This document discusses how the CIO can contribute to other executives in the organization. It notes that IT budgets and decision making are increasingly being controlled by other departments rather than just the CIO. The CIO needs to adapt IT to meet new demands around digital transformation, customer experience, and using new technologies. This includes understanding what other executives like the CMO and CCO need from IT to engage customers through new channels and analytics. The role of the CIO is changing from just maintaining infrastructure to helping digitally transform the organization.
Galit fein mobile and social media presentation full version v5Galit Fein
1) The document discusses trends in mobile technology and applications from 2011-2012, including the rise of smartphones, tablets, and mobile apps.
2) It notes that IT departments are struggling to keep up with the fast pace of mobile technology and need to be more responsive to customer demands.
3) The document explores issues like selecting mobile devices, developing custom mobile apps, and managing mobile content and security.
The document provides an overview of mobile payments market trends in 2012. It discusses the growth of mobile devices and users, and the transition to mobile-based payments and digital wallets. Several companies like Google, Apple, and startups are working on mobile wallet solutions, but issues around standards, infrastructure, and control still need to be resolved for widespread adoption. Security is also a key concern for mobile payments.
Galit fein office of the cio presentation full version v5Galit Fein
The document summarizes a presentation on IT trends in 2012. It discusses the evolution of IT departments and organizations over time from the 1980s to present. It covers topics such as the increasing role of CIOs, adoption of agile methods, consumerization of IT, need for cost transparency and chargebacks, and the importance of IT as a business partner rather than just an overhead cost. Key trends discussed include analytics, mobility, cloud computing, and social media. The presentation provides recommendations for implementing lean IT principles and chargebacks to better meet business needs.
The document discusses market trends in mobility in 2012, including the dominance of Android and iOS in the smartphone market, a decline in PC sales, and the growing importance of mobile applications and location-based services enabled by always-connected multi-device users.
This document discusses the Internet of Things (IoT) and how it relates to cloud computing. It begins with an overview of the IoT, noting that while there are currently billions of connected devices, this only represents a small fraction of all devices and things that could potentially be connected. It then discusses how IoT enables new customer experiences and business scenarios. The document outlines different approaches organizations can take to implementing IoT projects, including building solutions themselves or using IoT platforms. It provides examples of Israeli IoT solutions currently available and recommends that organizations get started with IoT projects while being aware that technologies are still evolving. The key point is that IoT drives the need for cloud computing to manage the large amount of data generated.
Digital transformations have forced organizations to adopt an adaptive approach. Adaptive organizational structures, real-time data management, and applications have evolved from more static past approaches. The document discusses the need for composable organizational applications that can quickly adapt compared to older static applications. It proposes adopting an adaptive IT approach using personalized business capabilities and a center office model to deliver business outcomes and value with the customer at the heart.
This document provides an overview of various digital technologies and platforms used in Israel, including their positioning in the Israeli market and representative partners and integrators. It covers areas such as marketing automation platforms, digital experience consultants, voice of customer tools, customer data platforms, digital marketing platforms, web content management tools, e-commerce packages, and CRM packages. For each area, it lists relevant companies and products and the Israeli representatives and implementation partners that work with each solution.
The document discusses various cybersecurity threats and solutions. It describes advanced persistent threats (APT) like APT1, which has conducted cyber espionage against over 140 organizations globally over many years. It also discusses threats like zero-day attacks, blackhole hacking-as-a-service exploits, and distributed denial-of-service attacks. The document recommends cybersecurity solutions like cyber intelligence, honeypots, network monitoring, and behavior analysis to help detect and prevent these sophisticated cyber attacks.
Galit fein mobile and social media presentation full version v5Galit Fein
1) The document discusses trends in mobile technology and applications from 2011-2012, including the rise of smartphones, tablets, and mobile apps.
2) It notes that IT departments are struggling to keep up with the fast pace of mobile technology and need to be more responsive to customer demands.
3) The document explores issues like selecting mobile devices, developing custom mobile apps, and managing mobile content and security.
The document provides an overview of mobile payments market trends in 2012. It discusses the growth of mobile devices and users, and the transition to mobile-based payments and digital wallets. Several companies like Google, Apple, and startups are working on mobile wallet solutions, but issues around standards, infrastructure, and control still need to be resolved for widespread adoption. Security is also a key concern for mobile payments.
Galit fein office of the cio presentation full version v5Galit Fein
The document summarizes a presentation on IT trends in 2012. It discusses the evolution of IT departments and organizations over time from the 1980s to present. It covers topics such as the increasing role of CIOs, adoption of agile methods, consumerization of IT, need for cost transparency and chargebacks, and the importance of IT as a business partner rather than just an overhead cost. Key trends discussed include analytics, mobility, cloud computing, and social media. The presentation provides recommendations for implementing lean IT principles and chargebacks to better meet business needs.
The document discusses market trends in mobility in 2012, including the dominance of Android and iOS in the smartphone market, a decline in PC sales, and the growing importance of mobile applications and location-based services enabled by always-connected multi-device users.
This document discusses the Internet of Things (IoT) and how it relates to cloud computing. It begins with an overview of the IoT, noting that while there are currently billions of connected devices, this only represents a small fraction of all devices and things that could potentially be connected. It then discusses how IoT enables new customer experiences and business scenarios. The document outlines different approaches organizations can take to implementing IoT projects, including building solutions themselves or using IoT platforms. It provides examples of Israeli IoT solutions currently available and recommends that organizations get started with IoT projects while being aware that technologies are still evolving. The key point is that IoT drives the need for cloud computing to manage the large amount of data generated.
Digital transformations have forced organizations to adopt an adaptive approach. Adaptive organizational structures, real-time data management, and applications have evolved from more static past approaches. The document discusses the need for composable organizational applications that can quickly adapt compared to older static applications. It proposes adopting an adaptive IT approach using personalized business capabilities and a center office model to deliver business outcomes and value with the customer at the heart.
This document provides an overview of various digital technologies and platforms used in Israel, including their positioning in the Israeli market and representative partners and integrators. It covers areas such as marketing automation platforms, digital experience consultants, voice of customer tools, customer data platforms, digital marketing platforms, web content management tools, e-commerce packages, and CRM packages. For each area, it lists relevant companies and products and the Israeli representatives and implementation partners that work with each solution.
The document discusses various cybersecurity threats and solutions. It describes advanced persistent threats (APT) like APT1, which has conducted cyber espionage against over 140 organizations globally over many years. It also discusses threats like zero-day attacks, blackhole hacking-as-a-service exploits, and distributed denial-of-service attacks. The document recommends cybersecurity solutions like cyber intelligence, honeypots, network monitoring, and behavior analysis to help detect and prevent these sophisticated cyber attacks.
This document discusses technology risk management. It covers topics like IT governance, balancing investments between maintaining existing systems and innovating new capabilities, and the evolution of the CIO role. It also addresses risks related to new technologies, compliance with increasing regulations, and the importance of managing technology risks as businesses become more reliant on technology. Diagrams showcase frameworks for assessing risks and balancing IT portfolios. The document emphasizes that managing technology risks has become a business priority.
The document discusses cloud security and risk management. It begins with an introduction to cloud security concepts, including the relationship between cloud service providers and customers and how responsibilities are shared. Key areas of cloud security covered include data classification tools to help classify data stored in the cloud, risk management dashboards to monitor risk levels, and Cloud Access Security Brokers (CASBs) that can enforce security policies for cloud applications and data. The presentation concludes with a discussion of topics like defining core data, demonstrating effective risk management and compliance for cloud environments, and the potential benefits of CASBs for the Israeli market.
This document provides an overview of various digital technologies and platforms used in Israel, including their positioning in the Israeli market and representative partners and integrators. It covers areas such as marketing automation platforms, digital experience consultants, voice of customer tools, customer data platforms, digital marketing platforms, web content management tools, e-commerce packages, and CRM packages. For each area, it lists relevant companies and products and the Israeli representatives and implementation partners that work with each solution.
RPA is growing rapidly, with the market expected to increase 57% over the next year. UiPath's chief evangelist Guy Kirkwood outlines six predictions for 2019: 1) Attended robots that work with humans will surpass unattended robots, flipping the ratio from 30:70 to 70:30. 2) RPA adoption in the public sector will "explode" to do more with less and increase citizen services. 3) Business cases will focus on improved employee engagement rather than headcount reductions. 4) Outsourcing will decline drastically as organizations automate internally. 5) AI adoption will slowly enter the mainstream within 12-18 months. 6) Analyst growth projections will continue to underestimate the actual growth
Enterprise Applications, Analytics and Knowledge Products Positionings in Isr...Einat Shimoni
STKI's analysis of the Israeli Market: players and positionings in Enterprise Applications, Marketing Technologies, BI & Analytics, Knowledge Management, Web & eCommerce.
Addressing Information Gridlock Achieves Real Business BenefitsGarrett King
Understand the business benefits of information mobility and the current state of information mobility across organizations; learn what sets the most information-mobility mature organizations apart from their competitors, and discover why you - if you aren't already - should be working toward this for your organization.
Jane Zhang covered 5 cutting-edge technology trends to watch out for in 2014, 5 more practical trends and how they affect the nonprofit sector, and practical tips on how to get your nonprofit prepared.
Show slides cio summit monaco vernon turnerbibhuashish
This document discusses digital transformation and the future IT landscape. It notes that by 2020, technologies like artificial intelligence, big data analytics, mobile devices, and industry clouds will fuel transformed customer experiences. Most organizations have only begun their digital transformation journey, and IT budgets are constrained by existing infrastructure costs, so business innovation funding will come more from line-of-business budgets. Accelerating transformation will require IT to deliver technology how the business wants, cultivate new skills, and move outside its comfort zone into new areas like creating IT-enabled products. A skills gap is emerging, with some roles like data science becoming more difficult to hire for. Innovation is also expected in unexpected areas driven by new technologies.
This document discusses trends in cloud computing and Israel's cloud computing industry. It defines cloud computing and its three main types: infrastructure as a service (IaaS), platform as a service (PaaS), and software as a service (SaaS). While still evolving, cloud computing has become a major trend, driven by cost savings. The document outlines security, diversifying SaaS applications, and hybrid cloud models as important trends. It also provides an overview of Israel's cloud computing industry and major companies in areas like security and SaaS.
