Jim Petrassi. Sr. Managing Partner, CSC

Transcription

1 Jim Petrassi Sr. Managing Partner, CSC

2 CIO BAROMETER TH EDITION NEARLY 700 I.T. LEADERS TRENDS & PERSPECTIVES OF I.T. DEPARTMENTS CSC CIO Barometer Consulting 2013 November 10,

3 The role of an IT Executive 3

4 *CSC CIO Barometer PRIMARY role of INNOVATING and creating VALUE with technology in

5 *CSC CIO Barometer PRIMARY role of INNOVATING and creating VALUE with technology in

6 Involvement in the direction of the core business strategy Leadership in innovation and creating value with new technology A driving force for operational excellence LOOKING INTO THE FUTURE CIO TO BECOME THE ENABLER OF THE CORE BUSINESS STRATEGY Involved in the direction of CORE business STRATEGY *CSC CIO Barometer 6

7 74% of IT Execs: Desire to INCREASE the Level of Internal IT SKILLS & Acquire NEW TALENT Technology Trends & Priorities 600% INCREASE in SPEND on CLOUD Services in Just 2 Years 65% of IT Execs: CREATING Mobile Applications is a Key CHALLENGE for IT 70% of CIOs are DEPLOYING SOLUTIONS for Big Data, Analytics & Information Management 74% of CIOs: Cyber / IT Security Remains a Serious Priority 7

8 What s The Forecast? Cloudy with a chance of Digital disruption. 8

9 The Role of an IT Executive Has Changed Dramatically... BRIC CIVET S Industry Specific Challenges Cloud / aas Attract and retain a new generation of employees Global Expansion in Economic Turmoil Profound move from Hunting to Fishing Mobile and Social by default Market Differentiation in a Margin Squeeze market The ubiquity and volume of Data Commoditization of IT Mobile,Social and Crowd Sourcing The Internet of Things Partners not Suppliers Best Technology Business Value Mountain Guides New Commercial Models Bombarded by Marketing Business leader Value Provider Cut Costs Navigate Politics Create Agility Lead Change Market Differentiation Consumerization with Bring your own Device/ Technology/ Software Anywhere, Anytime Access to DATA and Tools Double Deep teams bypassing IT Reliability, Availability, Security Growth / Consistent Selling / Single view of Customer Innovation and Differentiation Customer Service and Engagement Compliance, Regulation Optimization, Austerity and Efficiencies Brand, Data and IP Protection Deep Expertise Exposed to Outside World 9

10 Driven by a Shift from Inside-Out to Outside-In Outside-In Global Expansion in Economic Turmoil Profound move from Hunting to Fishing Industry Specific Challenges BRIC CIVET Customer/Community-Centric S Cloud / aas Community-generated content Real-time analytics Mobile,Social and Crowd Sourcing Business Value Ecosystems, vertical clouds Mobile and Social Mountain Guides by default The ubiquity and Open source volume of Data collaboration New Commercial Models Leadership/influence The Internet of Things Scalable cloud, public IT Market Differentiation in a Margin Squeeze market Brand, Data and IP Protection Commoditization of IT Partners not Suppliers Best Technology Bombarded by Marketing Inside-Out Business leader Cut Costs Internal know-how Navigate Politics Anywhere, Anytime Access to DATA and Create Agility Tools Lead Change Reliability, Management/control Availability, Security Market Differentiation Double Deep teams bypassing IT Attract and retain a new generation of employees Company/Supplier-centric Consumerization with Marketing collateral Bring your own Device/ Technology/ Software Value Market Provider intelligence Intellectual property Growth / Consistent Selling / Single view of Customer Fixed, internal company IT Innovation and Differentiation Deep Expertise Exposed to Outside World Customer Service and Engagement Compliance, Regulation Optimization, Austerity and Efficiencies 10

11 Forces For Outside-In Architecture Predictability/ Understanding Devices/ BYOT Internet of Things User- Generated Content High Security Systems, Networks, Apps & Data SaaS Cloud Computing Customer- Experience/ Identity Open Communities Business Ecosystems Employees Suppliers Partners Contractors CUSTOMERS! 11

12 Outside > In Living in a world of exponential business disruption Consequences of missing a disruption? 12

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14 Other Outside > In Examples 3 Billion New Customers: Using Mobile New Business Models = New Revenues Gaming & Global Teams: Creating Ecosystems for Innovation 14

15 Do Is your firm envision Outside-In? yourself, the CIO, as your firm s next CEO? 1 Strongly Disagree 5 Strongly Agree 1 Strongly Disagree 5 Strongly Agree 15

16 Questions? Jim Petrassi Sr. Managing Partner, CSC