay the same Decrease
Total IT budget 75% 21% 4%
Security budget 73% 24% 3%
Total digital budget 72% 25% 4%
IT headcount 60% 35% 6%
24. 24State of IT
Appendix B: IT Spend
IT leaders plan to increase their spending the most for mobile applications, cloud migration, and cybersecurity/
incident response. Here we see how IT leaders will allocate budget over the next two years across all technologies and practices.
Increase Stay the same Decrease
Mobile applications 68% 28% 3%
Cloud migration 68% 28% 4%
Cybersecurity/incident response 68% 29% 3%
Customer-facing digital apps 63% 33% 4%
Productivity applications 62% 34% 4%
Software as a service (SaaS) 61% 36% 4%
Analytics platform/capabilities 57% 39% 4%
Agile app development and tools 56% 41% 3%
Disaster recovery/business continuity planning 56% 40% 5%
Core infrastructure design (IaaS) 55% 41% 4%
Upgrade/decommission legacy systems 55% 38% 7%
Platform as a service (PaaS) 54% 42% 5%
Compliance 53% 41% 5%
Mobile backend as a service (MBaaS) 53% 42% 5%
On-premises infrastructure 53% 39% 9%
Ecosystem integration/interoperability 50% 45% 5%
App rationalization/footprint reduction 49% 45% 6%
25. 25State of IT
Appendix B: IT Spend
Moderate performers Underperformers
Cloud migration 78%
Mobile applications
Customer-facing digital apps
Cybersecurity, incident response
Productivity applications
Software as a service (SaaS)
Analytics platform/capabilities
Disaster recovery/biz continuity planning
Core infrastructure design (IaaS)
Agile app development and tools
On-premise infrastructure
Mobile backend as a service (MBaaS)
Upgrade/decommission legacy systems
Ecosystem integration/interoperability
Platform as a service (PaaS)
App rationalization/footprint reduction
Compliance
High performers are 2.1x more likely than underperformers to increase their spending on platform as a service (PaaS)
and mobile backend as a service (MBaaS). Here we see how IT leaders plan to increase their spending over the next two
years across technologies and practices.
70% 53%
76% 71% 54%
76% 66% 42%
76% 70% 54%
75% 66% 41%
74% 63% 41%
73% 59% 36%
72% 57% 37%
71% 58% 32%
70% 59% 35%
69% 58% 26%
68% 55% 33%
68% 57% 36%
67% 52% 25%
67% 56% 33%
66% 50% 28%
65% 55% 39%
High performers
1.5x
1.4x
1.8x
1.4x
1.9x
1.8x
2.0x
2.0x
2.2x
2.0x
2.7x
2.1x
1.9x
2.7x
2.1x
2.4x
1.7x
High performers vs.
underperformers
Percentage of IT Leaders Planning to Increase Their Spending over the Next 2 Years
26. 26State of IT
Appendix C: Tech Leadership’s View of IT
High performers say senior leadership is committed to the tech practice. Here we see those who strongly agree or agree
with various statements about the role of senior leadership.
High performers
Moderate performers
Underperformers
Places a high value on the tech practice
Cares about training and development for technical staff
Is leading the business in digital transformation
Encourages innovative ideas and feedback from team members
Views the tech practice as a strategic partner
Communicates a shared sense of purpose
Uses monitoring tools/analytics to make strategic business decisions
Does a good job of tying strategic business objectives to dev work
Has a deep understanding of the tech practice’s business value
Actively engages business stakeholders to stay close to the business
Cares about the team’s work-life balance
Aligns tech metrics with organizational goals
Supports experimentation and failure to improve the tech practice
Has a talent development/pipeline strategy
Is reinventing the business for next-gen digital
Percentage Who Strongly Agree or Agree with the Following Statements about their Leadership
75%
91%
88%
96%
92%
61%
94%
85%
57%
90%
81%
47%
81%
56%
91%
81%
55%
80%
57%
89%
79%
52%
90%
80%
48%
89%
79%
51%
87%
77%
50%
88%
76%
52%
86%
77%
45%
86%
49%
87%
75%
41%
87%
74%
41%
89%
74%
43%
Are recognized as experts in the tech practice
27. 27State of IT
Appendix C: Tech Leadership’s View of IT
High performers are 2.4x more likely than underperformers to drive process improvements by limiting work in process.
