idc predictions 2016

© IDC Visit us at IDC.com and follow us on Twitter: @IDCSpain

José Antonio LorenzoDirector General IDC España

IDC 2016 Predicciones TIC

70% “Consulto Online

antes de Comprar”

20%Millennials

Nuevos Directivos

50% “Decido en basea Redes Sociales”

60% “Mi trabajo lo

podrá hacer un Robot”

78%“No puedo vivir

sin Móvil”

88%Fortune 500 1955-2014

55% “Quiero ser

Único”

65% “Mi Trabajo Todavía No

Existe”

44. Experimentación, Velocidad y Calidad

3

3. Inteligencia del Dato7


1

1. Liderazgo en 3D

2

2. Nuevos Modelos de Negocio basados en Tecnología.

9

9. Talento Digital

8

8. Transformación Digital ≠ Silos

6

6. Racionalización y Simplificación

7. Arquitectura Estratégica10

10. IT as a Business

5

5. Seguridad 360º. Más allá del perímetro


1 2

3

R-evolución


Liderazgo 3D

1 2

Inteligencia del Dato

3


Nuevos Ingresos

2

4

57

6

Transformación



Velocidad yCalidad

4

Seguridad 360º

5

Racionalizar y Simplificar

6

Arquitectura Estratégica

7

Apertura 910

8


49 10


Innovación ≠Silos

TalentoDigital

IT as a Business

8 9 10

“Nunca es demasiado tarde”

8

GRACIAS


@IDCSpain @IDC Research España

Enterprise mobility as a platform

for business enablement

John DelaneyAssociate VP, Mobility

IDC Europe

Most European enterprises are still

working to take control of mobility

© IDC Visit us at IDC.com and follow us on

Twitter: @IDC

10

0%

10%

20%

30%

40%

50%

React to trends,

fix or pre-empt

problems

Test value, get

quick wins with

“point” mobility

solutions

Improve cost/

benefit, quality and

consistency

Develop mobile-

centric systems and

platforms

Mobility-based IT

architecture

As mobility gets more mature, the

ambitions get bigger


Twitter: @IDC

11

Business transformation

More

productivity

Wider reachRicher

customer

engagement

Lower

costs

Business are transforming their

customer relationships with mobility


Twitter: @IDC

12

Over 40% of the European workforce will be mobile by the

end of the year

13

© IDC Visit us at IDC.com and follow us on Twitter:

@IDC

Source: IDC Enterprise Mobility Survey H2 2015

At present

Expected in

12 months

% of workers using

smartphones?

58.8%

64.9%

% of workers using

tablets?

31.0%

39.8%

% of workers mobile?

35.5%

42.3%

One-third of European Enterprises

Will Have Invested in MADP

14


@IDC

But Pilot Projects Continue to Outweigh Full Implementations

Have a large-scale

deployment

7%

Have piloted,

plan to roll out

22%

Have piloted,

do not plan to

roll out

42%

No plans

29%


Two-thirds of European Enterprises Will Be Considering

Mobile IT Outsourcing

15


@IDC

Prefer to handle mobility solutions

internally or outsource to a supplier?

0%

10%

20%

30%

40%

50%

Handle internally

2012 13 14 2015

Fully outsourced

2012 13 14 2015

Mixed approach

2012 13 14 2015


SDKs will overtake app wrapping

for securing mobile apps

16


@IDC

Though app wrapping will continue to be the best choice for some cases

Mobile

application

management

platform

AppSDK

code

• More comprehensive &

tailored functionality

• Must be applied during

app development

• Requires more

specialised skills

Securing with SDK

App

Wrapper

• Does not require code

changes in the app

• Can be applied to an

existing app

• Limited scope to tailor to

detailed needs

Securing with app wrapping

Mobile Will Become the Front Line

for Policy and Identity/Access Management

17


@IDC

Context

Device

Time/

DateLocation

Content

typeUser/role

There’s more to mobility than “mobile”

18


@IDC

Source: IDC IT Services Study, 2015; IDC Enterprise Mobility Survey H2 2015

Position regarding

workplace virtualisation?

