Ovum It Enterprise Ra 2011

Part of the Datamonitor Group

Enabling informed
business technology
decisions

2011

Ovum ENTErprisE iT
research Agenda

IntroducIng ovum It | 1

Welcome to ovum It

information technology increasingly underpins business activity in both the commercial and public
sectors. Organizations are consequently under pressure to innovate using business technology,
whilst at the same time controlling iT costs and optimizing returns from their iT investments.

Making informed, relevant, and cost Ovum’s ‘collaborative intelligence’ practice to help you manage your IT
efficient IT decisions can mean make approach considers three broad portfolio to improve benefit realization.
or break for organizations in today’s categories: horizontal technologies that
Our clients see us as more than just
informed and connected marketplace. are deployed in a common way across
a “nice-to-have”. We consistently
Ovum is trusted globally to provide all industries; horizontal technologies
save them time and money in areas
clients with the research, advice, which have industry-specific business
such as preparing RFPs and carrying
and support needed to address drivers and implementations; and
out product evaluations, peer group
these business technology and IT vertical-specific solutions that are
comparisons, and industry trends
management challenges. unique to a particular industry sector.
research. We reduce the risk of your
Our services cater to the needs This approach brings together technology decisions by providing
of differing IT and business roles, specialists in both horizontal and relevant analysis and advice that’s
including: vertical-industry technologies, who tailored to your needs.
work closely with industry-focused
■ CIOs, CTOs, IT strategists, and Moving forward, we continue to make
business analysts in the wider
Enterprise Architects investments to bring you frequent and
Datamonitor group. This brochure
■ CEOs, CFOs, and line-of-business updated technology reports and new
outlines Ovum IT’s services, followed
executives tools to give you detailed insight into
by detailed research agendas, firstly
technology adoption in your sector.
■ Infrastructure, Operations, and for each of our industry technology
Service Delivery Managers coverage areas, and then for our areas We look forward to supporting your IT
■ Software Development Managers of horizontal IT research. decision-making.
and Solution Architects Ovum’s services also address the Ian Charlesworth
■ Business Application, Business whole enterprise IT value chain. Research and Analysis Director,
Intelligence, and Information We provide insight into IT trends in Ovum IT
Managers your sector to help you create an IT
■ Security, Risk, and Compliance strategy; offer in-depth analysis of
Managers products and vendors so you can
select best-fit solutions and services;
■ IT Sourcing and Vendor Relationship
and advise on deployment best
Managers

It decision Support coverage

CREATE SELECT MANAGE
THE IT SOFTWARE THE IT
STRATEGY & SERVICES PORTFOLIO

2 | IntroducIng ovum It

contents

IntroducIng ovum It It SoftWArE And
Collaborative Intelligence 4
SErvIcES
Information Management 34
crEAtE the IT Strategy 6
Enterprise Applications 36
SELEct Products and Services 8
Application Lifecycle and Integration 38
mAnAgE the IT Portfolio 10
IT Solutions 40
vErtIcAL InduStry
Enterprise IT Management 42
tEchnoLogy
IT Services 44
Retail Banking Technology 12

Financial Markets Technology 14
mArkEt IntELLIgEncE 46
Insurance Technology 16

Retail Technology 18 ovum’S SErvIcES
Energy & Sustainability Technology 20 Ovum Enterprise Knowledge Center 48

Media & Broadcast Technology 22 Research Deliverables 50

Government Technology 24 Analyst Support and Consulting 52

Education Technology 26 Ovum Events 54

Pharmaceuticals Technology 28

Healthcare Technology 30

Telecoms Technology 32


2011

collaborative Intelligence

In both commercial and public
sectors, Ovum helps you make business
technology decisions within the context
of your industry environment”


Delivering industry insight
Ovum is uniquely placed to help you make strategically-aligned IT decisions. We provide
a clear line of sight from consumer demand through to business agenda and IT strategy,
and our proposition is informed by systematic client input and feedback.

JoIn A LEAdEr In buSInESS InformAtIon
Drawing on the collaborative intelligence of over 500 business and IT analysts across the Datamonitor Group,
we link significant expertise in vertical markets to a thorough knowledge of IT to deliver unrivaled insight into
technology-enabled change.

Ovum’s analysts take advantage of relationships, research, databases, and tools within the Datamonitor
Group to address IT in a business context, not simply as technology.

gAIn vErtIcAL InduStry InSIght
Ovum’s vertical technology analysts focus on the major issues within their sector and the role of technology as
enabler and disruptor. We cover the following industries, shown below with examples of current focus areas:

■ Pharmaceuticals Technology ■ Media and Broadcast Technology
» R&D outsourcing » Audience multi-tasking
» Pharmacies in the supply chain » Rights management and security
» CRM in marketing strategies » Evolving distribution networks

■ Healthcare Technology ■ Telecoms Technology
» Electronic Health Records » Next generation OSS/BSS stack
» The emergence of telehealth » Cloud service opportunities
» Healthcare BPO » Rapid service provision

■ Government Technology ■ Retail Banking Technology
» IT efficiency and cost management » Mobile payments
» Government 2.0 » Social media in banking
» Smart cities & communities » Security and anti-fraud

■ Education Technology ■ Financial Markets Technology
» Exploiting social networking » Regulation and compliance
» The cost of e-learning » Automated trading strategies
» Ubiquitous connectivity and content » Cost optimization

■ Retail Technology ■ Insurance Technology
» Channel fragmentation » Marketing and distribution
» Targeting customers » Sourcing strategies
» Master data management » Risk management

■ Energy & Sustainability Technology ■ Utilities Technology
» Asset management » Geographic Information Systems
» The evolution of green IT » Information governance
» Applications for sustainability » IT services in utilities


2011

crEAtE the It Strategy

For organizations to
maximize the benefit of their
IT investments, it is vital
that they adopt an integrated
approach to business and IT
planning”


Aligning IT solutions with business strategy
Ovum combines industry-recognized IT expertise with a deep understanding of how
technology is shaping, and being deployed in, your industry.