The Future of Work: Social and Mobile Technologies That MatterCharlene Li
Webinar by Charlene Li on June 8, 2012. Audio recording and slides also available at http://learn.gotomeeting.com/060812-NA-G2MC-WBR-SM?ID=70150000000YDip
Sponsored by GoToMee
The document discusses the importance of collaboration between IT and business for successful digital transformation. It provides Starbucks as an example where the CIO, Stephen Gillett, collaborated closely with the CMO to set up a digital innovation unit called Digital Ventures. This unit fused IT and marketing expertise and delivered innovations like a mobile payments program that helped drive Starbucks' growth. The document emphasizes that digital masters like Starbucks have a shared understanding between IT and business of how digital technologies can increase productivity and competitiveness.
The document discusses disruptive technologies and trends impacting Israeli CIOs in 2006 according to interviews and surveys conducted by the author. Some key points include:
1) Most CIOs saw increases in their 2006 budgets compared to 2005 and report directly to the CEO. Outsourcing and temporary staffing were common.
2) Emerging technologies of interest included SOA, enterprise architecture, analytics, and open source software. CIOs wanted skills in these areas.
3) Survey results found that asset management, business process mapping, and integrating systems were priorities to improve operations and decision making. This creates opportunities for vendors in these areas.
“How social technologies are changing business” for AccenturePolle de Maagt
“How social technologies are changing business”
Haha. What a joke for a title.
Let’s just say: back to basics, how to build upon the things you’re already doing.
4 fundamental shifts you need to succeed in digitalMarcel Santilli
Learn more: https://insights.hpe.com
Although digital has changed everything, the mindset for succeeding has not. So what’s the first shift in your digital transformation?
You can lead fundamental shifts in processes, people and technology. Here are the four action items on which enterprises should focus.
The Forrester Wave of Self Service BI PlatformsMILL5
The document provides an evaluation of self-service business intelligence platforms. It identifies IBM, Microsoft, SAP, SAS, Tibco Software, and MicroStrategy as leaders due to the breadth of their self-service BI functionality. Information Builders, Tableau Software, Actuate, Oracle, QlikTech, and Panorama Software were also strong performers offering solid functionality. The evaluation was based on assessing the vendors' current offerings, strategies, and market presence against 31 criteria like automation, collaboration, data virtualization and more.
Named winner of Digital Workplace of the Year award in 2018 by DWG in partnership with SMG/CMSWire, Liberty Mutual is an example of one of the most well-executed, high-performing digital workplace environments. This workshop will look at the journey to build an Intelligent Workplace platform exploring the productivity burdens employees face, use of digital assistants and chatbots and the importance of enhancing the employee experience.
How Big Data can drive innovative technologies and new approaches in large or...Nick Brown
AstraZeneca is exploring how big data and new technologies can drive innovation. They have established technology incubation labs in San Francisco, Cambridge, and Shanghai to tap into emerging technologies. The company has implemented an enterprise search platform powered by Sinequa to search over 180 million documents. This search engine underlies applications like an approvals mobile app and tools for finding experts within the company. AstraZeneca continues to enhance usability and test new approaches like predictive modeling and in-video search capabilities.
STKI is an Israeli market research and strategic analyst firm covering the IT industry. It has over 25 years of experience conducting interviews with IT organizations and suppliers. STKI uses an equilibrium model to determine the size of Israel's IT market, accounting for expenditures from users and revenues reported by vendors. The document provides details on STKI's methodology and services offered to help clients make strategic decisions regarding their IT investments.
The document discusses trends in information technology from 2007 to the present and future. It describes how computing advanced through integrated circuits and Moore's law, enabling communication technologies like the internet and mobile. Recent cost reductions in data storage are driving big data, cloud computing, blockchain, artificial intelligence, and virtual reality. The presentation argues that organizations must embrace digital disruption and innovation to gain competitive advantages, such as adopting platform business models and focusing on customer-centric experiences. Future technologies like blockchain may create new trust architectures as well.
This document discusses technology risk management. It covers topics like IT governance, balancing investments between maintaining existing systems and innovating new capabilities, and the evolution of the CIO role. It also addresses risks related to new technologies, compliance with increasing regulations, and the importance of managing technology risks as businesses become more reliant on technology. Diagrams showcase frameworks for assessing risks and balancing IT portfolios. The document emphasizes that managing technology risks has become a business priority.
The document discusses cloud security and risk management. It begins with an introduction to cloud security concepts, including the relationship between cloud service providers and customers and how responsibilities are shared. Key areas of cloud security covered include data classification tools to help classify data stored in the cloud, risk management dashboards to monitor risk levels, and Cloud Access Security Brokers (CASBs) that can enforce security policies for cloud applications and data. The presentation concludes with a discussion of topics like defining core data, demonstrating effective risk management and compliance for cloud environments, and the potential benefits of CASBs for the Israeli market.
This document provides an overview of various digital technologies and platforms used in Israel, including their positioning in the Israeli market and representative partners and integrators. It covers areas such as marketing automation platforms, digital experience consultants, voice of customer tools, customer data platforms, digital marketing platforms, web content management tools, e-commerce packages, and CRM packages. For each area, it lists relevant companies and products and the Israeli representatives and implementation partners that work with each solution.
RPA is growing rapidly, with the market expected to increase 57% over the next year. UiPath's chief evangelist Guy Kirkwood outlines six predictions for 2019: 1) Attended robots that work with humans will surpass unattended robots, flipping the ratio from 30:70 to 70:30. 2) RPA adoption in the public sector will "explode" to do more with less and increase citizen services. 3) Business cases will focus on improved employee engagement rather than headcount reductions. 4) Outsourcing will decline drastically as organizations automate internally. 5) AI adoption will slowly enter the mainstream within 12-18 months. 6) Analyst growth projections will continue to underestimate the actual growth
Enterprise Applications, Analytics and Knowledge Products Positionings in Isr...Einat Shimoni
STKI's analysis of the Israeli Market: players and positionings in Enterprise Applications, Marketing Technologies, BI & Analytics, Knowledge Management, Web & eCommerce.
Addressing Information Gridlock Achieves Real Business BenefitsGarrett King
Understand the business benefits of information mobility and the current state of information mobility across organizations; learn what sets the most information-mobility mature organizations apart from their competitors, and discover why you - if you aren't already - should be working toward this for your organization.
Jane Zhang covered 5 cutting-edge technology trends to watch out for in 2014, 5 more practical trends and how they affect the nonprofit sector, and practical tips on how to get your nonprofit prepared.
Show slides cio summit monaco vernon turnerbibhuashish
This document discusses digital transformation and the future IT landscape. It notes that by 2020, technologies like artificial intelligence, big data analytics, mobile devices, and industry clouds will fuel transformed customer experiences. Most organizations have only begun their digital transformation journey, and IT budgets are constrained by existing infrastructure costs, so business innovation funding will come more from line-of-business budgets. Accelerating transformation will require IT to deliver technology how the business wants, cultivate new skills, and move outside its comfort zone into new areas like creating IT-enabled products. A skills gap is emerging, with some roles like data science becoming more difficult to hire for. Innovation is also expected in unexpected areas driven by new technologies.
This document discusses trends in cloud computing and Israel's cloud computing industry. It defines cloud computing and its three main types: infrastructure as a service (IaaS), platform as a service (PaaS), and software as a service (SaaS). While still evolving, cloud computing has become a major trend, driven by cost savings. The document outlines security, diversifying SaaS applications, and hybrid cloud models as important trends. It also provides an overview of Israel's cloud computing industry and major companies in areas like security and SaaS.
The Future of Work: Social and Mobile Technologies That MatterCharlene Li
Webinar by Charlene Li on June 8, 2012. Audio recording and slides also available at http://learn.gotomeeting.com/060812-NA-G2MC-WBR-SM?ID=70150000000YDip
Sponsored by GoToMee
The document discusses the importance of collaboration between IT and business for successful digital transformation. It provides Starbucks as an example where the CIO, Stephen Gillett, collaborated closely with the CMO to set up a digital innovation unit called Digital Ventures. This unit fused IT and marketing expertise and delivered innovations like a mobile payments program that helped drive Starbucks' growth. The document emphasizes that digital masters like Starbucks have a shared understanding between IT and business of how digital technologies can increase productivity and competitiveness.
The document discusses disruptive technologies and trends impacting Israeli CIOs in 2006 according to interviews and surveys conducted by the author. Some key points include:
1) Most CIOs saw increases in their 2006 budgets compared to 2005 and report directly to the CEO. Outsourcing and temporary staffing were common.
2) Emerging technologies of interest included SOA, enterprise architecture, analytics, and open source software. CIOs wanted skills in these areas.
3) Survey results found that asset management, business process mapping, and integrating systems were priorities to improve operations and decision making. This creates opportunities for vendors in these areas.
“How social technologies are changing business” for AccenturePolle de Maagt
“How social technologies are changing business”
Haha. What a joke for a title.
Let’s just say: back to basics, how to build upon the things you’re already doing.
4 fundamental shifts you need to succeed in digitalMarcel Santilli
Learn more: https://insights.hpe.com
Although digital has changed everything, the mindset for succeeding has not. So what’s the first shift in your digital transformation?
You can lead fundamental shifts in processes, people and technology. Here are the four action items on which enterprises should focus.
The Forrester Wave of Self Service BI PlatformsMILL5
The document provides an evaluation of self-service business intelligence platforms. It identifies IBM, Microsoft, SAP, SAS, Tibco Software, and MicroStrategy as leaders due to the breadth of their self-service BI functionality. Information Builders, Tableau Software, Actuate, Oracle, QlikTech, and Panorama Software were also strong performers offering solid functionality. The evaluation was based on assessing the vendors' current offerings, strategies, and market presence against 31 criteria like automation, collaboration, data virtualization and more.
Named winner of Digital Workplace of the Year award in 2018 by DWG in partnership with SMG/CMSWire, Liberty Mutual is an example of one of the most well-executed, high-performing digital workplace environments. This workshop will look at the journey to build an Intelligent Workplace platform exploring the productivity burdens employees face, use of digital assistants and chatbots and the importance of enhancing the employee experience.