Not

considering

28%

Evaluating

28%

Piloting

23%

Fully

adopted

21%

What is currently the most critical mobility

technology in supporting your workforce?

Mobile collaboration tools 20.4%

Desk phone functionality on mobiles 17.2%

Which business applications have been mobilised,

or will be by H2 2016?

UC and collaboration tools 26.9%

Thank you

John Delaney

[email protected]

@john_p_d

Survival of the Quickest:The Race to Become a Digital Enterprise

Philip CarterVP, IDC European Research

18th of February, 2016

IDC Directions in Madrid, Spain@carter_pc


Twitter: @IDC

21

By the end of 2016, two thirds of the CEOs of the largest 500

European enterprises will have digital transformation (DX) at the center of their corporate strategy

@carter_pc #PredictionsTIC

`

22

‘Up to half the world's

banks may lose out and

disappear due to failure

to keep pace with digital

disruption’BBVA chairman and CEO Francisco Gonzalez

Digital Transformation is a CEO Priority

© IDC Visit us at IDC.com and follow us on Twitter: @IDC

23

‘We’re also taking

advantage of the

immense business

opportunities offered

by digitalization’

Joe Kaeser,

CEO Siemens

‘The possibilities of

the digital revolution

must be put to good

use’

Tom Enders,

CEO Airbus

‘Everything we do in

this networked

world has to be

open’

‘We felt we have to

go digital in a much

more proactive way’

Paul Bulcke

CEO Nestlé

‘We have drafted a new

strategy which set out

how we intend to grow

in terms of distribution

and digital grid’

Francesco Starace, CEO

ENEL

Worldwide

Digital Transformation FutureScape 2016: IDC

Predictions


Twitter: @IDC

24

5

TIME (MONTHS) TO MAINSTREAM

OR

GA

NIZ

AT

ION

AL

IM

PA

CT

A s

ingle

d

epar

tmen

to

r a

bu

sin

ess

un

it

Mu

ltip

le

dep

artm

ents

o

r b

usi

nes

s unit

sC

om

pan

yw

ide

0–12 12–24 24+

1

4 10

3

6

2

78

9

5

1By the end of 2017, two thirds of the CEOs of the G2000 enterprises will have digital

transformation (DX) at the center of their corporate strategy.

2By 2017, three out of five of companies with a DX strategy will deem it too critical for any one

functional area and create an independent corporate executive to oversee the implementation.

3By 2018, 80% of B2C companies will have created immersive, authentic omni-experiences for

customers, partners, and employees. 60% of B2B centric companies will have done the same.

4The top new investment area through 2017 will be contextual understanding and automated next

best action capabilities

5In 2016, 65% of large enterprises will have committed to become information based companies,

shifting the focus from resources, labor and fixed capital to relationships, people, and intangible

capital

6By 2018, 75% of the G2000 will have deployed full, information based, economic models or

“digital twins” of their products/services, supply network, sales channels, and operations.

7By 2020, 60% of G2000 companies will have doubled their productivity by digitally transforming

many processes from human to software based delivery

8In 2016, the level of connectivity related to products, assets, and processes will increase 50% for

all industry value chains.

9The sharing economy will give rise to the “networked free agent” and skill based marketplaces

resulting in more than 10% of work being sourced in this fashion in mature economies by 2019.

10By 2018, IDC expects at least 20% of all workers to use automated assistance technologies to

make decisions and get work done.

