This document summarizes research on Generation Z employees and IT professionals regarding technology use in the workplace. Some key findings include:
1) Younger employees expect more advanced technology at work than is currently provided, such as laptops instead of desktops, but are aligned with security and policy compliance.
2) Businesses with more Generation Z employees are more likely to allow personal device use at work and have policies to manage it.
3) Younger workers communicate differently at work than with personal contacts, preferring in-person and email over social media for work.
4) Both groups agree end user influence over IT is increasing, especially in businesses with more younger employees, driven by demands for mobility and
The document summarizes the findings of a survey of 1,527 organizations in Melbourne and Victoria on their use of information and communication technology (ICT). Some key findings include: 71% use smartphones, 26% use IP telephony, 60% use Windows 7 as their operating system, 84% use laptops and 51% use tablets, 44% engage in teleworking, and 98% are connected to the internet mainly through broadband. The majority take steps to secure their networks and back up their data using methods like external hard drives, cloud storage, and tape backups.
This document discusses a survey of 354 top executives about how they locate business information. It finds that a generational shift is occurring as executives from "Generation PC" who came of age professionally during the rise of personal computers assume leadership positions. Generation PC executives access information more frequently, see greater value in emerging Internet technologies, and are willing to retrieve information in different ways, such as via video or mobile devices. The Internet is the top information resource for executives, who prefer to search for information themselves rather than delegating research. Search engines are the primary starting point, and executives are willing to click around online and follow links. Video and online networks are emerging tools for executives, though text remains preferred. IT executives are most likely to use
Industry 4.0 is the name of the next industrial revolution which is fueled by the advancement of digital technologies. It
is dramatically changing how companies engage in business activities. As a result, the disruptive nature of Industry 4.0
demands a reassessment of the requirements for IT. On the one hand, there is the possibility that the responsibilities of Chief Information Officers (CIOs) could be taken over by other executives such as the Chief Digital Officer (CDO) or the Chief Technology Officer (CTO). On the other hand, this
recent development creates entirely new perspectives for positioning themselves and their IT departments
within the business.
The impact of digital technologies is reaching a magnitude at which IT is considered a substantial
business driver, potentially placing CIOs in the driver’s seat.
As the rise in sophisticated digital technologies drives an exponential change in online customer behaviour, the need for businesses to embrace digital transformation has never been greater.
The digital transformation symphony when it and business play in syncRick Bouter
The document discusses how Starbucks successfully transformed digitally under the leadership of CIO Stephen Gillett from 2008 to 2012. Gillett collaborated closely with other executives to set up Digital Ventures, a new business unit focused on digital innovation. Digital Ventures delivered innovations like a mobile payments program that helped drive Starbucks' turnaround. The document argues that strong IT-business collaboration, as exemplified by Starbucks, is key to digital transformation success. It also notes that most organizations lack such collaboration between IT and business teams.
Are manufacturing companies ready to go digital capgemini consulting - digi...Rick Bouter
Digital technologies are impacting manufacturing companies across their value chains. The document analyzes how different digital tools can optimize various parts of the manufacturing value chain, including product design, manufacturing, and supply chain management. It provides examples of companies like GE, Boeing, and Bombardier that have used digital tools like crowdsourcing, virtual prototyping, and digital factory models to drive innovation, increase productivity, and reduce costs and time to market. The document also presents a "Digital Innovation Radar" mapping various digital technologies to bottom-line and top-line opportunities for manufacturers.
Report 3 the fourth industrial revolution - things to tighten the link betwe...Rick Bouter
This report was all about the fourth stage of the Industrial Revolution made possible by the far-reaching integration of Operational Technology (OT) and Information Technology (IT). The IT/OT convergence and the end-to-end ecosystems that are under development – from design and production to client interaction and advanced Maintenance, Repair & Overhaul (MRO) – enable a future in which appliances, devices, things and machines for professionals and private people will communicate with central systems, with one another, and with users for the purpose of providing the best possible facilities to makers, service providers, legislators and customers.
Source, Sogeti ViNT: http://vint.sogeti.com/internet-things-4-reports/
Neither Information technologies determine organisational structure merely, nor does organisational structure. There is a mutual interaction between there variables. Using information technologies is a must for the organisations in this century. However how information technologies evolved over the time brings a question of what effect can technology bring towards organisations and their structure. This study discusses the conceptual issues that raise the importance of technological tools, views and ways that followed by organisations and changed over the time. It also examines technological, organisational and interactive ties that connect organisational structure and the information technology. It concludes that information technologies have an impact on the organisational structure via centralisation and decentralisation, authority and control, space of control, change in organisational level, departmental structure, decision making process, communication, and organising the work.
The document summarizes the findings of a survey of 1,527 organizations in Melbourne and Victoria on their use of information and communication technology (ICT). Some key findings include: 71% use smartphones, 26% use IP telephony, 60% use Windows 7 as their operating system, 84% use laptops and 51% use tablets, 44% engage in teleworking, and 98% are connected to the internet mainly through broadband. The majority take steps to secure their networks and back up their data using methods like external hard drives, cloud storage, and tape backups.
This document discusses a survey of 354 top executives about how they locate business information. It finds that a generational shift is occurring as executives from "Generation PC" who came of age professionally during the rise of personal computers assume leadership positions. Generation PC executives access information more frequently, see greater value in emerging Internet technologies, and are willing to retrieve information in different ways, such as via video or mobile devices. The Internet is the top information resource for executives, who prefer to search for information themselves rather than delegating research. Search engines are the primary starting point, and executives are willing to click around online and follow links. Video and online networks are emerging tools for executives, though text remains preferred. IT executives are most likely to use
Industry 4.0 is the name of the next industrial revolution which is fueled by the advancement of digital technologies. It
is dramatically changing how companies engage in business activities. As a result, the disruptive nature of Industry 4.0
demands a reassessment of the requirements for IT. On the one hand, there is the possibility that the responsibilities of Chief Information Officers (CIOs) could be taken over by other executives such as the Chief Digital Officer (CDO) or the Chief Technology Officer (CTO). On the other hand, this
recent development creates entirely new perspectives for positioning themselves and their IT departments
within the business.
The impact of digital technologies is reaching a magnitude at which IT is considered a substantial
business driver, potentially placing CIOs in the driver’s seat.