We analyze the role of IT in enabling business improvement, change, and innovation, in each industry sector.
Based on these insights, we can help you to define an appropriate IT strategy and the infrastructure and
capabilities to sustain it in a cost-efficient, secure, and compliant manner.


AnALyzE buSInESS tEchnoLogy trEndS Many of Ovum’s IT analyst team come from an
enterprise IT background and have experience in
Across all sectors there are common business defining, communicating, and explaining IT strategy
pressures and disruptive technologies at the top of to the business.
the agenda. Ovum advises on the impact of these
forces and how you should react to them.
undErStAnd tEchnoLogy trEndS
We respond swiftly to new disruptors and Ovum’s Technology Trends tool delivers continually
opportunities as they arise, and our current cross- updated and easily accessible fact-based insight
sector topics include: on the technology decision-making process, so you
■ cloud services can measure your own experience against that of
your peers.
■ master data management
■ business analytics Spread evenly across 10 vertical markets, eight
geographical regions, and five enterprise size
■ mobile applications and devices
bands, our Technology Trends data allows you to
■ collaboration compare your enterprise spending plans across the
■ information governance key areas of IT investment.

The service delivers IT decision-maker sentiment in
EvALuAtE It StrAtEgy And
four core areas:
ArchItEcturE optIonS
■ evolving IT budgets
Ovum’s team can assist with the process of
■ attitudes to technology adoption
translating your organization’s objectives into a
clear IT strategy and appropriate architectural ■ technology decision-making processes
framework. ■ perception of technology vendors


2011

SELEct products and Services

Ovum’s comprehensive
tools save considerable time
in comparing and evaluating
technology solutions”


Matching products and services to your needs
Ovum has the most comprehensive and in-depth set of software and services selection
tools available to help you identify the right products, services, and suppliers for project
and program requirements.

We can save you a significant amount of time in technology selection and procurement and ensure a good fit
with your overall IT strategy, reducing the need for external consultants.


compArE tEchnoLogy SoLutIonS ExpLorE It SErvIcES contrActS
Ovum’s renowned Technology Evaluation and When you need insight on IT services contracts,
Comparison Reports bring you extensive analysis markets, and service lines, Ovum’s IT Services
of the major enterprise technology areas – covering Contracts Analytics tool can make your life simpler
business and industry issues, deployment advice, and your decisions faster and more accurate.
and market analysis.
Tracking over 14,000 deals that cover IT consulting,
We offer detailed assessments of leading application management, systems integration, IT
IT solutions and include feature-by-feature outsourcing, network management, and business
comparisons and a Decision Matrix summarizing process outsourcing (BPO), this tool provides IT
the technology rating, market impact, and user decision-makers with answers to the following
sentiment score for each product. questions:

Our major technology report schedule includes the ■ What are the buying patterns and trends?
following areas: ■ Who are the leading providers in different
industries, service areas, and geographies?
■ Application Lifecycle Management
■ How have services contracts been awarded in
■ Business Intelligence
different verticals?
■ Business Process Management
■ What pricing strategies are being used for
■ Cloud Services
services contracts?
■ Content Management
■ How is service contract pricing changing over
■ Customer Relationship Management
time?
■ Enterprise Collaboration
■ Enterprise Search ASSESS productS And SErvIcES
■ Identity and Access Management Ovum’s Technology Audits and Service Audits offer
■ Information Security in-depth reviews of single products or services.
■ Infrastructure Management
We carefully consider areas such as functionality,
■ IT Service Management product strategy, strengths, and implementation
and provide deployment examples and
AccELErAtE your tEchnoLogy recommendations.
SELEctIon procESS
Our Technology and Service Audit coverage
Each of our major reports is accompanied by an
includes all of the major enterprise technology
interactive Technology Decision Manager tool.
and service categories, with around 250 solutions
The output from this online tool is a graphically-rich added or updated each year.
report showing clear rankings of various solutions
according to your specified weightings, and detailed
charts for individual products.


2011

mAnAgE the IT Portfolio

Benchmarking key
IT metrics with those of
comparable organizations
is a valuable part of the IT
management process”


Effective management of IT systems and services
Ovum provides you with research and analysis on IT deployment best practice and the
ongoing management of IT applications, infrastructure, projects, and services.
We help you to realize the business benefits of your IT investments and develop the functionality and
capabilities to support your strategic objectives.


focuS on thE “buSInESS of It” calculations, Enterprise IT Spend Metrics
deliver unique insight into IT budget and
Ovum’s IT Management and Strategy reports define
spending forecasts based on your organization’s
the challenges and common practices of running a
demographic characteristics, including:
cost-effective and efficient IT department, and how
to deliver high quality IT services to your business. ■ IT budget estimates in the current calendar year