How Big Data can drive innovative technologies and new approaches in large or...Nick Brown
AstraZeneca is exploring how big data and new technologies can drive innovation. They have established technology incubation labs in San Francisco, Cambridge, and Shanghai to tap into emerging technologies. The company has implemented an enterprise search platform powered by Sinequa to search over 180 million documents. This search engine underlies applications like an approvals mobile app and tools for finding experts within the company. AstraZeneca continues to enhance usability and test new approaches like predictive modeling and in-video search capabilities.
STKI is an Israeli market research and strategic analyst firm covering the IT industry. It has over 25 years of experience conducting interviews with IT organizations and suppliers. STKI uses an equilibrium model to determine the size of Israel's IT market, accounting for expenditures from users and revenues reported by vendors. The document provides details on STKI's methodology and services offered to help clients make strategic decisions regarding their IT investments.
The document discusses trends in information technology from 2007 to the present and future. It describes how computing advanced through integrated circuits and Moore's law, enabling communication technologies like the internet and mobile. Recent cost reductions in data storage are driving big data, cloud computing, blockchain, artificial intelligence, and virtual reality. The presentation argues that organizations must embrace digital disruption and innovation to gain competitive advantages, such as adopting platform business models and focusing on customer-centric experiences. Future technologies like blockchain may create new trust architectures as well.
The document discusses various topics related to IT delivery, including end user environments, cloud architecture, data centers, hardware, and public cloud adoption. It provides visions and strategic directions for IT delivery as well as pragmatic advice for various dilemmas. Specific technologies and approaches are presented for different types of CIOs, from conservative to modern to early adopters, including browser-based applications, virtual desktop infrastructure, cloud-ready architectures, modular data centers, commodity hardware, and public cloud services.
Galit Fein IT governance for slideshare 2016Galit Fein
The document discusses the challenges of digital transformation and the need for organizations to adopt a tri-modal IT structure that includes separate IT-centric, business-centric, and customer-centric teams. It recommends establishing a cloud services broker role to help manage organizations' increasing reliance on multiple cloud platforms and providers. The document also emphasizes that digital transformation will require organizations to develop new skills and consider alternative sourcing strategies like outsourcing certain functions to managed service providers.
The document outlines the products and services of an IT consulting firm called STKI. It describes STKI's offerings in several areas: IT governance and project/portfolio management; mobile, UX, and IoT development; outsourcing including help desk services; and staff augmentation both on-premise and nearshore. The document also includes market analyses of project portfolio management tool providers and integrators in Israel.
The document discusses customer journeys and the vision for optimizing them. It presents examples of how companies like Sungevity have mapped customer journeys and improved their experiences. The slides note that the goals are to create frictionless experiences, maximize lifetime value through touchpoints, and understand customer motivations. Orchestrating organizational and customer processes is key to becoming a customer experience leader. Journey innovation, automation, personalization, and real-time analytics are described as ways to make journeys "stickier". The ultimate vision is a "digital factory" approach where customer experiences are treated as products.
Are bots the future of customer engagement?Einat Shimoni
The document discusses the rise of messaging applications and bots. It notes that messaging apps are becoming the new operating systems, with the top four having nearly 3 billion users who open them much more than traditional apps. It describes how bots can be used within messaging apps to complete tasks and access services through natural language conversations. The document suggests bots may replace standalone apps over time by providing a single interface across multiple services through popular messaging platforms.
The document discusses how to transition an organization towards data-driven marketing. It recommends starting by setting goals focused on what matters most to the business. It also advises sourcing or hiring new skills in data and analytics. The document outlines implementing agile data processes through experimentation and a "data lab" concept. Building a marketing data platform is suggested by focusing first on actionable existing data and creating a "middleware layer" to integrate additional customer data sources over time. Adjusting vendor evaluation processes to prioritize "data openness" is also proposed.
Summit 2017 cyber delivery v4 long versionPini Cohen
This document contains slides from a presentation on modern delivery and cybersecurity for enterprise IT. The presentation covers many topics including organizational changes needed to adopt new technologies like microservices, containers, and cloud computing. It discusses moving from traditional monolithic applications to microservices architectures and container-based development. The slides also address infrastructure changes like converged, hyper-converged, and software-defined infrastructure. Middleware, development practices, and security topics are also covered at a high-level.
The document discusses the challenges of the Fourth Industrial Revolution and how organizations need to adapt. It highlights how digital technologies are advancing exponentially and disrupting many industries and business models. The key points are: (1) The speed and scale of technological change is unprecedented and will fundamentally change how we live and work; (2) Both digital native organizations that have embraced technology as well as analog organizations that have not adapted will struggle with the changes brought by the Fourth Industrial Revolution; (3) To succeed, organizations need to think and act more like startups by focusing on customer-centric innovation and becoming more unique.
Galit Fein Social Mobile Cloud and IT trends 2013Galit Fein
The document discusses disruptive technology trends and their impact on IT. It notes that social, mobile, and cloud computing trends have changed customer expectations and behaviors, with customers now expecting 24/7 connectivity and a personalized experience. It also discusses how these new technologies and engaged customers are driving changes in IT departments and strategies around areas like sourcing.
This document contains slides from Pini Cohen's work on cybersecurity staffing ratios. It provides data on typical ratios of cybersecurity personnel to overall employees for regulated and non-regulated organizations. Ratios are given for total cyber staff, operational to guidance staff, analysts, operations personnel, permissions teams, and first level security operations centers. The data is based on a survey conducted by STKI.
The document discusses various types of allowances that must be made when designing patterns for sand casting, including shrinkage allowance to account for metal contraction during cooling, draft allowance to facilitate pattern removal from molds, machining allowance for parts requiring high dimensional accuracy or surface finish, distortion allowance for parts prone to warping, and rapping allowance to account for mold cavity enlargement during pattern removal. It provides tables of typical shrinkage allowances by material and dimension, machining allowances by material and dimension, and explains how to calculate pattern dimensions when only shrinkage allowance is considered.
How does the cio contrinute to other CxOs?Einat Shimoni
This presentations descrobes how the CIO contributes to other CxOs in application areas such as "Systems of engagement" versus "Systems of records". Web, mobile, omni-channel, digital, social, CRM, and also - ERP, CRM, HR and talent management, Knowledge management and analytics.
The digital customer and Systems of ImmersionEinat Shimoni
This document discusses trends in digital customer experiences and how companies can adapt to changing customer expectations. It notes that customers now control the purchasing process and expect personalized, on-demand, and mobile-optimized experiences. The document outlines several strategies and technologies that companies can use to meet these new demands, including focusing on customer journeys over sales funnels, building "magic moment" mobile apps, leveraging APIs, and partnering with chief marketing officers who are shifting focus to data and analytics. The presentation encourages organizations to re-evaluate their approach with these digital trends in mind in order to provide immersive experiences and remain competitive.
The document discusses trends in the Office of the Chief Information Officer (CIO). It notes that the role of the CIO is transforming from a focus on operational excellence to providing business competitive advantage and innovation. It also summarizes trends regarding priorities for IT in 2010, including cloud computing and mobility. The document advocates for the establishment of an Office of the CIO to improve alignment between IT and business needs through practices like project and portfolio management.
Israel IT trends and positioning in sourcing, mobility and office of the CIODr. Jimmy Schwarzkopf
Galit Fein is a VP and senior analyst at STKI with over 8 years of experience focusing on issues related to Office of the CIO strategies. She covers topics such as IT management best practices, project and portfolio management, IT budgeting, sourcing strategies, and new technologies. Prior to joining STKI, Galit was an analyst at Tamir Fishman. She holds a BA from Tel Aviv University and an MBA from Ben-Gurion University. Galit regularly authors reports and leads roundtable discussions on trends in areas like mobility, cloud computing, and the API economy.
The "trio": Customer Experience, Data-driven business and Employee empowerment.
This 2018 STKI summit presentation outlines the necessary "joined" journey to achieve customer experience transformation.
This document discusses transitioning from a project-led organization to a product-led organization. It notes that while many companies have tried approaches like agile, digital transformation and design thinking, software projects still often fail to deliver user satisfaction. It advocates empowering product teams to own the entire product lifecycle and giving them autonomy to solve problems, rather than managing software development as a series of projects. This approach mirrors how successful startups operate and can help deliver better customer outcomes.
Taldor data quality einat shimoni - stkiTaldor Group
The document discusses trends in data management and governance. It notes that data quality is decreasing each year while data sources and types are increasing. Many organizations still view data as a byproduct rather than an asset. While regulatory requirements are driving some data cleansing efforts, master data management is still immature in Israel. As business intelligence becomes easier to use, effective data management and governance are becoming more difficult. The role of the business user is growing, while IT will focus more on data quality, access, and channels to analytics tools. Most organizations have a long way to go to reach a mature level of data governance.
The document discusses trends in enterprise IT and end user services, including:
- The move to browser-based applications and thin clients delivered through the browser.
- The role of technologies like iBeacons, WebRTC, and wireless communication standards in improving the end user experience.
- Trends in call center software like increased integration, workforce management tools, and browser-based solutions.
- How Microsoft's changing licensing and products will impact migrations and end user delivery.
The presentation provides an overview of emerging technologies and strategies for IT departments to improve delivery of services to end users.
The secret spice of great customer experiencesEinat Shimoni
This document discusses key themes in customer experience for 2019, including a focus on data-centric experiences, managing customer journeys, and designing experiences around outcomes. It notes that while brands aim to connect their brand promise to customer experiences, most do not fully deliver on promises. Successful brands highlighted align their brand promise and customer reality through practices like transparent values, community engagement, and social impact. The document advocates for designing experiences around "jobs to be done" and outcomes over features. It also discusses challenges organizations face like a lack of clear CX strategy and technology architecture, as well as the need for a single customer view across data sources.
This document discusses disruptive technologies and their impact on customer expectations and business operations. Customers now expect seamless, personalized experiences on their mobile devices around the clock. To meet these expectations, businesses must deliver digital products and services in real-time using technologies like mobility, sensors, location services and the Internet of Things. This will require redesigning systems and processes to prioritize customer engagement and bonding experiences over traditional transactions.