As the rise in sophisticated digital technologies drives an exponential change in online customer behaviour, the need for businesses to embrace digital transformation has never been greater.
The digital transformation symphony when it and business play in syncRick Bouter
The document discusses how Starbucks successfully transformed digitally under the leadership of CIO Stephen Gillett from 2008 to 2012. Gillett collaborated closely with other executives to set up Digital Ventures, a new business unit focused on digital innovation. Digital Ventures delivered innovations like a mobile payments program that helped drive Starbucks' turnaround. The document argues that strong IT-business collaboration, as exemplified by Starbucks, is key to digital transformation success. It also notes that most organizations lack such collaboration between IT and business teams.
Are manufacturing companies ready to go digital capgemini consulting - digi...Rick Bouter
Digital technologies are impacting manufacturing companies across their value chains. The document analyzes how different digital tools can optimize various parts of the manufacturing value chain, including product design, manufacturing, and supply chain management. It provides examples of companies like GE, Boeing, and Bombardier that have used digital tools like crowdsourcing, virtual prototyping, and digital factory models to drive innovation, increase productivity, and reduce costs and time to market. The document also presents a "Digital Innovation Radar" mapping various digital technologies to bottom-line and top-line opportunities for manufacturers.
Report 3 the fourth industrial revolution - things to tighten the link betwe...Rick Bouter
This report was all about the fourth stage of the Industrial Revolution made possible by the far-reaching integration of Operational Technology (OT) and Information Technology (IT). The IT/OT convergence and the end-to-end ecosystems that are under development – from design and production to client interaction and advanced Maintenance, Repair & Overhaul (MRO) – enable a future in which appliances, devices, things and machines for professionals and private people will communicate with central systems, with one another, and with users for the purpose of providing the best possible facilities to makers, service providers, legislators and customers.
Source, Sogeti ViNT: http://vint.sogeti.com/internet-things-4-reports/
Neither Information technologies determine organisational structure merely, nor does organisational structure. There is a mutual interaction between there variables. Using information technologies is a must for the organisations in this century. However how information technologies evolved over the time brings a question of what effect can technology bring towards organisations and their structure. This study discusses the conceptual issues that raise the importance of technological tools, views and ways that followed by organisations and changed over the time. It also examines technological, organisational and interactive ties that connect organisational structure and the information technology. It concludes that information technologies have an impact on the organisational structure via centralisation and decentralisation, authority and control, space of control, change in organisational level, departmental structure, decision making process, communication, and organising the work.
Companies are increasingly embracing consumer technologies like smartphones and tablets in the workplace. Over 70% of companies have changed business processes to capitalize on this trend. Employees are using mobile devices for both basic and advanced work functions. As a result, companies are seeing benefits like improved collaboration, sales, and time to market for new products. However, some gaps remain between business and IT leaders on how to best manage these changes.
Report 4 design to disrupt devops eng - D2d Design 2 DisruptRick Bouter
This document discusses how organizations can remain successful in the age of digital disruption. It argues that traditional organizations must adopt the practices of startups and digital natives in order to compete, specifically through management innovation, Lean Startup methodology, and DevOps. These approaches emphasize speed, customer obsession, engaged staff, removal of bureaucracy, and empowering teams. The document also examines the concept of the "digital enterprise" and outlines a process for organizations to transform into one through developing a vision, involving staff, new governance models, and fully integrating digital technology. Overall it promotes these newer strategies as ways for traditional organizations to adapt to the current climate of rapid business disruption.
This document discusses findings from IBM's 2012 Tech Trends Report, which surveyed over 1,200 IT and business professionals about their adoption of emerging technologies like mobile, analytics, cloud computing, and social business. It identifies three types of organizations - Pacesetters, Followers, and Dabblers - based on how important and how quickly they adopt these technologies. Pacesetters see these technologies as critically important and adopt ahead of competitors. They are more market-driven, analytical, and experimental than other organizations in capitalizing on emerging technologies.
Microsoft Digital_Transformation_Project_Report.PDFMatthew Lambert
Digital transformation is seen as an urgent priority by many organisations due to the threat of disruption. Nearly half of business leaders believe their current business model will cease to exist within the next five years. Half of respondents expect their industry will be disrupted within the next two years. The top drivers for digital transformation initiatives are improving the customer experience, optimising operations, and ensuring business survival. However, some organisations still view digital transformation narrowly in terms of technology rather than a holistic business transformation.
The Road to Innovation is Paved With Information TechnologyNetApp
Technology, which is producing so much disruption and so much opportunity, also serves as a key tool to facilitate innovation. And continual innovation, at every level, has never been more important for business success. NetApp asked 300 executives worldwide for their views on tech priorities today and in the future. Download this report to learn what they had to say.
Backing up the digital front - digitizing the banking back office - capgemini...Rick Bouter
The document discusses how banks can digitize their back office operations by adopting various automation technologies. It states that while banks have focused on transforming customer experience digitally, they have neglected digitizing core back office systems which still rely on expensive legacy systems from the 1970s-80s. This results in inefficient manual processes and high costs. The document analyzes tactical technologies like document management systems and digital signatures, strategic technologies like business process management, and transformational technologies like core banking platforms that can help banks automate back office functions and realize estimated cost savings of up to 30%.
In prior research, we showcased how digital leaders are using investments in digital technologies to transform key capabilities across customer experience and operations. However, in today’s volatile and disrupted world, capability leadership is not enough. As well as having the capabilities in place, organizations need to be nimble and flexible – dexterous – if they are to respond to ever-changing technology advances, emerging competitive disruptions, and changing customer needs. Enterprises that excel in both qualities – capability and dexterity – are digital organizations. This ‘digital elite’ reported that they outperformed their competitors on multiple key performance indicators including profitability, customer satisfaction, innovativeness and growth.
This document discusses how information technology (IT) can impact organizational excellence. It begins by defining organizational excellence as a combination of strategy and culture. It then examines IT's role by outlining its capabilities to provide infrastructure, integration, and interactivity. The implications of these capabilities for organizational excellence are that infrastructure relates to strategy, integration relates to culture, and interactivity relates to both. Properly managing these IT capabilities can help streamline business functions and enable excellence through quality management, waste reduction, and understanding customers.