Using in-depth analysis, case studies, and our ■ IT budget predictions for the following calendar
extensive survey data, these reports make year
essential reading for senior IT executives and ■ IT budget breakdowns by segment (including
managers. hardware, software, services)
■ IT budget breakdowns by sub-segment (e.g.
Recent topics in this series include:
servers and storage, networking equipment)
■ Achieving IT Flexibility ■ IT budget spending by channel (including internal
■ Application Lifecycle Governance IT, vendors, resellers)
■ Effective IT Management ■ IT spending priorities by technology type
■ Evolving Enterprise Applications
■ IT Governance
Add ExpErtISE to your In-houSE tEAm
■ IT Risk Management Many of Ovum’s analysts come from an IT
■ IT Strategy and Architecture management background with many years of
■ Managing Costs in IT experience across a range of industry sectors.
■ Measuring IT Costs and Value
This practical experience augments our written
■ SOA Adoption research and data with advice on how evolving
management techniques can benefit your
bEnchmArk AgAInSt your pEErS organization.
Ovum’s Enterprise IT Spend Metrics tool is based
We collaborate with a broad ecosystem that
on a robust statistical model that processes data
includes domain experts, academics, industry
from large sets of Ovum surveys and interviews.
consortia, and vertical market associations, so that
Based on primary research with over 15,000 IT we can apply the latest insights and innovations to
decision-makers, as well as macro economic help you meet your goals.


2011

retail banking technology

The retail banking landscape has changed
considerably since the start of the financial crisis,
and is continuing to evolve.

Furthermore, the “new normal” in day-to-day operations is far
from normal, with CIOs having to reconcile a greater-than- Ovum’s Retail Banking research stream looks
ever set of demands with less budget than ever; this is not at the industry trends and drivers that influence
helped by the fact that these demands frequently conflict with banks’ technology strategies. Aside from general
one another. The overall environment is characterized by IT investment trends, our coverage includes the
the business pressures of aiming to meet the demands of a following topics:
customer base that is increasingly sophisticated and mistrustful ■ The implications of the consumerization of IT
in equal measure. At the same time, IT systems need to reflect
a seemingly never-ending stream of new regulations. Existing ■ Mobile banking
systems have to be kept running, but it’s also imperative to
renew outdated IT landscapes and support innovation to ■ New and emerging consumer payment systems
increase efficiency and enable firms to stay ahead (or catch
■ Security and fraud prevention
up). Measures need to be taken to ensure that ever-changing
security threats don’t turn into disaster for the bank.
■ The impact of new regulations

■ Strategies for maximizing revenue while
minimizing risk

■ Master data management

Industry segments Coverage

Consumer banking Channels

Business banking Core systems

Wealth management Mobile and contactless payments

New and emerging consumer payment systems Technology strategies

12 | vErtIcAL InduStry tEchnoLogy

2011 rESEArch thEmES

SocIAL mEdIA In bAnkIng mobILE pAymEntS
A groundswell is building behind the use of Hardly a week goes by without another
social media in banking, as institutions believe announcement of a new mobile payments system.
significant value can be gained from interacting At the same time, many banks remain unsure
with customers and prospects via this new channel. While about what their strategy should be – that of leader, follower, or
social media’s ease of use is undoubtedly one of its virtues, this by-stander? It is also not yet clear what a successful business
is also its biggest Achilles’ heel. 2011 will see banks refining model for a mobile payments system will look like in the mature
their social media strategies, but they must do so without a markets of Western Europe and North America, and not all of
detrimental impact on existing operational infrastructure. the proposed technologies are likely to win.

pErSonAL fInAncIAL mAnAgEmEnt mobILE dEvIcES In rEtAIL And
tooLS corporAtE bAnkIng
Banks are continuing to seek ways to differentiate The influence of consumer technology on the
themselves from their competitors and increase banking industry has grown increasingly important
customer loyalty. At the same time, many consumers are and mobile devices have become prevalent. Retail banks
having to manage their finances very carefully, in particular already provide mobile banking services for informational and
in an environment of low interest rates on their savings. transactional activities: in 2011 this channel will evolve, and
Making online tools available to make this planning easier as devices become more sophisticated, institutions must keep
for customers is becoming a key strategy for banks wanting pace with developments. Significantly, corporate banks will
to offer enhanced services, and – ultimately – increase make increased use of mobile technologies
customers’ lifetime value.

SEcurIty And AntI-frAud mAStEr dAtA mAnAgEmEnt
Banks are where the money is, and the rat-race Having the right data in the right place at the
continues between criminals trying to steal that right time has long been a challenge for banks.
money, or abuse the banking system in other Increased regulatory information demands
ways, and banks trying to protect that money and have put a new spotlight on this issue and
prevent their business from being abused for money-laundering there is an increasing need for more differentiated product
or other criminal purposes. Banks need to ensure they have and sales strategies. Many banks still lack appropriate data
the right processes and technologies in place to mitigate risk, governance frameworks and are struggling to put in place
while at the same time ensuring regulatory compliance and data management strategies and tools that will allow them to
minimizing the impact on the customer. manage more effectively.

vErtIcAL InduStry tEchnoLogy | 13

2011

financial markets technology

Two key forces will shape the industry in 2011.
Volatile market conditions will drive significant
fluctuation in operating income and profit growth
performance. Regulatory requirements will continue
to dominate both business and technology agendas.
Our Financial Markets research stream looks at the
industry trends and drivers that influence market
These forces result in business model changes and structural participants’ technology strategies. Aside from
shifts in the industry as institutions adapt to new opportunities general IT investment trends, our coverage includes
and regulatory requirements. The underlying implication for the following topics:
technology strategy will be the need to enable organizational
agility to support evolving requirements under tight timeframes. ■ Regulation and compliance
In order to operate successfully in this new environment,
■ Automated trading strategies
financial markets participants need to put in place operational
controls (including supporting IT systems) that are both tighter ■ Enhancing alpha generation
and more flexible. Tackling data management will be essential
to manage the regulatory reporting burden. On the buy-side, ■ Cost optimization
competitive pressures will drive the need for more consistent
and stronger investment performance as net money inflows into ■ Liquidity risk management
the sector remain anemic.