Digital Twins

DedicatedDX Executive

InformationBased

CEO led Strategy

Hyper-connectivity

AuthenticExperiences

Next BestAction

Software Defined Processes

Skills basedMarketplaces

AutomatedAssistance



Twitter: @IDC

25

Thrivers Versus Survivors


Twitter: @IDC

26

The Largest 500 European Companies

2/3rd

Survivors

In reactive mode risking company survival

1/3rd

Thrivers

Digital transformation at the center of their corporate strategy



Twitter: @IDC

27


Twitter: @IDC

28

https://www.youtube.com/watch?v=yH8Br_f3p9E

https://www.youtube.com/watch?v=yH8Br_f3p9E


Twitter: @IDC

29

30

3-D Printing

Cyber Crime

Social

Cognitive Computing

Industrial Internet

Sharing Economy

Digital Disruption

Cloud

Big Data

Digital Economy

Industrie 4.0

Virtual Reality

Digital EnterpriseBusiness

Model Shift

API economy

Analytics

Internet of Things

Augmented Reality

Information Management

Rest APIs

Robotics

Omni-Channel

Predictive Analytics

Chief Digital Officer

Regulation

Data Lakes

Mobility

Data


Twitter: @IDC

31

Those Who Thrive in this Digital Economy will be the Organizations that:

Can execute upon a vision for digital

transformation

Blend digital and physical

experiences to garner customer

allegiance

Turn information into a competitive

advantage

Create new digital revenue streams from connected

systems

Leverage technology to win

the talent wars


Twitter: @IDC

32

Digital Transformation is Multi Faceted and Accelerated

Leadership Transformation

Omni-Experience Transformation

InformationTransformation

Operating ModelTransformation

WorkSourceTransformation


Twitter: @IDC

33

The European Path to Digital Transformation

Managed

Digital TransformerOpportunistic

Digital Explorer

Ad Hoc

Digital Resister

Repeatable

Digital Player

Optimized

Digital Disrupter


Twitter: @IDC

34

Source: IDC, Digital Transformation Maturity Model, 2015

IDC’s Digital Transformation MaturityScapeDigital Transformation is the approach by which enterprises drive changes in their business models and ecosystems by leveraging digital competencies.

Managed


Digital Explorer

Ad Hoc

Digital Resister

Repeatable

Digital Player

Optimized

Digital Disrupter

Managed


Digital Explorer

Ad Hoc

Digital Resister

Repeatable

Digital Player

Optimized

Digital Disrupter14%

32% 33%

14%

8%

20%

34%

28%

12%

5%

Digital Resister Digital Explorer Digital Player Digital Transformer Digital Disrupter


Twitter: @IDC

35

Source: IDC, Digital Transformation Maturity Model Benchmark, 2015; n= 317 IT and LOB Executives, March, 2015

Source: IDC, European Digital Transformation Maturity Model Benchmark, 2015; n= 412 IT and LOB Executives, May 2015

US Benchmark

European Benchmark

36

Re-Think IT

1

3 Actions We Can Take to Accelerate the Shift to the Digital Enterprise


Twitter: @IDC

37

____% of Spanish organizations have gone through

a major IT re-organization

in the last 12 months

IDC Spanish IT Executive Survey. April 2015, n=232

60

@carter_pc

#PredictionsTIC

IDC’s 3rd Platform:A Critical Platform for Digital Transformation


Twitter: @IDC

38


Twitter: @IDC

39

Good News and

Bad News…

CIO IT Strategy CTO Chief Architect

Enterprise Architect

Chief Information

Security Officer

Data Scientist Data Architect Solutions Architect

Risk and Threat Management

The 10 Most Difficult IT Positions to StaffMore

Difficultto Hire

Easierto Hire

The 3rd Platform will Create a Skills Gap


Twitter: @IDC

40

Source: IDC's 2015 IT Staffing Study – April, 2015

n=139


Twitter: @IDC

41

Noelia Fernandez Arroyo

Chief Digital Officer

Prisa Media Group (Madrid)


Twitter: @IDC

42

43

Re-Think IT

1

Keep It Real

2


The 3rd Platform’s ‘Innovation Phase’