The Impact of Information Technology on Business Transformation in the Operat...IJMIT JOURNAL
The study aims at measuring the effects of information technology on the transformation of businesses in communication companies in Jordan. The study population consisted of companies' directors as well as their deputies, assistants, advisors, in addition to department managers and their assistants. The total number of the study subjects is 3 designated communication companies in Jordan; these are: Zain, Umniah, and Orange. To achieve the aim of the study, the researcher had prepared a questionnaire which comprises of 45 items covering the three factors of the independent variable (Information Technology): infrastructure, developmental environment, and executive support systems and applications, as well as the three factors of the dependent variable (Transformation of Businesses): operations, organization change, and workers' competence. In order to test the hypotheses, the following three criteria were adequately used: The Medians, the Standard Deviations, as well as the Regression Analysis. The study has reached a number of results; the most notable amongst these results is that there is a positive effect that is statistically significant of information technology on the elements of business transformation in Jordanian communication companies and all of their relating elements.
Techno vision 2012 bringing business technology to life - capgemini - digit...Rick Bouter
The document discusses Capgemini's TechnoVision 2012 report, which identifies seven clusters of emerging technologies and how they will impact businesses. The top clusters include technologies like rich internet applications and user portals that will transform the user experience. The middle clusters focus on flexible business processes and data insights. The bottom clusters provide stable utility-style services to support digital transformations. The report aims to help companies understand relevant technologies and develop effective IT strategies.
Innovation labs. and processes are being setup to help with exploration and prototyping of emerging technologies but where are companies investing? And what approaches are driving results? This research brief provides a synopsis of a recent survey of business and technology leaders to uncover which emerging technologies they are investing in and the different results that proactive versus reactive companies are reporting from their innovation efforts.
Impact of Information and Communication Technology on Cargo Industries A Stud...ijtsrd
The modern trend towards E commerce and computerization that they give you an idea about the way cargo industries Trucking and freight services , this paper establishes an “Impact of information and communication technology on cargo industries” In terms of commerce, logistics and fleet management, and proposes invented mechanisms of influence. The authors note that the speedy increase of E commerce and freight fleet management system compose it not easy to arrive next to firm, statistics based conclusion in relation to their impact of cargo industries, however suggest that more complicated government management of transportation demand over and above freight fleet management systems could call off out the pessimistic impact of E commerce on road transportation. Dr. Nandisha H. D "Impact of Information and Communication Technology on Cargo Industries - A Study in Bengaluru" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-1 , December 2020, URL: https://www.ijtsrd.com/papers/ijtsrd35731.pdf Paper URL : https://www.ijtsrd.com/management/mis-and-retail-management/35731/impact-of-information-and-communication-technology-on-cargo-industries--a-study-in-bengaluru/dr-nandisha-h-d
The document discusses the implementation of information and communication technology (ICT) for a fast food sandwich website. It describes how ICT integrates telecommunications, computers, storage and audiovisual systems to allow users easy access to information. The main points are how ICT was used to develop the website with menu, nutrition and allergy information. Potential problems with ICT implementation include network failures during bad weather and server overloading during high traffic. Solutions involve building a strong server system that can handle multiple user requests simultaneously and designing infrastructure that can withstand natural disasters. The document also discusses advantages like promoting services anywhere at any time, and disadvantages like risk of confidential data exposure if not protected carefully. It analyzes how the company benefited from using reliable
1. The document discusses the impact of information and communication technologies (ICTs) on the strategic management of financial institutions.
2. It finds that ICTs have contributed significantly to improving operations and management across various departments in banks like marketing, customer service, and human resources.
3. Benefits of ICT implementation for banks included better online and offline customer support, increased sales volumes, and reduced queues in bank halls.
Disruptive Intermediaries; how start-ups disrupt established businessesBen Gilchriest
Digital Disruptive Intermediaries (DDIs) are new digital businesses that disrupt established business models by changing how value is created and distributed in markets. DDIs exploit information asymmetries rather than physical assets, allowing them to grow and cause disruption rapidly. The report examines eight archetypes of DDIs and how they innovate, such as digital stores that aggregate supplier offers online, content hubs that provide on-demand media, and sharing hubs for user-generated content. Incumbent businesses are advised to understand how DDIs change value flows in order to identify opportunities and threats from disruption.
201306 Ode to Simplification and IT Strategic LeadersFrancisco Calzado
The keynote speech discusses the need to simplify outdated IT systems in order to take advantage of new digital technologies. It describes the "old digital world" as overly complex, with too many fragmented applications and outdated systems. This complexity leads to inaccurate data, inefficient processes, high costs, and other issues. However, the new digital technologies cannot be fully realized without first simplifying outdated systems. The speech argues that simplifying IT systems in a measured way, through goals, analysis, and change management, can help embrace new technologies while reducing complexity. It also stresses that CIOs need long-term strategic vision to balance investments in old and new systems for maximum benefit.
1) Flexible IT policies play a major role in employee satisfaction and retention. Employees with access to flexible policies like telework and social media report higher satisfaction and are less likely to plan to leave their employer.
2) Employees expect work technology to be on par with their personal technology experiences, but report their work technology is often outdated, slower, and less user-friendly. Addressing basic IT issues like speed and support is important.
3) Employees are driving technological change in the workplace as they transfer their consumer technology experiences. Many expect to use similar tools at work and home.
Companies are increasingly embracing consumer technologies like smartphones and tablets in the workplace. Over 70% of companies have changed business processes to capitalize on this trend. Employees are using mobile devices for both basic and advanced work functions. As a result, companies are seeing benefits like improved collaboration, sales, and time to market for new products. However, some gaps remain between business and IT leaders on how to best manage these changes.
Report 4 design to disrupt devops eng - D2d Design 2 DisruptRick Bouter
This document discusses how organizations can remain successful in the age of digital disruption. It argues that traditional organizations must adopt the practices of startups and digital natives in order to compete, specifically through management innovation, Lean Startup methodology, and DevOps. These approaches emphasize speed, customer obsession, engaged staff, removal of bureaucracy, and empowering teams. The document also examines the concept of the "digital enterprise" and outlines a process for organizations to transform into one through developing a vision, involving staff, new governance models, and fully integrating digital technology. Overall it promotes these newer strategies as ways for traditional organizations to adapt to the current climate of rapid business disruption.