Industry segments Coverage

Asset management Electronic trading

Capital markets Risk and compliance

Corporate banking Back office optimization

Investment banking Technology strategies



rEguLAtIon And compLIAncE EnhAncIng ALphA gEnErAtIon
Data management, business controls, and The buy-side will need to consider advanced
enhanced reporting capabilities will be essential decision support tools to devise and adapt
to deal with the heavy regulatory burden in 2011, investment strategies, as well as investment in
with institutions needing to support requirements at both tools to effectively execute and evaluate trading strategies.
an international and national level. The challenge will be to The challenge for institutions will be to deal with the reality of
implement a flexible framework to meet immediate timetables the return risk trade-off to seek returns while providing more
with the ability to support evolving requirements as they mature transparency to clients around performance and risk.
over the next few years.

AutomAtEd trAdIng StrAtEgIES
LIquIdIty rISk mAnAgEmEnt The importance of automated trading will continue
Managing liquidity risk will remain high on the to drive significant investment in enhancing
executive agenda in 2011. Pressure over funding the performance of the supporting front office
continues and regulation from Basel III will force and connectivity infrastructure. The drive for lower-latency
institutions to understand and maintain capital to support infrastructure will continue, but the pressure from clients will be
liquidity requirements. Institutions will need to establish an on enhancing and demonstrating the effectiveness of trading
enterprise view, but also start to reflect cost of liquidity in strategies.
pricing and business decision making.

coSt optImIzAtIon
Back office processing costs will remain under
scrutiny for both buy- and sell-side, with the
need to support volatile volumes while reducing
operational costs. Institutions must balance cost reduction with
enhancing of the effectiveness of back office operations to
reduce trade failures and manage operational risk.


2011

Insurance Technology

The financial success of insurers depends on
their ability to leverage the continually changing
landscape of risk, regardless of whether those
changes are minor or major.

In 2011 and subsequent years, insurers will find themselves The Insurance Technology research stream addresses
competing in a dramatically changed landscape, where success four areas to support the insurance industry as well as
will require a redesign of strategies, business models, products, technology firms, consultancies, and other industries
distribution channels, and the requisite supporting internal that support the insurance industry in achieving the
business operations. The transformation of the landscape of risk required strategic and operational objectives:
is being driven by stricter regulations; increasing fiscal stress on
societies as countries and corporations continue to push ever- ■ Marketing and distribution
more financial risk to private citizens; and a seemingly never-
■ Sourcing strategies
ending expansion of the digital domain which, without regard to
the first two trends, exerts pressure on insurers’ go-to-market
■ Risk management and compliance
strategies, business operations, and risk management practices.
In an industry whose essence is entirely information, insurance ■ Shifting insurance industry dynamics
companies must effectively and efficiently apply current and
emerging technologies to compete on the ever-changing ■ IT investment strategies
landscape of risk.

INDUSTRY SEGMENTS COVERAGE

Personal lines non-life insurance Distribution

Commercial lines non-life insurance Policy administration

Life insurance Claims

Group life insurance Technology strategies

16 | VERTICAL INDUSTRY TECHNOLOGY


mArkEtIng And dIStrIbutIon rISk mAnAgEmEnt And compLIAncE
The marketplace is rapidly evolving to be a media- One very strong message from the biggest financial
shaped digital marketplace driving publication, crisis in many decades is the imperative for insurance
storage, and consumption of digital information companies to have strong risk management
throughout the insurance value chain from sales to service. programs. Whether insurers appoint risk officers or tackle
People from all generational cohorts will be pulled into this enterprise risk management programs, regulators worldwide will
digital world of information availability on an anywhere and be shining a very strong spotlight on insurers’ risk management
anytime basis. Insurer marketing approaches and channel practices. The rapidly emerging digital marketplace with its
management will have to be transformed to align to this brave growing information flows captured within the insurance value
new digital world where immediacy is the sine qua non. chain only amplifies insurers’ risk management issues.

ShIftIng InSurAncE InduStry dynAmIcS SourcIng StrAtEgIES
One of the major challenges for insurers is to Sourcing is about insurers obtaining or managing
balance what is needed to succeed in the near term the resources to deliver on the value proposition
with preparing for the longer term opportunities. to policyholders, agents or brokers, and other key
Ovum’s annual surveys of insurance executives around the stakeholders. However, insurance companies are burdened
globe gives insight into current business and technology trends, by the need to support multiple core administration systems
whilst our thought-leading analysis and scenario planning which are many decades old. According to Ovum’s surveys,
provides the long term perspective that insurers require to set few insurers plan to replace the multiple core administration
their forward strategies. systems. Sourcing options ranging from traditional outsourcing
to cloud solutions exist to help.


2011

retail technology

In Western Europe and North America, the days of
considerable growth in the retail sector are over.
Not only are store sales slowing – even online
growth is becoming elusive.