Where will BRM find themselves in Product Centric Organizations in the Near F...Svetlana Sidenko
Re-defining the role of the Business Relationship Manager in a context of organization's rapid evolution towards product-centric operating models is increasingly needed. Here are possible venues for the BRM role evolution within organizations moving from a “project” to “product” mindset.
This presentation discusses the impact of most organizations shifting from being project-centered to product-centered and the future of the Business Relationship Management as a role and discipline in the product-centered organizations.
Information and Technology Operating Models are rapidly changing from previously centered on projects and project management to models centered on product and product management. Agile methods and lean principles are being widely adopted to support these models. In recent Gartner survey*, 85% of respondents said their organization has adopted or plans to institute a product-centric approach for an average of 80% of their work by 2022. This shift is impacting Business Relationship Management as a role and discipline, leaving no place for the tactical BRMs in the future in product-centered organizations. Strategic BRMs, who represent IT to Business, will play an important role in this transition, to ensure that the business value is realised. However, when the Product Management matures to the enterprise level, the Business Relationship Management will evolve.
Recommended for CIOs and Applications Managers
In this session we will discuss how next generation business applications enable the
creation of much needed hyper-personalized experiences for customers and employees.
Center Office is a new delivery model that is emerging in response to the need to deliver
end to end hyper-personalized solutions that improve on older enterprise (legacy)
applications. Center Office relies on technologies such as APIs, microservices and
Hyperautomation (next level of automation that meshes AI tools with RPA,, enabling
scaling for complex business processes).
How do we manage employees' experiences as well as preserve talent and create
collaborative workplaces for teams? which new skills are needed? what will the
workforce of the future look like? Which new tools are needed for HR (employee well-
being)?
This document discusses product discovery and the importance of making the process data-driven. It recommends gathering customer data from various sources, analyzing the customer experience, and using product analytics tools to obtain both quantitative and qualitative insights. This will help ensure ideas are validated with real customers before significant development work begins. The goal is to learn fast through discovery while still releasing products with confidence.
The document discusses strategies for developing applications that meet the expectations of new generations of employees. It suggests mapping employee journeys, using micro-personalization and mobile-first design. Various "cards" are presented outlining technologies like enterprise app stores, productivity apps, the "hub" for managing application states, IoT sensors, and approaches to web and mobile development. CIOs are advised to consider their type (conservative, modern, early adopter) to determine their best strategies for employee engagement and "magic moment" technologies using these approaches.
The document discusses the journey towards becoming a data-driven organization. It notes that data is now a competitive differentiator and that the journey has become a race. It identifies characteristics of data-driven organizations as treating data as an asset, making it accessible and trusted, using it frequently in meetings, and more. Data-driven companies see benefits like higher growth and profits. The document outlines strategies for implementing a data strategy, including establishing a Center of Excellence and a data playbook to guide the process.
How to Successfully Engage with CIOs Research Report. While the CIO may be the ultimate decision maker, the organizational purchase process is extremely collaborative; tech marketers must ensure marketing strategy reaches across all influencers.
SlideShare of a presentation given at Agile Tour London in October 2017 highlighting how to approach Lean in IT and some of its complementarity with Agile for digital transformation, agile adoption and generally improving operational excellence / reducing costs.
The document discusses major trends impacting organizational and IT employee initiatives in 2019 and beyond. Key themes covered include the changing role of HR, skills revolutions and reskilling/upskilling employees, new organizational structures blending human and robotic workforces, and the transition to data-centric organizations. New workplace models are emerging around remote working, communities, and digital/physical workspace designs. Technologies like automation, AI, and cloud computing are empowering employees and changing how work gets done.
The document discusses the evolution of the Office of the Chief Information Officer (OCIO) role over time. It describes how the OCIO started as an "order taker" for IT in the 1990s (OCIO v1). In the 2000s, the OCIO was established to better align IT with business needs (OCIO v2). Later, business relationship managers (BRMs) were introduced to improve customer experience but acted as bottlenecks (2017-2022). The document argues for a product-led organization where product teams are empowered and the OCIO acts as an enabler by providing resources and skills to product managers based on product success metrics.
Similar to How does the CIO contribute to other CxOs (20)
The document discusses trends in automation and innovation within Israeli organizations. It notes that the COVID-19 pandemic increased the need for real-time change and use of technology. Several examples are given of projects being launched within weeks instead of months by leveraging cloud technologies. The document also discusses how robotic process automation and other tools helped organizations scale operations and handle increased demand during the pandemic. Finally, it discusses trends in emerging technologies like blockchain and their potential applications for automating processes and developing new business models.
Brain storming development in the post pc worldGalit Fein
The document discusses development methods and platforms for mobile applications. It notes that Android and iOS together account for the majority of mobile device sales. Native apps are preferred for usability but web apps allow for easier cross-platform development. Hybrid apps combine web content with native wrappers. Going forward, there is interest in HTML5 for simple cross-platform apps and in development platforms that integrate apps across devices and operating systems from a single codebase.
Social media and mobile presentation 2011 Galit Fein
Mobile and social media are growing rapidly and should be integrated into a multichannel strategy rather than managed separately from IT. Mobile is becoming essential for businesses and financial institutions need to offer more advanced mobile banking features. While HTML5 shows promise for developing cross-platform apps, native apps currently provide a better user experience. Enterprises also need to support employees' use of personal mobile devices for work through mobile device management and technical support policies.
2011 summit office of the cio presentation galitGalit Fein
The document discusses trends in IT and the role of the Office of the CIO (OTC). It notes that disruptive technologies are leading some analysts to predict significant IT reductions, but argues that increased technology usage will drive IT growth. Key points discussed include:
- OTC focusing more on business strategy, innovation and transformation rather than just project management.
- Emerging trends like cloud computing, mobile, social media and their impact on IT maturity models.
- Transitioning from project portfolio management to service portfolio management.
- OTC becoming more embedded in business units and focusing on areas like requirements management, demand management, and service catalogs.
- Improving areas like software estimation, infrastructure project
Social Media & Mobile Strategies in Digital WorldGalit Fein
The document discusses strategies for social media and mobile technologies. It notes that mobile internet usage is growing rapidly, with over 90% of consumers owning a mobile device. Social media platforms like Facebook and Twitter are also seeing tremendous growth. The document outlines different levels of social media engagement and provides examples of how companies can listen, analyze, react to and measure social conversations. It emphasizes the importance of having a presence where customers engage online and on mobile devices. The rise of location-based services and applications that understand context is also discussed. Overall, the document analyzes trends in digital technologies and how companies can develop multi-channel strategies to engage customers across different platforms.
This document discusses QA and testing trends in Israel. It covers topics like the main players in the QA outsourcing market in Israel, factors that influence appropriate QA staffing levels, typical QA to IT staff ratios, challenges with finding the right balance between QA and development work, and how trends like Agile development, new regulations, and outsourcing are impacting QA.
This presentation contains trends and analysis of Officeof the CIO areas (PPM, Demand mng, IT Governance methodologies & tools), Outsourcing decisions, and Mobile strategies.
The document provides benchmarks and key performance indicators for IT help desks. It outlines 3 main goals: 1) To adopt best practices for operating an effective IT help desk. 2) To understand the key metrics that define a high performing help desk. 3) To identify opportunities to improve the help desk's performance metrics over time. The document then lists and describes various help desk benchmarks and metrics to measure, including: help desk response times, staff utilization rates, first call resolution rates, and adherence to service level agreements.
IT governance / Office of the CIO - Short version - Galit STKI Summit 2009Galit Fein
The document discusses IT trends and budget management in 2009. It notes that IT budgets were decreasing by 12.53% due to the economic crisis. This led organizations to focus more on optimizing existing investments, shifting to discretionary spending when possible, and increasing spending on risk management. Actions taken to cut costs included restricting travel, freezing hiring and capital spending, renegotiating contracts, and reducing training and headcount. Priorities for Israeli IT departments in 2009 included consolidating infrastructure, selecting investments based on ROI, and improving security and compliance.
מצ"ב סיכום עיקרי הדברים שעלו במהלך המפגש. אין בסיכום זה המלצה גורפת ללקוחות אלא מתן פרספקטיבה והצגה של ההתלבטויות "מהשטח" – כיצד ארגונים, יועצים וספקים רואים תחום מתפתח זה.
התמונה שעלתה במפגש היא של תחום חם ובעל פוטנציאל גבוה מאוד. נציגים מאחת החברות הגלובליות שנכחו דיברו על כך שכבר היום, כאשר החברה מבצעת רכישות של חברות בסדר גודל בינוני בחו"ל – עשרות עד כמאה עובדים – בחברות מסוג זה כל התשתית וכל האפליקציות, מלבד האפליקציה שמפותחת על ידי החברה – נמצאות ב- Cloud. וגם האפליקציות שמפותחות על ידי החברה- נמצאות חלקית בשרתים על ה- Cloud.
אנו ממליצים לארגונים להתחיל כבר כיום להתנסות בתחום מרתק זה כדי לא להיות מאחור כשתהיה הפריצה. כלומר, להערכת כל משתתפי הדיון, המהפכה כיום מתרחשת בארגונים הקטנים ועדיין לא הגיעה באופן מוחשי לארגונים הגדולים, אבל כניסה זו צפויה להתרחש גם בארגונים אלה. בעתיד היותר רחוק, כאשר האינטרנט למשתמש הסופי בבית ובארגונים יגיע לקצבים של 1G השאלה של מיקום השירותים\האפליקציות כבר לא תהייה רלוונטית מבחינת ביצועים.