This document discusses findings from IBM's 2012 Tech Trends Report, which surveyed over 1,200 IT and business professionals about their adoption of emerging technologies like mobile, analytics, cloud computing, and social business. It identifies three types of organizations - Pacesetters, Followers, and Dabblers - based on how important and how quickly they adopt these technologies. Pacesetters see these technologies as critically important and adopt ahead of competitors. They are more market-driven, analytical, and experimental than other organizations in capitalizing on emerging technologies.
Microsoft Digital_Transformation_Project_Report.PDFMatthew Lambert
Digital transformation is seen as an urgent priority by many organisations due to the threat of disruption. Nearly half of business leaders believe their current business model will cease to exist within the next five years. Half of respondents expect their industry will be disrupted within the next two years. The top drivers for digital transformation initiatives are improving the customer experience, optimising operations, and ensuring business survival. However, some organisations still view digital transformation narrowly in terms of technology rather than a holistic business transformation.
The Road to Innovation is Paved With Information TechnologyNetApp
Technology, which is producing so much disruption and so much opportunity, also serves as a key tool to facilitate innovation. And continual innovation, at every level, has never been more important for business success. NetApp asked 300 executives worldwide for their views on tech priorities today and in the future. Download this report to learn what they had to say.
Backing up the digital front - digitizing the banking back office - capgemini...Rick Bouter
The document discusses how banks can digitize their back office operations by adopting various automation technologies. It states that while banks have focused on transforming customer experience digitally, they have neglected digitizing core back office systems which still rely on expensive legacy systems from the 1970s-80s. This results in inefficient manual processes and high costs. The document analyzes tactical technologies like document management systems and digital signatures, strategic technologies like business process management, and transformational technologies like core banking platforms that can help banks automate back office functions and realize estimated cost savings of up to 30%.
In prior research, we showcased how digital leaders are using investments in digital technologies to transform key capabilities across customer experience and operations. However, in today’s volatile and disrupted world, capability leadership is not enough. As well as having the capabilities in place, organizations need to be nimble and flexible – dexterous – if they are to respond to ever-changing technology advances, emerging competitive disruptions, and changing customer needs. Enterprises that excel in both qualities – capability and dexterity – are digital organizations. This ‘digital elite’ reported that they outperformed their competitors on multiple key performance indicators including profitability, customer satisfaction, innovativeness and growth.
This document discusses how information technology (IT) can impact organizational excellence. It begins by defining organizational excellence as a combination of strategy and culture. It then examines IT's role by outlining its capabilities to provide infrastructure, integration, and interactivity. The implications of these capabilities for organizational excellence are that infrastructure relates to strategy, integration relates to culture, and interactivity relates to both. Properly managing these IT capabilities can help streamline business functions and enable excellence through quality management, waste reduction, and understanding customers.
The Impact of Information Technology on Business Transformation in the Operat...IJMIT JOURNAL
The study aims at measuring the effects of information technology on the transformation of businesses in communication companies in Jordan. The study population consisted of companies' directors as well as their deputies, assistants, advisors, in addition to department managers and their assistants. The total number of the study subjects is 3 designated communication companies in Jordan; these are: Zain, Umniah, and Orange. To achieve the aim of the study, the researcher had prepared a questionnaire which comprises of 45 items covering the three factors of the independent variable (Information Technology): infrastructure, developmental environment, and executive support systems and applications, as well as the three factors of the dependent variable (Transformation of Businesses): operations, organization change, and workers' competence. In order to test the hypotheses, the following three criteria were adequately used: The Medians, the Standard Deviations, as well as the Regression Analysis. The study has reached a number of results; the most notable amongst these results is that there is a positive effect that is statistically significant of information technology on the elements of business transformation in Jordanian communication companies and all of their relating elements.
Techno vision 2012 bringing business technology to life - capgemini - digit...Rick Bouter
The document discusses Capgemini's TechnoVision 2012 report, which identifies seven clusters of emerging technologies and how they will impact businesses. The top clusters include technologies like rich internet applications and user portals that will transform the user experience. The middle clusters focus on flexible business processes and data insights. The bottom clusters provide stable utility-style services to support digital transformations. The report aims to help companies understand relevant technologies and develop effective IT strategies.
Innovation labs. and processes are being setup to help with exploration and prototyping of emerging technologies but where are companies investing? And what approaches are driving results? This research brief provides a synopsis of a recent survey of business and technology leaders to uncover which emerging technologies they are investing in and the different results that proactive versus reactive companies are reporting from their innovation efforts.
Impact of Information and Communication Technology on Cargo Industries A Stud...ijtsrd
The modern trend towards E commerce and computerization that they give you an idea about the way cargo industries Trucking and freight services , this paper establishes an “Impact of information and communication technology on cargo industries” In terms of commerce, logistics and fleet management, and proposes invented mechanisms of influence. The authors note that the speedy increase of E commerce and freight fleet management system compose it not easy to arrive next to firm, statistics based conclusion in relation to their impact of cargo industries, however suggest that more complicated government management of transportation demand over and above freight fleet management systems could call off out the pessimistic impact of E commerce on road transportation. Dr. Nandisha H. D "Impact of Information and Communication Technology on Cargo Industries - A Study in Bengaluru" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-1 , December 2020, URL: https://www.ijtsrd.com/papers/ijtsrd35731.pdf Paper URL : https://www.ijtsrd.com/management/mis-and-retail-management/35731/impact-of-information-and-communication-technology-on-cargo-industries--a-study-in-bengaluru/dr-nandisha-h-d
The document discusses the implementation of information and communication technology (ICT) for a fast food sandwich website. It describes how ICT integrates telecommunications, computers, storage and audiovisual systems to allow users easy access to information. The main points are how ICT was used to develop the website with menu, nutrition and allergy information. Potential problems with ICT implementation include network failures during bad weather and server overloading during high traffic. Solutions involve building a strong server system that can handle multiple user requests simultaneously and designing infrastructure that can withstand natural disasters. The document also discusses advantages like promoting services anywhere at any time, and disadvantages like risk of confidential data exposure if not protected carefully. It analyzes how the company benefited from using reliable
1. The document discusses the impact of information and communication technologies (ICTs) on the strategic management of financial institutions.
2. It finds that ICTs have contributed significantly to improving operations and management across various departments in banks like marketing, customer service, and human resources.
3. Benefits of ICT implementation for banks included better online and offline customer support, increased sales volumes, and reduced queues in bank halls.