While confidence will improve with economic conditions, Ovum’s Retail Technology research stream looks at
consumption habits have changed. Consumers are not only the industry trends and drivers that influence retailers’
able to choose from a plethora of channels but they are also technology strategies. Aside from general IT investment
better informed than ever – to the extent that they can go into trends, our coverage includes the following topics:
a store, assess the quality of the goods, and then do an instant
■ Multi-channel retail strategies
price comparison check using their mobile phone. Whether or
not they end up buying in the store, via their mobile, or online ■ Increasing operational efficiency
depends on a number of factors, not least retailers’ ability to
respond, whatever the location or the channel. ■ Improving the in-store experience

■ Knowing the customer

Supply Handheld Predictive
chain SC M GI S device analytics

Multichannel Ecommerce Media &
retail platforms Hosting SEO streaming

Operational Talent Huma n
efficiency HCM BP M management resources

In-store Merchandise Category Space Demand
experience planning management planning forecasting

Knowing the Data Data
customer CRM management Analytics integration



chAnnEL frAgmEntAtIon thE compLExIty of tArgEtIng
Consumers now have a plethora of channel cuStomErS
choices – in-store, phone, online, and mobile, and Channel fragmentation and changing population
many of them choose a combination of several. dynamics mean targeting customers has become
Or at least they would like to, if retailers could only support more complex than ever, in particular when taking into account
a true multi-channel experience, as opposed to imposing on the current economic climate. Retailers need to ensure that
their customers (or former customers…) the inconvenience of the channel experience and delivery options – whatever the
dealing with parallel channels that aren’t connected with one channel – match the target demographic. To do so, they need
another. to deploy as many of the available IT tools as possible.

mAStErIng dAtA mAnAgEmEnt
Many retailers bemoan the fact that their customer
data is either incomplete, or doesn’t make sense.
Add to the mix a proliferation of mismatched bar
code information, supply chain systems not connected to store
systems, CRM systems that don’t cover all channels, and it
quickly becomes obvious why addressing the issues of data
governance and master data management should be top-of-
mind for many retailers.


Energy & Sustainability
2011

technology

Rising energy prices, resource scarcity, climate
change, and environmental regulation are exposing
businesses to new risks and forcing them to adopt
more sustainable practices.

In the energy realm, utilities face complex challenges involving The Energy & Sustainability Technology practice
capital constraints, aging infrastructure and workforces, and looks at the value chain for electricity, gas, and water
bad debt caused by economic instability. utilities and key issues such as asset management,
information governance, and IT services opportunities.
In every sector, businesses face mounting pressure In sustainability, the practice examines the key factors
from consumers, investors, and regulators to shrink their driving sustainability higher on corporate agendas and
environmental footprints. Information technology is crucial how IT can help companies manage more sustainably
to providing visibility into core business processes and while improving business performance.
the insight required to choose cost-effective solutions ■ Energy generation and distribution systems
to manage effectively in this new world of constrained ■ Energy trading and risk management
resources, heightened risk and volatility, and complex market ■ Meter-to-cash processes in utilities
requirements.
■ Energy and sustainability management across the
business
■ The evolution of Green IT
■ New demands from regulators, consumers, and
investors

Sustainability

Carbon management Green IT Compliance Waste management
Goal: Sustainable factories, buildings, transport systems, etc.

Utilities N
W E
S

Smartgrids, meters Trading GIS systems Asset management
Goal: Smarter, more efficient energy generation and distribution



ASSEt mAnAgEmEnt In utILItIES It SErvIcES opportunItIES In EnErgy
Enterprise asset management systems are a vital tool And utILItIES
for utilities, assisting with long-term asset strategy According to Ovum’s Technology Trends survey,
through to day-to-day maintenance. Smart grid services within utilities is relatively immature, with
applications will cause an exponential growth in data. How asset utilities spending approximately half of the budget other industries
management systems deal with this data will have a huge impact commit to services. What are the future drivers, opportunities, and
on future operational efficiency. barriers for services in a relatively conservative, unionized industry?

chooSIng SuStAInAbILIty SoLutIonS gEogrAphIc InformAtIon SyStEmS
As energy and environmental management move Geographic information systems are virtually
higher on corporate agendas, solution providers pervasive within utilities, but use is typically limited
are responding. Enterprise application vendors are to asset management. There are a number of
extending their solutions; specialists with deep domain expertise alternative applications for GIS throughout the utility value chain,
are broadening their capabilities; new solution providers are but the business case is not entirely clear.
crowding into the market; and consultants and systems integrators
are investing in sustainability practices. But each company’s needs
are unique – how do they determine which will be most effective? fAcIng up to thE chALLEngE
Managing for sustainability is a complex and multi-
faceted problem that most companies have not yet
profItIng from SuStAInAbILIty begun to address. But as pressures mount - from
Though regulation can be a powerful driver, regulators, consumers, and investors - companies eventually
sustainability solutions won’t win broad adoption must respond. How do they begin? How do they set sustainability
unless they boost overall business performance. baselines, set goals, build strategies, and measure progress? How
The challenge enterprises face is to identify the IT investments much does it cost, how long does it take, and what constitutes
that deliver the most value in maximizing efficiency while success?
minimizing risk and environmental impact, and that can be
implemented most quickly and cost-effectively.
thE EvoLutIon of grEEn It
Information and communication technologies
InformAtIon govErnAncE And thE dAtA account for just 2-3% of global energy consumption
chALLEngE and greenhouse gas emissions, but their share is
Utilities implementing smart energy applications much higher – and growing rapidly – in developed countries,
will see data volumes grow exponentially, creating due to burgeoning growth in cloud computing and wireless
petabytes of data that must be gathered, stored, and analyzed. communications. In short, the IT industry is losing ground
Information governance will become an increasing priority; to despite significant improvements in power efficiency over the
extract the full benefits of this smart data, utilities must ensure last several years. How can the industry reverse this trend and
they implement the right information policies. at least stabilize, if not reduce, its impact on the environment?