המגמות הבולטות בעולם Office of the CIO. במצגת ניתן לראות את הבשלות של כלים טכנולוגיים בתחום ניהול IT, וקיטלוגם לפי סעיפים תקציביים שונים, כגון: הוצאה למען רגולציה, הוצאת בתחום של IT commodity - דברים הכרחיים, הוצאות להורדת עלויות והשקעות IT למען הגדלת הכנסות של הביזנס. צורה נוספת לראות את התפלגות תקציבי ה-IT הינה לפי הוצאות discretionary - הוצאה שחייבת להיעשות, דברים שכבר התחייבנו או חייבים לשלם: תחזוקות חומרה ותוכנה, רישיונות, עלות כ"א IT, פרויקטים רגולטורים ועוד לעומת הוצאות non-discretionary: הוצאות הניתנות להחלטות מושכלת, אופציאונאלית - שדרוג מערכות, פרויקטים אסטרטגיים, Professional Services, פרוקטי IT במודל "שלם לפי צריכה" ועוד. המסר העיקרי של מצגת היה להתחיל ולנסות להבין כמה כסף אנו משלמים בתחילת השנה להוצאות הכרחיות אלה (~60% בממוצע) ואיך ניתן לצמצם הוצאות מסוג זה ולהתחיל להעביר אותם להוצאות non-discretionary
The document discusses trends related to the role of the chief information officer (CIO) and information technology (IT) management. It addresses two main functions of the CIO: managing internal IT as well as acting as the CEO of external IT. It also summarizes key IT trends in 2008 such as flat IT spending, higher regulatory standards, and greater demand for IT services. The document provides recommendations for implementing an Office of the CIO and IT governance tools to improve IT strategy alignment, transparency, and return on investment.
This document discusses emerging trends in web technologies, such as Web 2.0, and their potential applications and benefits for enterprises. It outlines how tools like blogs, wikis, user-generated content, and social networking can help businesses engage customers, streamline operations, and gain insights from collective intelligence and user data. Examples are given of companies that have successfully adopted these new approaches to marketing, customer service, management, and collaboration.
1) The document discusses outsourcing trends in Israel, including that cost reduction remains the primary objective for pursuing IT outsourcing. Selective outsourcing of specific processes like help desk, infrastructure, and QA/testing is more common than comprehensive outsourcing deals.
2) Companies are choosing vendors with proven abilities to deliver services according to SLAs and prefer shorter contract lengths of 3-5 years due to the highly competitive Israeli outsourcing market.
3) Measurement of outsourcing outcomes remains a challenge, and ITOs struggle to acquire and use proper productivity metrics to evaluate vendors. Professional services growth has also slowed as more management prefers in-sourcing over flexibility
The document discusses various IT outsourcing models and trends in the Israeli market, including:
1) It describes several common outsourcing models such as managed services, application service providers, hosting, and business process outsourcing.
2) It provides examples of major players in the Israeli outsourcing market for each model and notes satisfaction surveys showing EDS as the leader.
3) It discusses trends showing outsourcing has matured and stabilized in Israel with most companies utilizing some form of outsourcing.
The document discusses the role and responsibilities of the Office of the CIO (Chief Information Officer) in a company. It aims to ensure IT governance and alignment of IT with business objectives. It oversees various IT functions including project management, information security, and ensures all systems and processes are optimized to provide value to stakeholders.
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Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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1. Galit Fein and Einat Shimoni’s work/ Copyright@2014
Do not remove source or attribution from any slide, graph or portion of graph
/
How does the CIO contribute to
other CxOs?
Galit Fein & Einat Shimoni
EVP and senior analysts
STKI “IT Knowledge Integrators”
galit@stki.info einat@stki.info
2. Galit Fein and Einat Shimoni’s work/ Copyright@2014
Do not remove source or attribution from any slide, graph or portion of graph
Remember our new CIO?
2
3. Galit Fein and Einat Shimoni’s work/ Copyright@2014
Do not remove source or attribution from any slide, graph or portion of graph
Board meeting: What do LoBs need from IT today?
CIO
CEO
COO
CCO
Employees CustomersTalent mng
3
InfrastructureDC
Today’s IT solutions & methodologies
are simply not enough
IT needs to reorganize itself
in the New World
4. Galit Fein and Einat Shimoni’s work/ Copyright@2014
Do not remove source or attribution from any slide, graph or portion of graph
IT’s clients are now “everyone”
Everyone's IT
From IT Monarchy
to
Every business is
tech based business
every company is
SW company.
Demands are coming
from every corner of
the organization
4
5. Galit Fein and Einat Shimoni’s work/ Copyright@2014
Do not remove source or attribution from any slide, graph or portion of graph
<60% of IT budgets going to ongoing support, the
CIO is forced to defer new initiatives
IT + LOB
18%
Only LOB
7%
Only IT
75%
Capex
38%
Opex
62%
Even IT budgets are Moving into the LOBs
• By 2017 the CMO will spend more
on IT than the CIO
• 30% of marketing technology &
services is already bought by CMO
(Gartner)
STKI 2014 5
Israeli IT budget distribution
Who is responsible
for IT budget?
6. Galit Fein and Einat Shimoni’s work/ Copyright@2014
Do not remove source or attribution from any slide, graph or portion of graph
STKI 2014
And procurement is shifting to a centralized unit
Pros Cons
Increased concentration of
procurement expertise
Central purchasing staff may
not be expert in buying
various types of items
Transparency &
measurability of procurement
procedures
Loss of IT control
Cost reduction through
economies of scale
Delay in receiving the
materials
Avoidance of duplication costs Problem when specific
requirement needed
מה חלק-IT
59%
מרכש חלק
מרכזי
בארגון
41%
IT procurement in Israel 2014
It’s all about transparency
6
7. Galit Fein and Einat Shimoni’s work/ Copyright@2014
Do not remove source or attribution from any slide, graph or portion of graph
Organizational expenditure on technology increasing!
21%
13%
28%
19%
19%
בין לרדת5%ל15%
עד לרדת5%
שינוי ללא להישאר
עד לעלות5%
בין לעלות5%ל15%
תקציבITלשנת2014צפוי בארגונך:
20%
66%
technology
IT
Source: STKI 2014
7
8. Galit Fein and Einat Shimoni’s work/ Copyright@2014
Do not remove source or attribution from any slide, graph or portion of graph
Even if money
is not in short
supply,
resources are
New
technologyMore LOBs buy cloud-based services
Cost rather
than new
revenue
8
IT Obstacles
in a New
World
When CIO is focused
on old tasks, CXOs
begin to develop
their own systems
and IT capabilities
9. Galit Fein and Einat Shimoni’s work/ Copyright@2014
Do not remove source or attribution from any slide, graph or portion of graph
CIO role under growing tension between two implacable forces
1) maintaining infrastructure
and keeping existing IT systems
running smoothly
2) digitizing and applying
the latest technology innovations
to the organization
9
Israela Israeli
VP Tech
10. Galit Fein and Einat Shimoni’s work/ Copyright@2014
Do not remove source or attribution from any slide, graph or portion of graph
Two different words – two different approaches
Invest
in new
systems
Reduce
Operating
Expenses
Long development and
deployment cycles
Touch people
In-moment decisions
Personalized & in-context
Social and analytics driven
Short & rapid releases
10
IT has to adapt to rapid changes of
new technologies, otherwise SoE
are the first ones to be outsourced!
11. Galit Fein and Einat Shimoni’s work/ Copyright@2014
Do not remove source or attribution from any slide, graph or portion of graph
Don’t let LoBs bypass IT!
Most ITOs are still learning how to operate like a
service provider:
• IT staff built around technical capabilities,
and not deeply involved in clients’ business
• IT’s standards and regulatory compliance
don’t let them move fast (IT commando)
• If IT sees LOBs as real customers, they
should have a choice regarding how they obtain IT
services
11
Who is in charge of
internal customer experience?
HD experience, SLA, system access,
UX, rather than system availability
12. Galit Fein and Einat Shimoni’s work/ Copyright@2014
Do not remove source or attribution from any slide, graph or portion of graph
One tactic is “BRM” - Internal Customers Experience Mngt
• Because LoBs does not understand what can and cannot
be done with IT, CIOs create BRM role
• BRM brings a new skill set to the rest of the IT function:
Two-way communication
Marketing and IT technology sales representation
Innovation
12
Business Relationship Officer :
• someone who communicate well
• respected by business and
technology executives
• report to IT but have a dotted line
to LOBs
13. Galit Fein and Einat Shimoni’s work/ Copyright@2014
Do not remove source or attribution from any slide, graph or portion of graph
Business-IT relationship has to be managed differently
CIO
CEO
COO
CCO
BRM
BRM is a voice
of internal customers
13
BRM has 2roles:
represent the IT (OCIO) and ALSO
represent internal customers needs.
Is this model here to stay???
14. Galit Fein and Einat Shimoni’s work/ Copyright@2014
Do not remove source or attribution from any slide, graph or portion of graph
“Use new technologies”
“Make it all contextal”
“Amazonification”
“Agile, dynamic applications”
“Faster TTM”
14
15. Galit Fein and Einat Shimoni’s work/ Copyright@2014
Do not remove source or attribution from any slide, graph or portion of graph
CMO and CCO are becoming very important customers of IT
What do they need?
CIO
CEO
COO
CCO
BRM
Omni-Channel
Real time campaigns
New advanced analytics
Customer Experience management
Amazonification
Social
Mobile
Customers
Ecommerce 15
16. Galit Fein and Einat Shimoni’s work/ Copyright@2014
Do not remove source or attribution from any slide, graph or portion of graph
They are mainly asking the CIO to CHANGE
16
Our CIO is not afraid of change
but HOW should she change?
17. Galit Fein and Einat Shimoni’s work/ Copyright@2014
Do not remove source or attribution from any slide, graph or portion of graph
What are the changes in
the market? How do
they affect IT
organization?
17
18. Galit Fein and Einat Shimoni’s work/ Copyright@2014
Do not remove source or attribution from any slide, graph or portion of graph
What do customers want today?
Today’s customers expect to:
Browse
Research
Solicit feedback
Evaluate
Push the “buy” button at their own pace at the time
and place (via the platform) of their choosing
Affect product design
Affect price
Simple, isn’t it?
18
19. Galit Fein and Einat Shimoni’s work/ Copyright@2014
Do not remove source or attribution from any slide, graph or portion of graph
Era of Experience and Engagement
19
Galit Fein & Einat Shimoni’s work/ Copyright@2014
Do not remove source or attribution from any slide, graph or portion of graph
20. Galit Fein and Einat Shimoni’s work/ Copyright@2014
Do not remove source or attribution from any slide, graph or portion of graph
Customer Delight
• Exceeding customer expectations
• In a world of multiple choices - customer loyalty
is almost a mirage
• BUT, delighted loyal customers:
buy more
become a volunteer marketing force for your brand
http://gyselagervais.wordpress.com/2013/06/19/falling-into-the-love-glow/
of consumers would pay more for a better CX
86%
89%
of consumers began doing business
with a competitor following a poor CX
Better CX leads to better
performance & profitability
of organizationsSource: RightNow 2014
20
21. Galit Fein and Einat Shimoni’s work/ Copyright@2014
Do not remove source or attribution from any slide, graph or portion of graph
CX is a top strategic priority
95% of senior business leaders say that
the CX is the next competitive battle
ground
88% of CEO’s say that top focus area in
next 5 years is getting closer to
customer
90% of CEO’s want to include
customers in new product and
services definition and testing
Source: IBM
21
22. Galit Fein and Einat Shimoni’s work/ Copyright@2014
Do not remove source or attribution from any slide, graph or portion of graph
What do customers want?