Disruptive Intermediaries; how start-ups disrupt established businessesBen Gilchriest
Digital Disruptive Intermediaries (DDIs) are new digital businesses that disrupt established business models by changing how value is created and distributed in markets. DDIs exploit information asymmetries rather than physical assets, allowing them to grow and cause disruption rapidly. The report examines eight archetypes of DDIs and how they innovate, such as digital stores that aggregate supplier offers online, content hubs that provide on-demand media, and sharing hubs for user-generated content. Incumbent businesses are advised to understand how DDIs change value flows in order to identify opportunities and threats from disruption.
201306 Ode to Simplification and IT Strategic LeadersFrancisco Calzado
The keynote speech discusses the need to simplify outdated IT systems in order to take advantage of new digital technologies. It describes the "old digital world" as overly complex, with too many fragmented applications and outdated systems. This complexity leads to inaccurate data, inefficient processes, high costs, and other issues. However, the new digital technologies cannot be fully realized without first simplifying outdated systems. The speech argues that simplifying IT systems in a measured way, through goals, analysis, and change management, can help embrace new technologies while reducing complexity. It also stresses that CIOs need long-term strategic vision to balance investments in old and new systems for maximum benefit.
1) Flexible IT policies play a major role in employee satisfaction and retention. Employees with access to flexible policies like telework and social media report higher satisfaction and are less likely to plan to leave their employer.
2) Employees expect work technology to be on par with their personal technology experiences, but report their work technology is often outdated, slower, and less user-friendly. Addressing basic IT issues like speed and support is important.
3) Employees are driving technological change in the workplace as they transfer their consumer technology experiences. Many expect to use similar tools at work and home.
New technology trend opportunities and challengesSaeed Al Dhaheri
This presentation is part of another presentation titled "Roles of ICT in Real Life Scenarios" which was presented during the International Conference on Next Generation Computing & Communication Technologies 2014 in Dubai. The presentation address the opportunities and challenges of the new technology forces: Cloud, Mobile, Social Media and Information and their impact of the traditional role of the IT.
The document discusses the results of research conducted by Telstra on how employees are adopting and utilizing technology tools for communication and collaboration in the workplace. Some key findings include:
- Nine out of ten IT leaders find it challenging to implement all the technology tools employees expect.
- Around 40% of organizations have achieved "superuser" status by working closely with employees to exceed expectations of the modern workplace.
- Employee expectations are increasingly driving technology adoption in organizations, but almost half of respondents thought their organizations prioritized other IT projects over meeting employee needs.
- Cloud-based unified communication solutions could help meet employee expectations and deliver benefits like better decision making and job satisfaction.
Digital transformation-of-business-harvard-business-reviewJerry Chen
Business value of Strategy for enterprise organizations
A Harvard Business Review report - The Digital Transformation of Business – demonstrates how leading organizations are getting creative with cloud, mobile, social and big data. Understand how 537 enterprise executives are using megatrend technologies to drive transformational impact for their business, their customers and their employees.
The document discusses how digital technologies like cloud, mobile, social media, and big data are transforming businesses. A survey of over 500 executives found that these technologies allow companies to improve customer service, increase productivity, develop new products and services, and increase revenues. Mobile in particular enables new business scenarios, like apps that improve the fan experience for the Detroit Lions football team and allow Delta flight attendants to increase sales. Cloud computing provides flexibility and agility that allows for innovation. While security and data concerns remain challenges, leading companies are finding ways to leverage digital technologies for top-line growth and transformation.
This document discusses the findings of a survey on how businesses are transforming through adoption of digital technologies like cloud, mobile, social media, and big data. Key findings include:
- Over half of respondents said these technologies are already transforming their businesses, with impacts including improved customer service, increased productivity and revenues, and new business models and products.
- Mobile access is enabling new business scenarios by allowing employees to work anywhere and companies to innovate through new customer apps and services. Delta Air Lines is an example using mobile to sell more products in-flight and improve customer service.
- Cloud computing is driving business agility by providing flexible infrastructure and lower costs, enabling faster innovation and new services. Leading companies
The document discusses bridging the gap between IT managers and users to improve productivity. A survey found users feel IT departments are behind in supporting current working trends like remote working. There is also a disconnect between how IT managers think they are supporting productivity and users' experiences. The document suggests better communication is needed between IT and users, and that users should have more input into technology decisions and strategies to fully realize productivity gains from new technologies and working styles.
This document summarizes the findings of a survey conducted by the Economist Intelligence Unit on how technology will impact how companies interact with their customers within the next 5 years. The survey found that customer-driven innovation will become more important, as empowered customers will be a leading source of innovative ideas. Companies will need to adopt digital channels that are relevant to younger generations and be prepared to more openly share information with and involve customers in business processes while maintaining security. Technology must also enable greater responsiveness to customer demand.
Economist Intelligence Unit 2013 report explores the business impact of strategic CIOs and offers advice to CIOs transitioning to a more strategic role.
BT On The Productivity Puzzle in CollaborationLeon Benjamin
Leon Benjamin, Sei Mani's co-founder contributes to its strategic partner BT' and its perspective on the value of collaboration in the enterprise.
As a concept, mobile and flexible working is nothing new and the idea of where people work has widened to pretty much anywhere. The issue is no longer ‘where’ people work, the question we’re now asking is ‘how’ people work.
The document discusses how Microsoft has modernized Office to address changes in how people work with new devices and cloud computing. It summarizes the key trends driving this change as the proliferation of mobile devices, different work styles of multiple generations, and the growth of cloud computing. The new Office 365 ProPlus allows users to access familiar Office apps from any device and location, easily share and collaborate online, and gives IT control over managing users and devices while supporting bring your own device.
Enterprise Mobility Applications: Addressing a Growing GapBlackBerry
This new report on enterprise mobility applications highlights the alarming gap between Central IT and line-of-business IT environments. Millennials in particular are showing signs of growing frustration with the devices and software tools available to support them in the workplace. Many are making their own mobility arrangements, through ‘shadow IT’, despite growing regulatory risk. The advent of the ‘Internet of Things’ will further exacerbate the situation as mobile staff seek access to real time data from their phones and tablets.
Our recent survey of over 100 financial service organizations, conducted by Forbes Insights in the UK and North America, indicates that despite current business and employee demand, enterprise mobile applications remain at a very early stage of maturity, with less than a quarter of employees eligible to access such facilities. The implications here are profound, given the need to support mobile working with appropriate tools in every sphere of corporate activity today.