Twitter: @IDC

44

The ‘Use-Case’ approach


Twitter: @IDC

45


Twitter: @IDC

46

47

Re-Think IT

1

Keep It Real

2

Make Bold Bets

3


Product Enhancements

Innovation

Product Enhancements Versus Innovation


Twitter: @IDC

48

49

Re-Think IT

1

Keep It Real

2

Make Bold Bets

3



Twitter: @IDC

50

Towards a Next Generation of Security:IDC Predictions

Duncan BrownResearch Director, European Security

@duncanwbrown

Top European Security Trends


Twitter: @IDC

53

Digital TransformationBusiness-ledRequires innovation to support new platformsPositions security as an enabler

Regulatory UpheavalCompliance-ledRequires forensic & continuous audit capabilityPositions security as risk mitigation

Dynamic Threat LandscapeTechnology-ledRequires automation, integration and visibilityPositions security as a (cloud) service

Automation via

intelligence and

machine learning

Skills

shortage

Inevitable

breaches

Differentiation by

Analytics

Differentiation by

Focus on Data and

Identity

Differentiation by

Services

Differentiation by

Integrated solutions

Consequences for Growth & DifferentiationDemise of

best of breed

5

Worldwide IT Security ProductsEuropean Implications


Twitter: @IDC 55

Note: The size of the bubble indicates complexity/cost to address. Source: IDC, 2014

1

2

3

4

5

6

7

8

9

10

By 2020 1/3 of WE ‘e-transactions’ will be authenticated biometrically,

driven by user uptake of biometric-enabled devices, and manufacturer/OS

developer uptake of FIDO standards.

By 2019, geopolitical divisions and global economic instability will result

in cyberattacks targeting suppliers, forcing European businesses to

increase spending by 20% or more to mitigate supply chain risks.

By 2018, adoption of application containerization in WE for 3rd Platform

applications in private, public and hybrid cloud scenarios will rise more

than 50% producing an era of self-defending applications.

By 2020, more than 300 million people in Western Europe will be

affected by data breaches.

By 2020 the insurance industry will be able to influence security spending

in 2/3 of all IT security buying decisions in regulated industry verticals

due to the emergence & later the maturity of cyber insurance models.

By 2017 the scarcity and high cost of data scientists will drive all but the

largest firms to pursue ‘Security Analytics as a Service’ alternatives to in-

house models, help the market grow by at least 25% per annum in Europe.

By 2018, 34% of security spend will be driven by EU data protection

regulation and privacy concerns. Jurisdiction issues among trading regions

will not be resolved, leading to a patchwork of compliance regimes.

By 2019, 2nd Platform perimeter defenses will be surpassed by 3rd

Platform-architected, meshed security systems based on a tracers and

tethers architecture, creating symbiotic security defenses.

By 2020, over half of Web security revenue will be coming from cloud

based offerings versus traditional on-premise gateway.

. By 2018, 1/3rd of corporate boards will fill a seat with a risk mitigation

expert who can provide guidance on data privacy and security initiatives.TIME (MONTHS) TO MAINSTREAM

OR

GA

NIZ

AT

ION

AL I

MPA

CT

A s

ingle

depart

ment

or

a b

usi

ness

unit

Mult

iple

depart

ments

or

busi

ness

unit

sCom

panyw

ide

0-12 12-24 24+

EU Data Protection Regulations

Biometric Authenticated Transactions

Corporate Responsibility

Security Analyticsas a Service

Supply Chain Risks

SaaS Security Adoption

Self-defending Applications

Tracers & Tethers

104

3

8

1

97

2

6

Cyber Insurance Maturity

5

104

7

1

6

5

98

2

3

Data Breach Impact

Targeting supply chains


Twitter: @IDC

56

2. By 2019, geopolitical divisions and global economic instability will result in cyberattacks targeting suppliers, forcing

European businesses to increase spending by 20% or more to mitigate

supply chain risks.