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notifications
Valuable Analytics
Real time Recommendation Social media Wish Lists
Likes Much more
Amazon
like
Relevancy
Recognition
Prices Compared to Suggested RetailRecommended Items Based on Prior Activity
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Meet the VP of Customer Experience
23
Chief Customer Officer:
The voice of the customer in the
organization
Responsible for customers’ engagement
journey
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The engagement journey never really ends – ADD FUNNEL!!!
The engagement journey never ends
Source :McKinsey
http://www.slideshare.net/McK_CMSOForum/big-data-and-big-profits
24
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… and it generates a lot of data!
25
26. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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26
Now it is all about Journeys
First important step is to define the journeys that really matter
Source: McKinsey
27. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Why is multi-channel not good enough?
• We used to assume customers are staying on the same channel
• Wrong! They are continually switching between channels (to perform a single process)
27
28. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Evolution of channel strategy
Single
Channel
Multi
Channel
Cross
Channel
Omni
Channel
Several channels, with a possibility to switch between them (But
the company needs to work very hard to enable this type of
switching).
The customer experiences and interacts with a brand
(not channels). Company operations defined in
terms of “services” not in terms of “channels”.
Several channels, customer experiences each channel as independent. Silos of data
(sometimes combined via DW). The company’s business operations for each
channel are separate.
One main channel for interactions
28
29. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Source: STKI 2013
Channels – new ones on top (not instead!) of old ones
Customers
continue
to use
same old
channels
But are also
staring to use
(additional)
new ones
Source: Forrester 29
30. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Your future channels might be wearable:
30
31. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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What does all this mean?
Do we need a NEW IT
architecture to support
this “new world”?
31
32. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Introducing – the Systems of Engagement Ecosystem
Web Mobility Social
Face-to-
Face
Contact
Center
Doc.
Output
(coupons etc.)
Channels
UX & the customer journey
Alerts &
Events
Persona
lization
Analytic
filters,
NBA
Digital
Analytics
Cross &
Up-sell
Aggregation
frameworks
Enablingtechnologies:
NLP;Semantics;Predictiveanalytics;APIs(Rest);Eventengines
/CEP,Personalizationengines,contentmng.,Bigdata
technologies,Recommendationenginesetc.
Marketing
suites
Campaigns
analytics, execution,
optimization
Ecommerce Suites
Payment, Order,
Fulfillment, Catalogue,
Pricing, PIM
Social Listening
Platforms
Sentiment Analysis
Multi-channel
apps
Applications
Back-end processes
APIs & Filters
Customer experience analytics
32
33. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Mobility
In 2013 were sold 1.6 billion iOS and Android devices
Compared to 0.7 billion in 2012
Bill Gross
We are right in the middle of Mobile First trend– the
first device people tend to pick up when they need access
to information will be smartphone or tablet
5.1billion people
own a mobile phone
Only 4.2own a toothbrush!
33
@ SalesForce
34. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Except the desktop itself – Mobile First
Source: Forrester
34
35. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Being Mobile all the Time
35
36. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Mobile experience is better than PC or Web
36
37. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Even Web Doesn't Look Like Web Anymore
Chrome Web Store For Your Desktop
Awesome apps that run offline and outside the browser
37
38. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Build Better Engagements
VS
Web = AM radio Mobile = Streamed music
Maybe we shouldn’t even call it a browser anymore.
Browser is really an antiquated word. People don’t really
browse all that much anymore. Instead, we now mostly use
our browsers to access sophisticated web apps, web-based
productivity tools and social networks Source: Mozilla
38
39. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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What do mobile customers want?
High expectation for any info
on anydevice, in context at
any moment of need
Are you in your
customers’ pocket?
Image Credit: Spectrum Blog
39
40. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Amazon-ification and Apple-fication
Organizations are feeling
pressure, not from other org.,
but from customers to improve
their mobile apps and they are
turning to the likes of Amazon &
Apple for inspiration:
• Amazon's recommendations
engine
Amazon Mayday
myControl banking, help customers
predict what their daily bank balances
will look like until their next paycheck
money mngt app
on-demand video customer service
representative to troubleshoot any
what-am-I-doing moments
Deutsche Bank Expands Its App Store
40
41. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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WANTED: Mobile Payment
41
“Don't think of us as a bank, think of us as commerce.
We are experts in payments and enable commerce.“
Chief Innovation Officer for payments at U.S. Bank
42. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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M-Commerce - relevance, convenience and value
More and more non banking offering products
“My Offers” sync
programs with Facebook,
Twitter & Foursquare
connecting merchants &
Card members
42
AMEX upgraded its digital wallet to
make it more “bank like” prepaid card:
Bill pay/ Direct deposit/ Check capture Cash load/
Rewards card/ Check your balance in kiosks
Leumi Card mobile wallet
43. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Pressure is also Coming from Digital Startups
Moven:
From Mobile Banking to Mobile Money
Mint.com Personal Finance Check Your Credit Score For Free
Venmo “Paying friends is fun!”
It's not just branding and colors anymore.
It's the experience
Customers don't want giant spreadsheets of
what they have done, but only translation of the
valuable data 43
Ynet.co.il
44. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Digital Strategic VS Tactic Approach
44
45. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Strategic Approach – Customer Journey
Customer
Journey
45
46. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Mobile First is not Mobile Only
Source: Google/Ipsos/Sterling
47. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Galit Fein’s work/ Copyright@2014
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Tactic Approach – How to do it?
1. B2C
2. B2E
3. Senior Management
4. Mobile force
Target audience:
Operation System
1. All
2. iOS
3. Android
4. Microsoft
1. Outsourcing or inhouse
2. Development or Mobile Platform
3. Proprietary SW or Open Source
Project and ongoing support
1. Responsive Website.
2. Native Application.
3. Web Application.
4. Hybrid Application.
Development Method
Our mobile presence
should provide:
1. Information
2. Competitive advantage
3. Better productivity
Should also consider:
1. Data integration
2. Security
3. Lifecycle mngt and versioning
4. Offline access
5. Push notification
In an utopian world with unlimited resources:
responsive Web + native App for all OS
47
48. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Achilles Heel of Mobile Projects
48
• Big effort to support the diversity of devices
and OS, write 3 different native data code and
maintain different mobile silos
• Early approaches run out of gas
48
49. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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A Few Options Have Been Tried
Use of existing skills &
backend systems
Customer experience
RWD
Hybrid
Native
49
Native Hybrid Web
Consumer 40% 40% 20%
Enterprise 10% 60% 30%
Mobile Development Split in Future
JUST DO IT
make a decision –
any decision.
In 2 -3 years
you’re going to
change it anyway
50. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Mobile Project in your Organization
Source: STKI 2014
No
Planned for 2014
Completed or
in middle of execution
19%
68%
43%
23%
62%
47%
B2E B2C
50
51. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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What is the best way for apps development?
8%
17%
15%
38%
12%
19%
28%
45%
Open Source
Mobile Development Platform
TouchPoint, WorkLight, etc.
Mobile Web
Native or Hybrid App
B2C B2E
Source: STKI 2014
Enterprise IT developers are relatively
slow in adopting development tools,
with 45% not using any tool - clearly
an opportunity for the 100s of tool
vendors targeting corporate budgets
51
52. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Native Hybrid Mobile Web (RWD)
- Little reuse of existing IT
skills and assets
- App is wrapped in a native
container + HTML5
- High degree of code reuse with
native app access
- Tasks oriented + a lot of info
changes
- There is a compromise in
the UX
- Entire website (performance issues)
will display the same content most
suited to the device
- High degree of existing IT skill and
assets reuse
- Access via browser, reach people 5
times more than app
- Available online only
- Information oriented
- UX is necessarily compromised-
not leveraging mobile device features
- Best CX
- Best advantage of mobile
device features – in-
context actions:
personalization, NBA,
push notification
- Available offline
- Tasks oriented
UX
i
Touch
Rule
53. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Native Hybrid Mobile Web (RWD)
- Little reuse of existing IT
skills and assets
- App is wrapped in a native
container + HTML5
- High degree of code reuse
with native app access
- Tasks oriented + a lot of
info changes
- There is a compromise in
the UX
- Entire website (performance issues) will display
the same content most suited to the device
- High degree of existing IT skill and assets reuse
- Access via browser, reach people 5 times more
than app
- Available online only
- Information oriented
- UX is necessarily compromise - not leveraging
mobile device features
- Best customer experience
- Best advantage of mobile
device features – in-context
actions: personalization, NBA,
push notification
- Available offline
- Tasks oriented
UX
i
Touch
Rule
Apps
54. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Pull VS Push Service
54
You are trying to connect Would you like to use our service?
VS
55. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Apps Win the Web in Mobile Consumption
app
55
56. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Over 70% of Cost & Effort on Mobile Projects spent on Supporting Back-End Processing
Source: Forrester 2013
56
57. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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MBaaS - Mobile Backend as a Service
● Deliver app content
● Store data
● Perform social interactions
● Geo and search services
● Push notifications
● User statistics and errors
● Perform
● Systems integration
57
Mobile app lifecycle :
build, deploy & manage
The way to connect mobile app to backend cloud storage and
processing while providing common features such as user mngt,
push notifications, social networking integration & other features
58. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Mobile Development Platform
Run everywhere.
Mobile
Tablets
Desktops and Kiosks
Build everywhere.
Broad Native Support
Web (mobile + desktop)
Single Page
Architecture
Standard
Mixed Mode
Hybrid
Individual, device-optimized sites
MBaaS
Messaging Sync Integration
Write once.
A single code base.