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• Phases in Communication Mining
• Demo on Platform overview
• Q/A
2. The Journey to a
Contemporary Workplace
As a business, we’re constantly seeking to improve the services and technology
solutions we provide to customers. For the UK’s largest organisations, IT is increasingly
influenced by end user trends and changes to the working environment. These can
result in a range of considerations for the IT decision maker, from how to respond to the
proliferation of devices used formally and casually over the network, to how to engineer
working practices in order to improve end user productivity.
Computacenter commissioned independent research to understand how businesses
are responding to workplace change and where their challenges reside. The emphasis
of the research was to compare perspectives from the next generation of end users
and those of IT professionals devising workplace strategy for organisations today. The
findings in the report provide interesting results that should help inform next steps for
businesses in enabling a contemporary workplace.
At Computacenter, we see three factors impacting workplace transformation for IT:
the need for cost management, a shift towards flexible IT sourcing and the desire to
innovate with technology. Moreover, workplace change is increasingly becoming a
driver for broader infrastructure change. Issues such as the consumerisation of IT are
forcing companies to understand the workplace environment and, subsequently, how
larger systems should support it. This ‘workplace in’, rather than ‘infrastructure out’
approach gives way to new thinking on how IT solutions are devised and delivered into
the business.
It is, of course, important that any IT change be grounded in reality. Success and failure
in a business is not defined by smartphones and tablet PCs alone, just as mobile
access and virtual desktops are not a panacea for productivity challenges. However,
the managed deployment of these solutions, aligned with a clear view of their impact
on end user productivity and the bottom line can be transformative for businesses. The
research helps us to understand that a contemporary workplace is not an off-the-shelf
template, but an understanding of how these factors combine for our customers and
the market overall.
Enjoy the report!
Pierre Hall, Solutions Director, Computacenter
2
3. Executive Summary
Several industry ‘buzz’ curves are influencing IT decision making in 2012. The
‘consumerisation of IT’ is one such term that suggests a significant shift in IT thinking, driven
by the sophistication and proliferation of consumer devices in the contemporary workplace.
The ‘Corporatisation of Generation Z’ research challenges some of the assumptions
surrounding this trend and also provides insights for IT strategists on how to balance the
often competing needs of commercial, end user and infrastructure demands on IT.
This research study was commissioned by Computacenter and carried out by an
independent research company, Loudhouse. The research surveys 200 IT decision makers
in large organisations, as well as 1,000 Generation Z end users in the UK. Generation Z
is the most recent age group to arrive in the workplace (aged between 16-24 years). This
research approach addresses two audiences that, ostensibly, occupy the polar extremes of
workplace demography – the young, vital talent that represents tomorrow’s business leaders
and the conservative stewards of today’s rapidly changing IT environment. Whilst tension
between these two groups is understandable and evident to some degree, Loudhouse
analysed the key findings from the data and has suggested a far more complex dynamic
between end user and IT strategy, summarised as follows:
The corporatisation of Gen Z
• ounger employees express clear desires to work within defined and controlled working
Y
environments where policy shows the way
- 22% of younger employees admit to using mobiles to access personal applications at
work, outside their employer’s knowledge. However, younger employees are mostly in
alignment with IT pros thinking on the importance of security, information control and
policy compliance
Workplace permissions and user power
• ompanies with a greater presence of workers under 24 year olds have different IT
C
attributes and strategies than those where the average age employee is older
- Businesses with more than 25% Generation Z employees are more likely than other
businesses to operate a version of a ‘Bring Your Own Device’ policy (63% against 46%,
respectively). Such businesses are also more likely to have policies in place to manage
personal device use (73% against 50%, respectively).
Home tech ahead of the workplace
• evice technology used in the contemporary workplace lags behind the sophistication of
D
personal devices or home-ware for Generation Z workers
- 70% of young employees have laptops at home, whilst only 26% use laptops at work.
38% have iPhones for personal use, with only 18% using iPhones for work
Research Methodology
The research combines two respondent groups. The first group is IT Decision Makers (those responsible
for IT budgets and purchasing decisions) in organisation of 500 employees or more. 53% of this sample
was of business with over 1,000 employees. The second group is workers between the ages of 16-24
years in full time or part time employment. 48% of the sample have degree qualifications, a further 28%
have professional qualifications and 17% have vocational qualifications.
The research for both groups was conducted online against a series of closed, multi-code questions
during Q1 2012, by Loudhouse Research, an independent consultancy based in the UK.
3
4. Keeping social off the agenda
• ounger employees are less likely to see social media as a relevant workplace tool than IT
Y
professionals, although a blend of social and professional worlds is desired
- 66% of young employees state a preference for communicating with friends via social
media, whilst only 17% state a preference for interacting with colleagues using social
channels
- nly 16% of young employees consider that social networks should be fully permitted
O
at work, whilst 34% of IT professionals report social networks as ‘fully permitted’ in the
workplace
End user influence
• he majority of IT professionals state that end user influence on IT strategy is increasing,
T
with network access and device use expectations difficult to manage
- 71% of IT professionals state that end users are very influential in shaping IT strategy for
an organisation. In businesses where under 24 years old form a larger percentage of
the workforce, this increases to 82%.
Summary
The workforce and the workplace are fundamentally changing the way that IT shapes
the organisation. It is no longer a ‘top down’ approach where users are simple nodes on
a network. Nor is it a landscape of device ‘rebellion’ where employees fail to grasp the
importance of governance and guidelines. However, the influence of end user needs on IT
investment combined with the potential for pragmatic IT planning to unlock user productivity
create new opportunities to align employee wants, technology change and business goals
under a cohesive IT strategy. Businesses able to manage this balance cost effectively,
avoiding disruption whilst accommodating change, stand to gain considerably from a
‘consumerisation’ of technology and constructive ‘corporatisation’ of the next generation of
business professionals.
S1: Model of relationship between younger end users and IT decision makers
4
5. Home Tech and the Workplace
It is clear that the younger workforce is accustomed to working with technology in the
workplace that is more of a utility status than ‘state of the art.’ Figure 1 shows that this age
group are far more likely to have personal mobile devices, or more sophisticated personal IT
than that made available to them in the workplace. Most notable is the presence of laptops
against PCs (desktops). 70% of respondents have a laptop as a personal device, whilst only
32% have laptops allocated within the workplace. Similarly, smartphone devices are far more
likely owned by their users, rather than technology provisioned by their employers.