#IDCFutureScape


OR

GA

NIZ

AT

ION

AL I

MPA

CT

A s

ingle

depart

ment

or

a b

usi

ness

unit

Mult

iple

depart

ments

or

busi

ness

unit

sCom

panyw

ide

0-12 12-24 24+





Supply Chain Risks



Tracers & Tethers

104

3

8

1

97

2

6


5

2

Data Breach Impact


Twitter: @IDC

57


Twitter: @IDC

58

CxO impact • Preventative assessment of security for the supply chain

• Wise partnering and choosing trusted suppliers

• Fortify vital systems that are accessible to 3rd parties

Vendor Implications

• SCM providers can add value by rating suppliers

• Security advisory opportunity for supply chain risk analysis

• IT partnerships between SCM and Security providers

#IDCFutureScape

GDPR drives investment


Twitter: @IDC

59

7. By 2018, 34% of security spend will be driven by EU data protection regulation and privacy concerns. Jurisdiction issues

among trading regions will not be resolved, leading to a patchwork of

compliance regimes.

#IDCFutureScape


OR

GA

NIZ

AT

ION

AL I

MPA

CT

A s

ingle

depart

ment

or

a b

usi

ness

unit

Mult

iple

depart

ments

or

busi

ness

unit

sCom

panyw

ide

0-12 12-24 24+





Supply Chain Risks



Tracers & Tethers

104

3

8

1

97

2

6


5

7

Data Breach Impact

Regulation and compliance (oh no!)


Twitter: @IDC

60

• Focus on protecting data

• Do you know where your data is?

• Can you assess data risk?

• Increase in Business Risk

• Fines up to 4% of global revenues

• Naming & shaming

• Extra-territoriality

• Data of, or about, EU citizens

GDPR: General Data Protection Regualtion

GDPR


Twitter: @IDC

61

#IDCFutureScape

CxO impact • GDPR and Safe Harbor are just the start

• Assess regional data protection regulations

• Don’t ignore it – GDPR has sharp teeth!

Vendor Implications

• Customers need a lot of help – be there for them

• Big opportunities for security & storage vendors

• Big challenges for cloud- and data-orientated vendors

Security moves to the cloud


Twitter: @IDC

62

9. By 2020, over half of Web security revenue will be coming from cloud

based offerings versus traditional on-premise gateway.

#IDCFutureScape


OR

GA

NIZ

AT

ION

AL I

MPA

CT

A s

ingle

depart

ment

or

a b

usi

ness

unit

Mult

iple

depart

ments

or

busi

ness

unit

sCom

panyw

ide

0-12 12-24 24+





Supply Chain Risks



Tracers & Tethers

104

3

8

1

97

2

6


5

9

Data Breach Impact


Twitter: @IDC

63

#IDCFutureScape

CxO impact • Cloud security is easier to maintain and patch

• Security processes need to be redefined

• The business is doing it anyway, so make it secure

Vendor Implications

• Port you on-prem solution 100% to the cloud

• The adoption direction is one-way only

• Partner for native cloud skills in sales & migration


Twitter: @IDC

64

Nobody Starts From Scratch

65

The things I must run

The rules I must abide to

The investments I made

Managed

Private

Cloud

Dedicated

Private

Cloud

Virtual

Private

Cloud

Public

Cloud

Hosted Private Cloud

Customer site Service provider site

66

Application

SaaS

Application

Separate Environments –

Is this a hybrid Cloud?

Application Application

= Virtual machines

Different Hybrids for Different

Environments

67

Hybrid Cloud – Separate

Environments

A) Hybrid Cloud –

Application Level

B) Hybrid Cloud –

“Bursting” IaaS

C) Hybrid Cloud – Data

Tunnels

Application

Application

Application

Application

Application ApplicationApplication

SaaS

Application

Application

DATA

Application

DATA

The Hybrid Concept Requires More

Education

68

0% 10% 20% 30% 40%

Other / Don't know

A. An environment with multiple

hypervisors

B. Subscription to multiple external

cloud services

C. Management of various IT

resources with same service catalog

D. An environment where workloads

are portable/"burst"

E. Distinct cloud infra, linked for for

data portability

F. A mix of Public Cloud and

dedicated IT (virtualization and

Private Cloud)

NA

Wea

kW

eak

Bold

Bold

Bold

Wea

k

Rest of the

World

European

Resp.