Here we see the percentage who strongly agree or agree with the following statements about the tech practice by performance level.
High performers
Moderate performers
Underperformers
Manages smaller, more frequent deployments
Primarily works on projects that will transform the business
94%
86%
49%
Helps the business better connect with customers
92%
82%
56%
Primarily works on projects that will sustain the business
91%
82%
71%
Understands how work ties into company’s business strategy
91%
82%
60%
Allocates budget/resources toward connected products
91%
77%
46%
Leverages reusable components/building blocks to create efficiency
90%
77%
53%
Automates deployment steps, where possible
90%
79%
49%
Aligns projects with company business strategy
90%
81%
55%
Continuously integrates/finds ways to improve tech practice
90%
80%
51%
Drives process improvement by limiting work in process (WIP)
88%
72%
36%
Implements version control in production environment
88%
80%
58%
Regularly reviews metrics and takes action to improve
87%
77%
50%
86%
74%
56%
Creates common build mechanisms across all environments
86%
75%
42%
Uses automated code testing
85%
71%
44%
Uses a standard code configuration management tool
85%
77%
52%
Uses visual displays to monitor quality, productivity, work status
85%
75%
50%
Uses automated testing across all environments (dev, test, prod)
84%
72%
41%
Percentage Who Strongly Agree or Agree with the Following Statements
28. 28State of IT
Make innovation a
business differentiator
Increase data visibility
across the business
Automate business
processes
Appendix D: Tech Practice’s View of IT
Tech practices are looking to increase worker productivity and data visibility across the business. Here we see which
outcomes are top of mind for the tech practice.
High performers Moderate performers Underperformers
Increase worker productivity 55% 52% 56% 58%
Increase data visibility across the business 47% 50% 49% 40%
Automate business processes 42% 42% 43% 42%
Innovation as a business differentiator 40% 45% 42% 31%
Drive mobile adoption and productivity 39% 44% 40% 32%
Leverage emerging technologies 36% 41% 37% 28%
Provide a single view of customer data 36% 38% 36% 32%
Innovation as an industry disruptor 26% 36% 27% 15%
1 2
High performers
Increase data visibility
across the business
Moderate performers
Increase data visibility
across the business
Underperformers
Automate business
processes
Increase worker
productivity
Increase worker
productivity
Increase worker
productivity
Increasing worker productivity is a top business outcome across all performance levels. Here we see the top three
outcomes by performance level.
3
29. 29State of IT
Appendix D: Tech Practice’s View of IT
IT leaders are investing in emerging tech to support rapid app development and innovation. Here are the top areas of IT
growth across architectural strategy, development strategy, and development tools.
High performers Moderate performers Underperformers
Use custom software with a microservices architecture
57%
44%
24%
Use continuous delivery/continuous integration practice
63%
49%
34%
Check code changes into a source control trunk every day
61%
50%
31%
Use a component-driven framework to quickly build apps
56%
49%
28%
Use packaged commercial software
57%
49%
35%
Test most code without a complex, integrated environment
57%
49%
31%
Apply future-proof backward-compatible dev methodology
60%
48%
29%
Deploy apps independent of apps/services it relies on
61%
48%
28%
Use an Agile development methodology
59%
46%
31%
Use a browser-based IDE for development
55%
43%
28%
Architectural Strategy
Development Strategy
Development Tools
Percentage of Anticipated Growth
30. 30State of IT
Appendix D: Tech Practice’s View of IT
High performers are 3.7x more likely than underperformers to rate their speed of development as excellent or above
average. Here we see the percentage of IT leaders who view their team’s performance as excellent or above average.