Figure 1 is a simple portrait of what is commonly referred to as the consumerisation of IT. The
‘power’ in terms of functionality and mobility resides in the hands of the end user, with the
workplace playing catch-up. On the basis that the two worlds never meet, there is no issue
with the status quo. However, the challenge and subsequent risk for IT management occurs
when a sophisticated array of personal devices become entry points for the corporate
network. This forces IT strategy to either clampdown via IT policy, or liberate via sophisticated
virtualised user environments to ensure that network performance and security remain in the
control of the IT function.
If Figure 1 describes the present, Figure 2 provides a glimpse into the near future. The
percentages show the status for mobile deployment and network access in instances where
at least half the workforce has either a smart device or some level of remote network access.
Whilst current levels of significant mobile deployment are relatively low when taking into
account the entire workforce, the expected increase in mobility to the point where over 50%
of the workforce is mobile is considerable. Remote email use, remote access to business
applications and smartphone management software deployments are all set to increase
significantly (in most cases double) over the next 12 to 24 months.
Fig 1: Device use at work and at home
Q: From the following devices, what do you use for work and/or personal use? (Base 1,000)
Fig 2: Mobile/remote deployment for the workforce
5 Q: To what degree are the following technologies and devices deployed within your organisation? (Base: 200)
6. Keeping Social off the Agenda
Looking at the nature of how younger employees communicate at work, beyond the device
that is used provides some insights into to versatility of today’s workplace communications
channels. Most encouraging is the recognition that face-to-face contact with colleagues
is the most preferred form of communication (85%). Email (65%) is of greater preference
than telephone (45%), with social channels, instant messaging and video all seemingly less
relevant for generation Z employees as colleague-to-colleague communications tools.
The picture changes when looking at how this group state preferences for communicating
with non-work friends in the workplace. Social media (37%) is on par with phone (38%)
and email (44%). Whilst it may seem unprofessional to be excessively in touch with ‘friends’
whilst at work, regardless of the channel used, it is notable to see that the percentage of
respondents using social media outside of work increases to 66% (Figure 3). This suggests
that respondents either recognise the implications of ‘chatting’ on work time, or are working
within policies or network environments where social media isn’t available.
An indication that this social ‘abstention’ is voluntary, rather than mandated, is provided
by Figure 4 where the majority of respondents believe that social networking shouldn’t be
present in the workplace at all, regulated or otherwise. Only 23% consider that it should be
regulated, 16% that it should be permitted without regulation, whilst 57% feel it should not
be permitted at all. There is a greater level of enthusiasm for professional networking sites,
such as LinkedIn, where only 21% believe its use should not be part of the workplace. This,
again, suggests that Generation Z draw clear differences between social for social channels
and social for work – perhaps to a greater extent than their ‘Generation X’, colleagues. It is
worth noting that new joiners to the workplace have grown up with social media and are very
mature users. Their older colleagues (25-35yrs) have seen social media disrupt the working
environment ‘as it happened’. This is perhaps why, when looking at the workforce as a
whole, 34% of IT professionals in the survey advocated a regulated use of social channels,
considerably higher than Generation Z.
Fig 3: Preferred communications
channels at work
Q: From the following, please
choose your preferred methods
of communicating with each
group (Base 1,000)
Fig 4: Communications channels
policies
Q: For each of the following,
please select the level of
regulation you think is appropriate
in the workplace Base: (1,000)
6
7. Generation Z Expectations
IT decisions makers perceive that under 25 year olds have higher expectations of technology
in the workplace, are more likely to expect access to personal services, such as personal
email, whilst at work and are more likely to expect to use personal devices in the workplace.
This perception is somewhat borne out by experience. Figure 5 shows that IT professionals
from organisations where the workforce employs a larger number of 16-24yrs old (25% or
more) are more likely to consider these factors to be influential in the workplace in general,
but not to such a degree when looking at device use or network access.
72% of businesses with more than 25% Generation Z workers believe that this group
has generally higher expectations of IT performance, against 53% of respondents from
businesses with fewer than 25% Generation Z workers. This position inverts when looking
at personal device use in the workplace, 60% to 64% respectively. Therefore, whilst the IT
professional sample believes that younger workers are more likely than others to have high
expectations, there is some variability in exactly what those expectations are.
Figure 6 shows the same groups responding to the level of challenges in managing end
users overall. The top three challenges are all indicative of consumerisation of technology
and a general thirst for workplace choice. Flexibility of access points for company resources,
access to the network from new devices and access to the network from new locations are
all cited as key areas of development for the business.
Perhaps of greater interest is the fact that respondents with higher levels of younger workers
seem to be experiencing these challenges more acutely than the other group. Only when
looking at access ‘on the road’ does this trend, for understandable reasons relating to the
age of a ‘road warrior’ workforce, move in the opposite direction. It appears that there is a
clear relationship between IT demands and workplace demography.
Fig 5: Managing younger
workers
Q: In what way, if any, do
you think that younger
recruits (under 25yrs) differ
from the average user in
the business? (Base: 200)
Fig 6: Challenges in
end user management
Q: What are the most
important challenges you
face in managing the
7 expectations of your end
users? (Base 200)
8. End User Influence
Looking at end user influence in general, it is clear that IT decision makers have to listen to
them more intently. 71% of IT respondents state that the end user audience is very influential
on IT strategy, actually more so than customers (66%) and almost to the same degree as
the Board (76%). Again, Figure 7 shows that businesses employing a higher level of younger
workers are more likely to consider that end users have a significant influence on IT strategy
(81%).
Figure 8 describes the same issue in terms of a trend over the past 12-24 months. Not only
are end users influential, but 38% of respondents believe that influence has increased in the
past 1-2 years, with only 4% believing that end user influence has decreased. Compared
to the customer base and the Board, the increase of end user influence on IT strategy is
considered to be higher. Only 26% of IT respondents believed that Board influence was
increasing, whilst 37% felt that customer influence was increasing. Consistent with other
findings, business with a higher level of Generation Z workers are more likely to state end
user influence as increasing.