• Centralized management:
• Deploy, configure,
report, update
• Authorization, statistics
• Enterprise App Store
• Push notification
messages distribution
• Application portfolio
Source: Kony
58
59. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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APIs are the lifeblood of mobility
59
API definition - an Application programming interface
is a way for 2 computer applications to talk to each
other over a network (internet) using common
language that both understand
60. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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The World of Open APIs
Customers
APIs
Open APIs
Open APIs
Exactly what customer
needs at the right
moment
Open APIs
60
61. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Data is Value
Crowdsourcing
BUT Context is King!
61
62. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Personalized Filters
A moment before consumers will be bombarded with daily deals
they need a personalized filters curating meaningful offers
for them
Users can download the dashboard app that shows offers
added to their card, expiration dates, and delivered savings
Analytics eliminate the guesswork in mobile success
Social platforms - Syncing your card with Tweeter
and saving money. On Facebook, "Link Like Love" is about
deals, and experiences based on your "likes" and interests Information overload is not a
problem. It’s filter failure.”
Clay Shirky 62
Analytics
Filtered
data
63. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Analytics – as always – a HOT topic
80
76
7168
62
5353535350
44
3229
21
12111
הפרויקטים תחומי,ב בארגונך החלו אשר-2013/ל מתוכננים-2014
Source: STKI inquiry barometer, 2014
64. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Evolution of analytics
Passive
Classic
DW
Proactive
Classic
DW
Self Service
and
Discoveries
Analytics
& Insights
Cognitive
Insights
Deep use of semantics, text analytics,
NLP and machine-learning to provide
new wisdom. Real time analysis
Business users gaining control over BI (use of Self service tools).
DW updated more frequently but is still in the classical model.
Advanced Visualization
More use of predictive and analysis tools by business
users. Some analysis of unstructured data in an
external “big-data style” data mart
BI insights linked to operational processes (i.e, marketing lists to call service agents;
risk analysis leads to operational process). Classic DW, structured data only. IT
doing most BI work
Pull-only model (need to extract reports from it). IT is doing most of BI work. Classic DW model
(single version of the truth), updated ~once a day. Structured data only
IT focus
Business
focus
Structured
data only
Unstructured
data
Reports
Insights
64
65. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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The data sandbox
A data sandbox, in the context of big data, is a standalone datamart, scalable and
developmental platform used to explore an organization's rich information sets through
interaction and collaboration.
A data sandbox is primarily explored by data science teams. Data sandbox platforms provide
the computing required for data scientists to tackle typically complex analytical workloads.
65
What are we
looking for?
I don’t know,
but it’s going
to be amazing!
66. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Pattern spotting
Events detection
Proactive
Data Warehouse architecture Phase 1: Co-existence
Analytic platform for
external, unstructured data
Text analysis
Internaltransactionaldata
Externaldata
Insights from external data
Data Science
INFORMATION
REPOSITORY
“Bureaus” that analyze and
track social media as an
external service:
66
67. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Pattern spotting
Events detection
Proactive
Data Warehouse architecture Phase 1: Co-existence
Analytic platform for
external, unstructured data
Text analysis
Internaltransactionaldata
Externaldata
Insights from external data
Data Science
INFORMATION
REPOSITORY
67
68. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Data Warehouse architecture Phase 2: Virtual DW/Hybrid BI
Analytic platform for
external, unstructured data
Text analysis
Externaldata
Insights from external data
Data Science
The virtual Data Warehouse
INFORMATION
REPOSITORY
Metadata Permissions Caching
Part of the data can be kept here
68
69. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Data Warehouse architecture Phase 3: OLTP + OLAP
Analytic platform
for external,
unstructured data
Text
analysis
Externaldata
Insights from external data
Data
Science
The virtual Data Warehouse
INFORMATION
REPOSITORY
Metadata – semantic layer
Same database for both analytical and transactional data
69
70. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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The 4 V’s
Source: IBM
70
71. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Veracity
Big Data Veracity refers to the biases, noise and abnormality
in data. Is the data that is being stored, and mined meaningful
to the problem being analyzed. Inderpal feel veracity in data
analysis is the biggest challenge when compares to things like
volume and velocity
Source: http://inside-bigdata.com/2013/09/12/beyond-volume-variety-velocity-issue-big-data-veracity/
71
71
You don’t know the value of your data
until you actually reach a discovery or
new insight by using it
72. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Wisdom is the application of Knowledge
Data
Information
Knowledge
Wisdom
“To attain knowledge, add things everyday.
To attain wisdom, remove things every day.”
― Laozi
Discrete elements like words, numbers, names
Linked elements with concepts
Applied
Knowledge
Organized Information
72
73. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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“What’s the difference between
information and knowledge?
It’s like the difference between
knowing Julia Roberts’ phone number
and Knowing Julia Roberts”
- Woody Allen
73
Galit Fein & Einat Shimoni’s work/ Copyright@2014
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74. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Pattern spotting
Events detection
Proactive
New analytics category
74
75. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Do you know this artist?
David Mccandless:
Infographic artist.
“My pet-hate is pie charts.
Love pie. Hate pie-charts”
76. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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His works of art
http://www.informationisbeautiful.net/
77. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Why do we care so much about sentiment?
77
78. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Text analytics
• Automatic categorization /Content Analysis:
• IBM ICA, Vivisimo
• Integrators/ BI players solutions
(i.e, Opisoft, Matrix, Taldor, Ness…)
• Sentiment analysis:
• Radian6 (Salesforce)
• FocalInfo
• SAP
• SAS
• Tracx (Israeli startup)
• New social listening in Microsoft dynamics CRM
• Search players:
• Attivio
• Melingo
• HP (Autonomy)
Several projects in financial organizations and defense sector 78
79. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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What do the COO and CFO need?
CIO
CEO
COO
CCO
BRM
ERP
EPM
Logistics
Procurement
DW
Operational CRM
Finance
Supply Chain mng
WMS
79
80. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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http://www.forbes.com/sites/joshbersin/2012/08/16/the-
move-from-systems-of-record-to-systems-of-engagement/ 80
81. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Sales staff
Service
Agents
Marketing
staff
Procurement staff
HR Staff
Employees
Finance dept.
employees
Logistics
staff
Manufact.
staff
Knowledge/Content
Management
Logistics
Finance
Industry-
Specific
Solutions
Legacy
Systems
Sales
Automation
Marketing
Automation
Mobile Sales
(Prod. CFG)
Field
Service
Financial
Data Mart
HR
Data Mart
Product
Data Mart
Closed-Loop Processing
(EAI Toolkits, ETLM tools,
Embedded Mobile Agents)
Customer
Data Mart
Order
Data Mart
Operational
SCM
ERP
CRM
Manufacturing
Execution
Warehouse
Management
Transportation
Management
Transportation
Planning
Distribution
Planning
Supply
Planning
Manufacturing
Planning
Order
Management
Service
Automation
Web/
Intranet
Human
Resources
Manu-
facturing
Demand
Planning
Analyze
Design
Build
Deliver
Data
Warehouse
Product
Lifecycle
Systems of records architecture
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82. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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3 Different ERP markets
Enterprise Mid-Large SMB
• Very large enterprises
• Very large scale
implementations
• Typical number of
users: >1000
• Large organizations
• Large scale
implementations
• Typical number of
users: 100-1000
• Small-medium
organizations
• Small-mid
implementations
• Typical number of
users: 20-100
• Each market has different
characteristics, needs, players and
cost structure
• We position each of these markets
and its players separately
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83. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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ERP Staffing is (still) an issue
On average, the ERP staff accounts for 10% of the total IT staff
83
Galit Fein & Einat Shimoni’s work/ Copyright@2014
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84. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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ERP at its best (practice)
• Best practice is king
• Pre-built blueprint
• Skip the gap analysis
• Show the users a pre-set application
upfront (only then “must-have”
changes can be made)
• Cloud is a good enabler
• Amount of customizations decreasing:
from 30% customized code to 10-15%
• Price of implementation can be
“sane” (1:5)
Source: http://areyoufrank.com/ERP-Employee-Communication-and-Engagement-Experts
84
Best practice is not just
about $, it’s also about agility
85. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Mid-Large ERP market:
The battle begins!
85
86. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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What does the HR manager need?
CIO
CEO
COO
CCO
BRM
UX
Social
Gamification
Solutions for:
Knowledge mng.
86
Talent management
87. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Talent Management
• Preference of suites (versus point solutions)
• Cloud as preferred (sometimes only) model
• Social, mobile, cloud & analytics - all inside
87
Source: Johns Hopkins University
https://hrnt.jhu.edu/tmod/talent_mgmt/talent_mgmt.cfm
88. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Every system of records has an “engagement layer”
Engagement Layer
System of
Records
Engagement Layer
88
And it is
getting
all the
attention
Mobility of workers
Next best offer
Contextual IT
services
Millenials
89. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Millennials ask for new models of work
70% of users never login to
enterprise communities
50% of enterprise software
goes unused
• 76% own smartphones
• 83% sleep with their smartphones
• 68% own a game console
Don’t
call
80% of current gamified applications
fail, because business
objectives are not defined at
the outset
ages 19-36
Millennials:
89
@Gartner
90. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Like it or not, Millenials will change the workplace
In 5 years, nearly
50% of workforce
will consist of
Millennials
U.S. Bureau of Labor Statistics
90
But wait,
if you still do not understand the Gen Y
91. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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It’s all
they know
Gen Z - “Digital Natives” Coming to Your Office Soon
ages 4-19
Born
digital &
social
Constant
Connection
91
92. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Your Employees Deserve Better
VS
92
SAP UI: Also SAP UI
Employee view Customer view
93. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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No More Dumb Staff!
Print Sign Fax Scan
Mobile Learning
Gamification expected
Video-based training
Autodidactic
94. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Motivation is bigger than money
Gamification isn’t
about badges, levels,
competition, or points
It’s about great
engagement design
It’s a business channel that gets
invested for the long-term
It’s not a project…
+
94
95. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Why do people like games?
Collaboration
Sense of Control
Shared Experience
“There is the mismatch between what science knows and what business does.
The gap is wide. Its existence is alarming.”
Fun
Immediate Feedback
It takes us out of everyday live
Chance to learn new skills Feel of Competence
- Daniel Pink
95
96. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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How “active” is your enterprise portal?