Speed of development
85%
67%
23%
3.7x
High performers vs.
underperformers
Improving the user experience (UX)
88%
72%
25%
3.5x
Improving the employee experience
88%
74%
27%
3.3x
Overall team performance
92%
82%
34%
2.7x
29%
Innovating
92%
75% 3.2x
Scalability
89%
70%
28%
3.2x
Continuous integration/continuous deployment
87%
73%
29%
3.1x
Keeping the lights on (KTLO)
88%
70%
38%
2.3x
Security
89%
75%
36%
2.4x
High performers Moderate performers Underperformers
Percentage Rating Their Team Performance as Excellent or above Average
31. 31State of IT
Appendix D: Tech Practice’s View of IT
Tech practices using a cloud native or hybrid deployment model are more likely to rate team performance higher
than those using on-premises only solutions. Here we see the percentage of IT leaders who view their team’s performance as
excellent or above average by app deployment model.
Hybrid Cloud native (public or private) On-premises
Speed of development
66%
51%
50%
Security
74%
63%
58%
Improving the user experience (UX)
71%
57%
49%
Improving the employee experience
72%
59%
51%
Overall team performance
78%
66%
61%
Innovating
74%
60%
54%
Scalability
71%
54%
50%
Continuous integration/continuous deployment
72%
56%
49%
Keeping the lights on (KTLO)
72%
57%
56%
Percentage Rating Their Team Performance as Excellent or above Average
32. 32State of IT
Forty-six percent of IT leaders rank closing the gap in skills development and training as a top priority. Here we see the
top three areas where companies are experiencing a critical IT skills gap.
Nineteen percent of underperformers are not currently addressing the IT skills gap. Here we see ways IT leaders are
addressing the IT skills gap by performance level.
Appendix E: IT Skills Gap and Training
Training existing IT staff in areas where skills are lacking
Training business users on apps
Hiring new IT staff with desired skills
Bringing in contractors that possess required skills
Outsourcing projects to third-party development vendors
High performers
Moderate performers
Underperformers
72%
67%
50%
53%
52%
27%
45%
42%
32%
40%
36%
31%
37%
35%
27%
IT security Release engineering Legacy support
Data engineering Application development Dev/software engineering
IT security Application development System engineering
High performers
Moderate performers
Underperformers
1 2 3
Percentage of IT Leaders Addressing the Skills Gap in Various Ways
33. 33State of IT
Companies using on-premises only app deployment lag behind in their technology and personnel investments.
Here we see the amount of IT training dollars spent by app deployment model.
Appendix E: IT Skills Gap and Training
IT executive/management
On-premisesCloud
native
Hybrid
3%
11%
22%
28%
22%
14%
7%
20%
22%
28%
14%
9%
14%
20%
25%
22%
10%
9%
IT
employees
On-premisesCloud
native
Hybrid
2%
11%
26%
29%
19%
13%
6%
19%
25%
24%
16%
10%
13%
21%
24%
24%
10%
9%
On-premises
Business
unit leads
Cloud
native
Hybrid
6%
11%
26%
29%
19%
10%
15%
15%
24%
27%
11%
9%
24%
18%
24%
20%
9%
6%
Business user
app training
On-premisesCloud
native
Hybrid
5%
15%
26%
29%
16%
10%
13%
19%
25%
25%
10%
8%
22%
22%
23%
19%
8%
6%
$5,001 to $15,000
$1 to $500
$0
More than $15,000
$501 to $1,000
$1,001 to $5,000
34. 34State of IT
Eighty percent of IT leaders believe their company’s leadership cares about training and development
of their technical staff. Here we see the percentage who strongly agree or agree that their tech practice receives
training and opportunities.
Invests in ongoing training and dev for tech staff 82%
Invests in the right resources, tools, and tech to support next-gen app dev 78%
Empowers business users to solve problems using tech tools 77%
Provides employees time to pursue dev opportunities 75%
Has a dedicated training budget 75%
Has budget allocated to special projects or new app dev 74%
Meets regularly to share best practices 74%
Has the right tools and tech to build next-gen apps 72%
Has the right skill set to keep in front of emerging trends 72%
Attends industry conferences/workshops and shares learnings 71%
Has a formal process in place to proactively identify IT skills gaps 71%
Uses independent forums and search engines to find help 70%
Sends speakers to conferences as subject-matter experts 63%
Hosts/attends hackathons to work on new ideas and innovate 62%
Appendix E: IT Skills Gap and Training
Percentage Who Strongly Agree or Agree with the Following Statements about Their Tech Practice
35. 35State of IT
High performers are nearly 3x more likely than underperformers to send speakers to conferences as subject-matter experts. Here we
see the percentage who strongly agree or agree that their tech practice receives tech training and opportunities by performance level.