media & broadcast
2011

technology

2010 has seen a cyclical bounce in revenue in the
media sector from traditional advertising thanks
to a strengthened macro-economic environment.
Deep cost cutting during the 2008 and 2009
downturn is translating into stronger earnings
The Media & Broadcast Technology research stream
performance. looks at the industry trends and drivers that influence
the technology strategies of the media enterprise. Aside
However, this cyclical trend is overshadowed by ongoing from general IT & broadcast technology investment
systemic shifts in the media industry. 2011 is set to be a trends, our coverage includes the following topics:
crucial year as accelerated consumer electronics and media ■ Technology & audience strategies for social platforms
technology cycles, and associated shifts in consumer behavior,
create transformation imperatives in the face of long term ■ Next generation on-demand video models and
business model uncertainty. As audience and advertiser delivery platforms
attention migrates to digital services, this continues to chip ■ The shift from packaged media to entitlement-based
away at established commercial models of network operators, subscription and transactional models
broadcasters, publishers, and advertising agencies alike.
They continue to face the hardest of challenges: the need ■ Advanced media workflow, supply chain, and rights
to invest and re-engineer the service models, supply chain management
infrastructure, and trading currencies in the face of aggressive ■ Best practice models for defensive co-opetition along
disruptive assault from the Internet majors. the media value chain

■ Product strategy for applications in the mobile, STB,
and tablet channel

Channel programmers DTH/cable platform operators Studios and production Digital publishing

North America Europe APAC

Disruptive technology, shifting audience behavior and commercial transformation

Operational & process challenges for the evolving media enterprise

Broadcast production technology, advanced business management, and workflow solutions



AudIEncE muLtI-tASkIng rIghtS mAnAgEmEnt & SEcurIty
Multi-screen viewing behavior is a rapidly As new channels and platforms emerge for the
developing consumer trend in otherwise distribution of premium content, notably OTT and
conservative television audiences. This creates social, this creates challenges at the commercial
attentional challenges for the advertiser and the advertising and technical operational layer of the media enterprise. The
dependent broadcaster, but it also creates opportunities transition to web distribution, the piracy threat, and decline
to engage users with personalized, immersive branded of packaged media is creating the need for restructuring of
environments across multiple devices. Smart approaches windowing strategies in the content lifecycle. New distribution
to master data management, analytics, identity, and channels and a transition to HTML5-based service environments
authentication challenges will do much to determine the extent are creating the need for enhanced analytics, security, and
to which they are able to turn this behavioral shift to their rights management solutions. In 2011, Ovum will assess the
advantage, as well as defend against disruptive market entry requirements and opportunity for the IT vendor community to
from the multi-platform web majors. meet these challenges.

mAStEr dAtA mAnAgEmEnt – movIng from SubScrIptIon to
hArnESSIng thE dAtA opportunIty trAnSActIon
For an industry structured around mature, The structural collapse of the newspaper industry
decades-old ratings currencies for media buying has demonstrated two truisms: that prices are
and rights acquisition, the successful exploitation of set top box sticky in a downward direction and that commercial models that
and web platform data available near real time is a commercial, rely purely on advertising are characterized by excessive risk
cultural, operational, and technical challenge. In 2011, Ovum and revenue variance. As broadcasters and studios with B2C
will look at the how ratings agencies, media buyers, platform strategies move premium video content online and diversify
operators, and broadcasters are meeting – or failing to meet – into goods and services such as casual gaming or virtual
the transformation challenge and the risks of failure. merchandise, so international transaction gateway services and
scalable CRM platforms that can support a range of subscription
and micropayment models, while delivering elastic capacity and
EvoLutIon of contrIbutIon, cost structures in the face of business model uncertainty, are
dIStrIbutIon & trAnSmISSIon
key to business model transformation. We will also be revisiting
nEtWorkS
our work in the publishing industry to assess the success and
With the growth in hybrid STBs, IP networks failure of pay-wall and multi-platform commercial and operational
have become an integrated component of the broadcast strategies.
transmission topography. As video takes a growing share of the
capacity available on today’s telecoms infrastructure, Ovum,
in partnership with Ovum Telecoms, will examine the evolving
service relationship between content provider and telecoms
operators and cost-optimized CDN services, and the impact on
traditional broadcast transmission infrastructure markets.


2011

government technology

A number of pressures are bearing down on
the public sector and challenging traditional
business models: economic woes and sovereign
debt accumulated from the credit crunch,
growing demand for services from an aging
■ Central/federal government technology
population, urbanization pressures requiring new
strategies for civic infrastructure, and increased ■ Local/state government technology
environmental awareness. ■ Strategy, selection, and deployment of ICT solutions
in government
The face of IT is also changing with Web 2.0 technologies,
commoditization, cloud computing, and new service delivery
■ Analysis of government-specific technologies such as
possibilities. Furthermore, maturity of IT in the sector is
411, eGovernment, and electronic voting
leading to demand for professionalism. The public sector is
currently facing the ultimate quandary: how to build capacity ■ Agency ICT strategies in North America, Europe, and
and efficiency into services with almost no money for capital Asia-Pacific regions
expenditure. It is looking to the private sector for answers.