It seems that the sophistication of devices, greater levels of mobility and IT literacy are all
conspiring to empower the workforce in matter of technology. Whilst this may be interpreted
as a redistribution of power from the central IT hub, to the employees themselves, it is more
sensibly viewed as a transition that, not without challenges, will create notable productivity
gains for the business as IT environments transition to more user-centric models.
Fig 7: Level of end user influence
Q: What is the level of influence that end users have over driving changes in IT strategy? (Base 200)
Fig 8: Trend in end user influence
Q: Over the past 24 months, how has the level of Influence of this group changed?
8
9. The ‘Corporatisation’ of Gen Z
The tables in Figures 9 and 10 use a set of polarised statements to understand how
sentiment towards key areas of the IT/user relationship differ. Respondents from both the
Generation Z group and the IT decision maker group provided answers on the following
three issues:
• User productivity (output) and time planning
• Control of corporate data user device flexibility
• Control of communications at work and user collaboration
The first point of interest is shown in Figure 9. Whilst the degree to which either group
considers user productivity to be more, less or equally important to time planning is notable,
the key point is that the groups are basically in agreement. This is also the case for company
control of information against device use. Generation Z respondents are as respectful
of productivity and compliance needs as their IT professional counterparts. Rather than
sacrificing productivity for autonomy, or device use for data governance, Generation Z is
‘corporatised’ to the needs of the organisation.
Figure 10 shows a similar picture, but with a degree of tension between the two groups
regarding control of communication and the ability for users to collaborate. Generation
Z respondents are almost twice as likely to consider that communications control is less
important than user collaboration (18% to 10% - IT professionals). This provides an indication
of where user needs start to decouple of from technology control. It seems that end users
assign greater value to working together (collaboration) than personal autonomy or personal
technology use.
Fig 9: Productivity and flexibility
Q: For each of the following pairs of priorities, which statement do you agree with? (Base 1,000 200)
Fig 10: Collaboration and control
Q: For each of the following pairs of priorities, which statement do you agree with? (Base 1,000 200)
9
10. Workplace Permissions
User Power
Figure 11 asks IT professionals to consider if unmanaged use of consumer devices holds
back IT strategy. Respondents are most likely to think that the impact of such behaviour
would result in general compliance issues, security and ID challenges and the expectations
set on IT from the business (by increased device sophistications and flexibility).
Respondents from businesses with more than 25% of workers under 25yrs old are more likely
to state general compliance as an issue (62% to 48%) and high expectations on IT delivery
(43% to 30%). Respondents from businesses with a more mature workforce, those with under
25% of workers between 16-24 years old, are more concerned by security issues (61% to
55%) and costs relating to systems upgrades (40% to 35%) than the other group.
Turning to the benefits of consumerisation, Figure 12 shows the favourable aspects of
personal device use as seen by IT professionals and Generations Z users. Whilst the IT
professional group are somewhat more enthusiastic about benefits that the ‘Gen Z’ users,
the priority order is very similar. Productivity gains (69% and 49%) and flexibility (50% and
35%) are the two driving factors for tolerating, or planning for increased personal device use
in the workplace. Intriguingly, the attraction of younger workers (48% and 35%) is believed by
both groups as a more significant reason for personal device use that senior management
preference (43% and 25%) – suggesting that ‘top down’ device sophistication is less of a
driver behind workplace change than perhaps expected.
It is understandable that IT decision makers are more attuned the possible benefits that
device flexibility brings, even if this sentiment is balanced by a range of concerns. On the
basis of other findings in the survey, the key decision for IT over the next 12-24 months
is ‘how’ change should be managed, rather than ‘if’ it should be considered at all. Clearly,
productivity benefits are a recognised outcome of network and device flexibility. However,
understanding workforce demography and end users needs appears to be as important
as more traditional IT territory, such as cost management and systems compatibility; useful
insights to creating a sustainable view of IT change over the next two years.
Fig 11: Unmanaged device
use challenges
Q: Do you think that
unmanaged use of consumer
devices in the workplace is
holding back IT strategy in
any of the following ways?
(Base 200)
Fig 12: Drivers for allowing
personal device use
Q: Which of the following
would you say are good
reasons for allowing personal
technologies in the workplace?
10 (Base 1,000 200)
11. Summary
Looking exclusively at the 16-24yrs age group as a proxy for broader workplace
issues related to IT is a useful exercise. The research manages to dispel some
perceived myths about the disruptive nature of managing younger workers on a
wave of IT consumerisation. Whilst the stereotype may be of an ‘always on’ socially
mobile, corporately naïve and technologically demanding ‘force’, the reality is different.
Generation Z certainly has higher expectations of technology, but the most likely
outcome from such as position, with the acknowledgement that end users are
becoming more influential on IT strategy, is a net improvement in workplace IT, the basis
of a sound contemporary workplace evolution. The more practical reality for Generation
Z, known as the ‘protected generation’ is that they are keen to succeed, they are
mindful of acceptable corporate parameters and respectful of the need for organisation
IT governance – in fact they seek guidance on all such matters.
Whilst IT professionals grapple with the consumerisation of IT, a device-led transition to
more sophisticated user environments, they must also understand the impact of the
‘corporatisation’ of Generation Z. This could be defined as the need to assimilate the
younger workforce into a corporate environment in order to maximise user productivity.
Most importantly, this change doesn’t necessarily involve a device fashion parade or
tablet purchasing frenzy. In most cases, it means clear guidance on IT use, flexible
network access and sensitivity to the importance of a collaborative user environment –
approaches that evidently benefit the user base as a whole.
Most importantly, the survey shows that, consciously or not, businesses with a younger
workforce have different IT strategies. There is a relationship between workforce
demography and IT users that proves the assumptions of IT professionals regarding
age groups and the overall impact of end user power on IT strategy. If this represents a
tension between the IT function and the workforce then the future offers only disruption
and productivity issues as the consumer market dictating corporate IT adoption.
However, if this circumstance is being harnessed and exploited to improve the
contemporary workplace, it will no doubt offer tangible benefits to the organisation as
a whole. It seems that offering user flexibility in the context of a controlled environment
and understanding the benefits of personal choice and collaboration to end user
productivity are the key points to ensuring that these benefits prevail.
For Further information, please contact:
Computacenter
Hatfield Avenue
Hatfield, Hertfordshire, AL10 9TW, United Kingdom
Telephone: 01707 631000
www.computacenter.com/workplace
email: workplace@computacenter.com
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