Appendix E: IT Skills Gap and Training
96%
90%
55%
93%
83%
53%
90%
77%
45%
93%
81%
51%
91%
79%
52%
91%
80%
50%
90%
79%
48%
89%
79%
48%
88%
78%
44%
86%
67%
30%
88%
76%
45%
89%
76%
43%
86%
73%
46%
83%
65%
33%
Invests in ongoing training and dev for tech staff
Invests in the right resources, tools, and tech to support next gen app dev
Empowers business users to solve problems using tech tools
Provides employees time to pursue dev opportunities
Has a dedicated training budget
Has budget allocated to special projects or new app dev
Meets regularly to share best practices
Has the right tools and tech to build next-gen apps
Has the right skill set to keep in front of emerging trends
Attends industry conferences/workshops and shares learnings
Has a formal process in place to proactively identify IT skills gaps
Uses independent forums and search engines to find help
Sends speakers to conferences as subject-matter experts
Hosts/attends hackathons to work on new ideas and innovate
1.7x
High performers vs.
underperformers
1.8x
1.8x
1.8x
1.8x
1.9x
1.8x
2.0x
2.0x
1.9x
2.0x
1.9x
2.9x
2.5x
High performers Moderate performers Underperformers
Percentage Who Strongly Agree or Agree with the Following Statements about Their Tech Practice
36. 36State of IT
Talent and IT skills development and training is a top priority, critical to IT’s future success. Here we see top-ranked
priorities over the next two years, as well as the percentage of IT leaders that view each priority as absolutely critical or very
important over the next five to eight years.
Appendix F: Priorities/Importance
Cloud migration 47% 70%
Talent/IT skills development and training 46% 72%
Cloud access security brokers/tech 45% 69%
Big data/data warehousing 44% 67%
Disaster recovery/high availability 44% 69%
Mobile device management 43% 66%
Software as a service (SaaS) 39% 63%
Data localization, archival, and retention 37% 64%
Internet of Things (IoT) 35% 58%
Predictive analytics 34% 60%
Mobile platform as a service (PaaS) 29% 55%
API management 29% 55%
Component-driven architecture 26% 53%
Microservices architecture 25% 51%
Containers 19% 42%
Rated Absolutely Critical
or Very Important over
the next 5–8 YearsTop-Ranked Priorities over the Next 2 Years
37. 37State of IT
Talent and IT skills development and training, as well as disaster recovery and high availability, are critical IT priorities
in the near future. Here we see the current priorities ranked against their overall importance in the next five to eight years.
Appendix F: Priorities/ImportanceRatetechnologyorITpracticeas
absolutelycriticalorveryimportantin5–8years
Cloud migration
Talent/IT skills development and training
Cloud access security brokers/tech
Big data/data warehousing
Disaster recovery/high availability
Mobile device management
Software as a service (SaaS)
Data localization, archival, and retention
Internet of Things (IoT)
Predictive analytics
Mobile PaaS
API management
Component-driven architecture
Microservices architecture
Containers
Rate technology or IT practice
as a high priority over the next 2 years
38. 38State of IT
Budgetary constraints and security issues are obstacles across all tech practices regardless of performance level. Here we
see the most pressing pain points ranked for the tech practice.
Appendix G: Pain Points
Budgetary constraints
Security issues
Emerging tech and trends make it hard to keep skills current
Lack of skilled developers
Lack of resources for IT skills dev
Organizational alignment
Lack of skilled administrators
Support of legacy systems
Upgrade management
Creating a connected customer experience
Compliance issues
Too much time maintaining infrastructure
Scalability of apps
Too many platforms to support
Analyzing app data in real time
Lack IT infrastructure to support needs
Influx of new streams and types of data
Enterprise back-end database integration
No formal app strategy
Inefficient deployments due to process overhead
43%
40%
33%
32%
31%
26%
26%
25%
24%
24%
23%
23%
21%
20%
20%
20%
19%
16%
16%
15%
Most Pressing Pain Points for the Tech Practice