Government sub-segments

Central or Federal government State and Local government

Technology
Information and communications technologies
Examples: wireless, security, CRM, ERP as applied to government

Government-specific technologies
Examples: eGovernment, public safety

Regions
Europe North America Emerging Markets



drIvIng A pArAdIgm ShIft In thE govErnmEnt 2.0
pubLIc SEctor through It EffIcIEncy Web 2.0 technologies offer low-cost and easy-
& coSt mAnAgEmEnt to-deploy options for progressive ways of
IT efficiency, cost management, and re-use have delivering public services. Government 2.0 could
become top priorities in these austere times. IT be just the ticket for cash-starved public agencies to deliver
is going to be instrumental in delivering the transformation service improvements on a shoestring. The options for open
that is needed to recover from the recession. This time around government, crowd-sourcing and social-networks, and co-
though, the role of the IT supplier is going to be different – the production are all expected to play their part in changing the
supplier is going to drive growth and innovation in the public face of government agencies.
sector market with minimal help from governments. There are
implications for the way that services are procured, delivered,
and paid for, as well as the bigger market landscape.

SmArt cItIES And connEctEd
communItIES
Rising pressures on cities due to aging
infrastructures, changing demographics,
population growth, and urbanization, combined with
increasing expectations regarding resource and environmental
sustainability, are leading to new thinking with the locus of
joined-up e-Government policy shifting from national-level
strategies to city-by-city strategies. Sustainability, the Internet,
national broadband coverage, and brown versus greenfield
developments all come into the equation and will play a part in
smart cities and communities of the future.


2011

Education technology

A myriad of rapidly shifting forces, including rising
customer service expectations shaped in the
consumer market, shifting student demographics,
accelerating technical innovation, and rapidly
expanding globalization – all in a context of a nearly
■ Analysis of the trends impacting technology usage
worldwide economic downturn – is re-shaping the
and adoption at the primary/secondary education as
education industry and calling into question even well as higher/tertiary levels
the most established institutional practices and
■ Strategy, selection, and deployment of ICT solutions
cultural norms.
in education

Many institutions are struggling to establish effective and ■ Analysis of education-specific technologies such as
efficient strategies for navigating the near constant pace of SIS, online learning, and digital curriculum
change. Consequently, technology usage will become more
prominent and innovative in the industry, particularly as senior- ■ Education ICT strategies in North America, Europe,
level line of business and IT executives strive to be more agile and Asia-Pacific regions
and flexible in the delivery of their services, while maintaining
or even reducing costs.

Market sub-segments
Higher education/tertiary education K12/primary and secondary education

Technology
Such as: wireless, security, BI, CRM, ERP as applied to education

Education-specific technologies
Such as: student information systems, e-learning, student portals

Geography
Europe North America Asia-Pacific



cAn hIghEr EducAtIon pLug Into thE ubIquItouS connEctIvIty & contEnt In
SocIAL nEtWork? hIghEr EducAtIon
In ever increasing amounts, relationships are Rising dissatisfaction over costs and content
created, opinions are formed, and information is quality within a context of increasingly powerful
communicated through social media. Few institutions fail to and accessible consumer devices will push traditional
see the tremendous potential of harnessing this tool to power textbooks into oblivion over the near term. Migrating to a fully
recruitment, retention, and development efforts, particularly digital delivery system for academic content represents a
within the scope of a larger relationship management strategy. significant paradigm shift for education, and will require a re-
Yet unlike enterprise applications, the technology underpinning conceptualization of ubiquitous computing and the creation of a
social media and student preferences for it evolves rapidly and new business relationship between publishers, institutions, and
can neither be owned nor controlled by institutions, leaving students.
many baffled as to how to leverage it effectively.

thE rEAL coSt of E-LEArnIng In hIghEr
thE EntErprISE AppS bAttLE movES to EducAtIon
thE ApAc front The rapid uptake of online learning has pushed
Recognizing the dependence of continued learning management solutions (LMS) into the
economic growth on the development of world- pantheon of mission-critical applications for most colleges and
class higher education systems, many countries in the Asia- universities. Yet changes in the commercial and open source
Pacific region are investing heavily in the modernization and landscapes are driving many institutions to reconsider their
expansion of their colleges and universities. The purchase and approach to purchasing, supporting, and delivering their LMS
implementation of next generation enterprise applications will in the hopes of finding more cost effective strategies for service
be an important part of this investment and will require care to delivery.
navigate this highly diverse and rapidly evolving market.

coLonIzIng thE cLoud for
InStItutIonAL vALuE
Cloud computing has created considerable buzz
across most industries and with the rampant
success of the free university email services by Google and
Microsoft, the institutional door has opened for it as well.
Nevertheless, significant questions remain around the ability of
the cloud to deliver true cost savings for colleges and universities
without compromising quality of service and, more importantly,
the security of student and personnel data.


Pharmaceuticals
2011

technology

A number of pressures are bearing down on the life
sciences, challenging traditional business models:
decreasing sales in developed markets due to the
patent cliff; a larger, more knowledgeable, and
tech-savvy customer base; rising R&D costs and
■■ Technology■in■the■pharmaceutical■and■biotechnology■
capital constraints; an increasingly complex global
industries
supply chain; a data explosion due to the increase
in genomic research; regulatory pressures; ■■ Strategy,■selection,■and■deployment■of■ICT■solutions■
in■life■sciences■
operational inefficiency; and a demand for more
personalized medicines. ■■ Analysis■of■life■sciences-specific■technologies■such■
as■LIMS,■eLNS,■eClinical■trials,■and■eDetailing
The■life■sciences■are■currently■facing■the■ultimate■quandary:■
■■ Life■sciences■ICT■strategies■in■North■America,■
develop■safer,■more■effective■drugs■while■keeping■R&D■
Europe,■and■Asia-Pacific■regions
costs■down■and■replacing■lost■revenue■due■to■the■patent■cliff.■
Technology■will■be■a■critical■enabler■to■address■these■issues,■
right■across■the■pharmaceutical■product■lifecycle.