Source: IDC CloudView Survey, December, 2014, n=933 Europe IT respondents

53% agreed to weak(er)

definitions of hybrid cloud

44% went for the bolder

concepts

Example of a Hybrid Cloud Success

69

IaaS Provider in NL

Web Servers

Virtual Machines with certified

SLA

IP OTT SSL secured

Tunnel

DB Back-

end

Clinic premises

Caching

device/box for

Connectivity

Sensitive

Patient

Data

Server Hardware

DevOps and PaaS Mature:


Twitter: @IDC

70

8. By 2018, Over 50% of New Apps Will Use Cloud-Enabled Continuous

Delivery and Cloud-Native Application Architectures to Enable Faster

Innovation and Business Agility

8

DevOps & PaaS


Twitter: @IDC

71


Twitter: @IDC

72

DevOps

• “A set of practicestransforming the way software is developed, released and managed. DevOps results in a single team* responsible for creation and delivery of business capabilities through software”

* inc. business, development, testing and operations

PaaS

• “Applicationdevelopment and deployment services* consumed on a pay-per-use basis”

*Components include: Database-as-a-Service, API management, data analytics, development tools, containers, microservicesetc.

Agile (Development)

• “Software development techniques* […]

where requirements and solutions evolve through collaboration between self-organizing cross-functional teams”

* Include: adaptive planning, evolutionary development and delivery, and a time-boxed iterative approach

73

PaaS Usage in Europe in 2015

Q. Does your organization

use Public Platform-as-a-

service (PaaS) Cloud

platforms for developing

and/or testing applications,

including mobile

applications?

16%

19%

21%

19%

12%

8%6%

No, have NO plans

No, currently evaluating with Cloud-based development and/or testing

Yes, plan 1% to 5% of app dev/test in the Cloud in the next 12 months

Yes, plan 6-15% of our app dev/test in the Cloud in the next 12 months



Yes, plan more than 50% of our app dev/test in the Cloud in the next 12 months

~35% non

committed

~50% tactical

use

<15% strategic

use

Source: IDC CloudView

Survey, N= 933,

European respondents

only

► More than half of the tactical users will

make strategic PaaS use by 2020

► >$5 billion/year spent in Western

Europe on PaaS by 2020


Twitter: @IDC

74

PaaS Impact on a Digital ApplicationPOC for On Demand ATM (European Bank)


Twitter: @IDC

75

Messaging

services

Smartphone

App

Cloud

Resources

IP OTT

On Premise

Core

banking

SystemApp Development

Platform for Web

Interface + APIs

IP OTT

Customer and

Geolocation input

= PaaS elements

CRM DataAPI

Integration

API mgmt.

services

API

Integration

API mgmt.

services

Fleet Geo-

location

data

Confirmation output

Cloud

Resources

Steps To Cloud Technology Adoption in

Western Europe2

00

9

Server Virtualize

20

10

SaaS for Simpler Apps

20

11

InternalSelfService Portals

20

13

PublicIaaS

20

13

SaaSforComplex

Apps

20

15

-201

7

Hybrid Scenarios

20

15

-201

8

PaaS and DevOps

76

Research and learn

Map and benchmark IaaS and

PaaS providers in various

geographies

Assess your developers’ skills

State objective first

Feel free to “leap” to hybrid

SaaS, PaaS etc.

Set hard metrics for PaaS and

DevOps

Know your tools… …and pick them at the right time

Essential Guidance

7

7

Thank you for listening!

Giorgio Nebuloni

[email protected]

+49 (0) 69 90502 112

@gnebuloni

https://twitter.com/gnebuloni