What is the connection between the 2 images?
Enterprise
Portal
96
97. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Portals evolution
97
98. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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The organizational Portal
(“Intranet”)
• A single view for all (lowest common denominator)
• Can also be narrowed down to a specific group
(subsidiary / geographical location)
• Content (not transaction)-centered
• Common set of “services”
• No high value / ROI
• PR/ Brochure nature
98
99. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Process Portals
• Defined around a specific process or role
• More operational in nature (work environment)
• Sometimes the only place to perform a task
• Linkage to e-forms/WF tools (i.e, Nintex)
99
100. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Personalized portals
(“mysite”)
• Designed for a specific individual
• The person can chose his / her specific portlets
or web parts (like an app-store experience)
• Some apps will be mandatory
100
101. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Meanwhile, Knowledge management challenges are growing even bigger
“I don’t need any other tools for knowledge & collaboration, thank you.”
101
What’s in it
for me?
KM projects
should be task
focused
102. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Does this mean we have
to behave more like a
startup and less like an
enterprise?
102
103. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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CIO has 2 faces
COO CDO
103
104. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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IT Organization 2014
Enterprise Procurement
Software House IT Delivery Services
Managed
Services
LOBs
BRM
- CX
Bill of
materials
Scope of
Work
Infra
requirements
104
OCIO
Pay per Use
105. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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IT Organization 2014
Enterprise
Procurement
Software House IT Delivery Services
Managed
Services
LOBs
BRM
Scope of
Work
Infra
requirements
105
OCIO
- CIO’s
execution
arm
LOBs
LOBs
Business requirements
SW
106. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Office of the CIO - From Gatekeeper to Conductor
• IT strategy, IT budget mngt
• PPM, PMO, SOW, implementation
• Quality Assurance - methodologies
• Measurement, control and reporting:
IT solutions usage
Ongoing support
• Sourcing mngt
Managed services
Cloud computing
• Vendor mngt
Contracts, agreements, SLAs
• IT chargeback, IT service catalog
0%
10%
20%
30%
40%
50%
60%
70%
80%
OCIO responsibilities
STKI 2014
106
107. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Holistic Approach to IT Project Management Tool
107
108. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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OCIO - Managing the Change
“Change - it feels like trying
to juggle a number of balls,
with new balls suddenly
appearing and the floor
moving” One manager
Source: lindsay-sherwin.co.ukproject
Managing
the stresses and
pressures
Managing
project’
plan &
activities
At the end of the day, managing change is about managing people,
and in particular in managing their reactions to the changes
108
109. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Shamrock Organization - 3 Types of Workforce
Flexible organizations can
react quickly to ever-changing
environments
Org. don’t consist of just the
Core and Outsourced.
Periphery can be subdivided
multi-skilled core of
professional
technicians &
managers
Sourcing of non
central activities
Part-time &
temporary
workers
Sourcing fringe
109
110. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Is outsourcing still a good strategy?
Sourcing large projects + fix price = It doesn’t work so well
A few big outsourcing contracts have been
renewed: IMI, Mada, Court
An explosion in public sector outsourcing:
Ministry of Sviva, Knesset, Judicial Authority, ECA,
Taasuka , Immigration Authority
Although
ClientsVendors
• Highly competitive market
• Vendors entering almost no profit
projects hopping to get new business
• Hashkal effect – 12.5% has become
the upper limit
• Israel as China’s offshore
• Looking for creative ways to offset
losses
• Chooses service provider by lowest price
• Doesn’t take the risk element into account
• Ready to pay for additional work to a
certain limit
• Clients are disappointed and blaming the
service providers for lack of transparency
and fairness
Business model:
"בסדר יהיה"
111. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Managed Services…
111
Disappointment from outsourcing service provider for failing to meet client expectations
isn’t relevant if you never managed or told him what exactly went wrong
Small, manageable packages of work:
Well defined, SLA based price list
security
HD
QA e-commerce
Develop
ment
Mobility
Outsourcing of non
central activities
YOU have to be
in charge of core
managed services
112. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Two kinds of temporary workers
Temps
• Temp Workers who are
"Permanently" suck in their
'temporary' situation
• Often with more pay but
without any benefits and
labor rights
• It’s the small things that
bother you the most:
• Parking, dining room,
gift for holidays,
second-class worker
"כתף אל "כתף עובדי
If it quacks like a duck…it’s a
ממשלתי במשרד כתף אל כתף עובד
Disappearing trend
• ITOs will always use temps for
flexibility and scalability
• Partial Jobs
• Need for different skill sets at
different times
• Temporary hiring - Try Before
You Buy
• To hire a FTE, you have to have a
long term need.
• But a lot of the time, IT only
has an immediate need. It’s
much easier to budget for a
contractor
Here to stay
112
Permatemps
113. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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The Cloud Is Just One Of The Sourcing Models
IT delivery will consist of a mix of in-house software and
systems, cloud services and some outsourced –
all layered with various degrees of complexity
113
XaaS
IT Delivery Services (SW + HW)
Shared services drive lower cost
and faster T2M.
When you’re outsourcing DC
infrastructure, why would you like
to own the servers, network gear,
and other support equipment?
114. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Cloud empower 6 potentially “game changing” business enablers
Cloud’s Business Enablers
Cost
Flexibility
1
Shifts fixed to variable cost
Pay as and when needed
Business
Scalability
2
Provides limitless, cost-
effective computing capacity
to support growth
Masked
Complexity
4
Expands product
sophistication
Simpler for customers/users
Context-driven
Variability
5
User defined experiences
Increases relevance
Ecosystem
Connectivity
6
New value nets
Potential new
businesses
Market
Adaptability
Faster time to market
Supports
experimentation
3
Source: IBV Analysis
We want to pay only for what we use
And we want to control it accurately.
114
115. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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In the Cloud... Instead of Tears it Will Be Rain
Source: The METISfiles
115
116. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Open Source and cloud in the eyes of new centralized procurement
Centralized Procurement is more open to consider new software
models (SaaS, Open Source) in alongside classic models
In some cases, Cloud and OS are a better fit for fast changing
requirements of the market (i.e, mobile, big data, social)
Local services (SI) market is progressing but is still a barrier
116
#1 reason is not about price, it’s about (innovative) functionality and agility
ADD PINI OPEN SOURCE
INDEX
117. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Israeli organizations are finally embracing open source
•Search
• Lucene based projects - Elasticsearch, Solr
•Learning Management
• Moodle
•Web Content Management
• Drupla
• Joomla
• Umbraco
• Liferay
•Analytics:
• BI: Pentaho, Jaspersoft, Birt
• Data mining: R Statistics
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118. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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CRM SaaS will be the preferred model
70% of enterprises of all sizes (globally) having deployed all or some CRM, or planning to
deploy CRM as a SaaS solution
(Forrester)
20% of Israeli organizations are
already using SaaS CRM
An additional 20% are planning to
deploy SaaS CRM during 2014
(STKI Survey)
Source: STKI Survey 2014
118
119. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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IT customers would like to get
exactly the same from IT
Cloud Provider Value Based Pricing List
Clear price list, predictable billing, pay only per use
119
120. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Chargeback Pain or Gain?
NOT an allocation!
IT cost can’t be split evenly
between the LOBs
Chargeback connected to
actual consumption
120
NO more
all inclusive IT!
121. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Start with IT Service Catalog
Business
Next year you have to be
prepared to answer both
questions from executives:
1) “How much is this IT
service going to cost
me?”
2) "How do I know this is a
reasonable
expenditure?"
121
122. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Unfortunately ,You Can’t Separate the Transparency from Chargeback
IT budget management ONLY solution example:
Excel report with 100x of
categories is not a
transparent tool
BUT self service, process
automated, IT service-
based, tied to actual usage
Aternity
BMC
CA
HP
IBM
Neebula
SAS
ServiceNow
VMware
In alphabetical order
122
123. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Traditional Approach for SW Development Life Cycle is Over
16%
31%
53%
Standish – The Chaos Report
on-time, on-budget, on-scope
project is completed and operational but over-budget, over the time
project is canceled at some point during the development cycle
18
6
X
Average
Duration
First
result
On budget
months
months
Project
123
124. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Large IT Projects are More Likely to Fail than Small Projects
Think big
Start small
Act fast
projectSmall is beautiful —small projects are easier to
manage and execute
If the greatest projects difficulty is ever changing
requirements by the client, there is no sense to
be so strict about scope and budget far in advance
Embrace agile spirit - work tied with project shareholders;
small sprints; ability to show some product in several
weeks
124
125. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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What defines a successful project?
In use 5 years
after going live
Maintainable
after 5 years
Easily connected to
other applications
It is NOT about on-time or on-budget!
125
1. 2. 3.
126. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Pini’s slide CEO
127. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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What does the CEO need from the CIO?
CIO
CEO
COO
CCO
BRM
127
Omni-Channel
CX
Mobile
Ecommerce
Dashboard &
aggregated data
Mobile & personal
productivity tools
UX
Social
Gamification
KM
ERP
EPM
Logistics
Procurement
DW
Finance
Real time campaigns
New advanced analytics
Amazonification
Social listening
Technologies
that enable
innovation and
create
competitive
advantage
A necessary
critical
“backend”
to support
operations
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Bottom Lines
•The challenge will be weaving together systems of records
with systems of engagement:
•Systems of engagement create valuable records and information that
needs to be stored and managed
•The engagement layer will become increasingly more important in systems
of records to increase usability, effectiveness and productivity
•Every new project / application needs to start with the
customer experience in mind (internal or external)
128
129. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Please check yourself
• Are you capable of providing “dynamic” applications that change as
fast as business requirements?Agile applications
• Do you support BYOE? Solutions for all types of employees? UX for
internal apps?Generations
• How can you personalize IT services (per user/ role/ location etc.)?Contextual services
• Do you have a BRM (for internal CX) and CCO (for external CX)?CX manager
• Are you open to open source?Open Source
• Have you deployed SaaS applications?Cloud
• Can you provide IT cost transparency and chargeback as cloud
providers do?Transparency
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130. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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What are you getting:
1 2 3 4
5
130
Newsletters
What are you getting
131. Galit Fein and Einat Shimoni’s work/ Copyright@2014
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Thank you!
131