Life sciences sub-sectors

Pharmaceutical Biotechnology

Geography

North America Europe Emerging markets

Technology
Life sciences-specific technologies
Examples: bioinformatics, ELN, LIMS, EDC, CTMS, eDetailing

Information and communication technologies
Examples: enterprise applications (CRM, ERP), mobility solutions, and consumer portal
s

28 | Vertical industry technology


thE EvoLutIon of crm In thE rEALIzIng thE potEntIAL of cLoud
phArmAcEutIcALS InduStry computIng In phArmA
The pharma industry is in a state of flux, particularly Much of pharma R&D requires high performance
with the long-awaited 2011 patent cliff finally computing (HPC), particularly to conduct virtual
here, resulting in a drop in sales. Price cuts, reimbursement experiments in drug discovery, and high-capacity data storage.
restrictions, and growing regulatory pressures will further limit As the cost of IT hardware increases and infrastructure
sales growth. Companies are re-evaluating their sales and implementation and maintenance becomes more taxing on
marketing strategies as they attempt to navigate the patent cliff internal IT departments, the demand for cloud computing is
and other pricing pressures. The adoption of CRM solutions significant. But does the cloud hold water for the data-sensitive
will be key to ensuring that life sciences companies remain life sciences industry?
competitive during this transitional period.

IS outSourcIng thE AnSWEr to
hoW cLoSE ArE WE to thE $100 gEnomE? phArmA’S r&d WoES?
The pharmaceutical and biotechnology industries With cost-cutting in mind, pharma companies are
are becoming more intertwined as drug R&D rapidly turning to business process outsourcing
begins to shift away from the “blockbuster drug” (BPO) and knowledge process outsourcing (KPO). In the
model to one that focuses more on patients’ genomes or past, companies have focused on outsourcing manufacturing
DNA. Genome analysis is an expensive feat, so life sciences and clinical trials, primarily to the emerging markets, but
companies and healthcare providers alike are awaiting the more recently, early research is also being outsourced. IT
highly-anticipated $100 genome. The use of advanced biology- outsourcing is also in high demand.
specific informatics (bioinformatics) tools will greatly help
researchers reach that goal.

thE roLE of phArmAcIES In thE LIfE
ScIEncES SuppLy chAIn
The pharmaceutical supply chain is extremely
complex, with many stakeholders involved.
Pharmacies are a crucial element to the distribution channel,
yet are often neglected when evaluating supply chain logistics
and the technologies that support it. It is therefore important to
understand the role of pharmacies and how IT supports them.


2011

healthcare technology

An aging population in developed countries and an
expanding middle class in developing ones leaves
few untouched by a growing demand for healthcare
services. This demand far outpaces the resources,
both professional and financial, of most healthcare
■ ICT adoption amongst healthcare providers, payers,
systems around the world.
and patients
Consequently, healthcare reform tops the political agenda in
■ Strategy, selection, and deployment of ICT solutions
nearly every country from the US, with its highly privatized
in healthcare
system, to the UK, with its socialized one, and every shade
and variation in between. Driven by government mandates and ■ Analysis of healthcare-specific technologies such as
consumer demands, the introduction of new and oftentimes EHRs, PHRs, telehealth, and PACS
cutting-edge technology and services, such as electronic
health records (EHRs) and telehealth solutions, will be a crucial ■ Healthcare ICT strategies in North America, Europe,
component of curing the ails facing the healthcare industry. and Asia-Pacific regions

Healthcare sub-segments

Hospitals Physician offices Other ambulatory care Long-term care Payers

Technology
Such as: enterprise applications (CRM, ERP), mobility solutions, portals in healthcare

Healthcare-specific technologies
Such as: clinical information systems (EHR, telehealth), administrative, and financial systems

Geography

Europe North America Asia-Pacific



ASSESSIng progrESS In ELEctronIc thE comIng trAnSformAtIon of
hEALth rEcordS hEALthcArE through tELEhEALth
The last few years have witnessed historic The rising demand for healthcare services,
investment by government in the purchase and particularly from specialized clinicians, is having a
implementation of EHR solutions, with marquee mandates deleterious impact on access to quality care. Many providers
and programs in the US and UK. Yet progress has been slow are exploring the utilization of innovative communications
and the anticipated improvements to quality of care and cost technology to provide healthcare ‘at a distance’ in order to
effectiveness of service have been elusive. Undoubtedly, improve accessibility and reduce overall costs. With the
realizing the return-on-investment for EHRs will require a rapid uptake of smartphone technology and more widespread
watchful eye to ensure that governments, healthcare providers, availability of inexpensive video conferencing capabilities, the
and suppliers evolve their strategies, expectations, and even potential of telehealth to transform the industry continues to
solutions and services. grow.

crm – puShIng pAyErS to communIcAtE hEALth InformAtIon ExchAngE
bEttEr The sharing of healthcare information across
As patients take a more active role in managing clinical departments, hospitals, and physician
their own care from the perspective of both practices has been the ‘holy grail’ of improving
selecting a provider and paying for their care, healthcare quality of care while reducing costs. Yet, from CHINs to RHIOs
insurance companies will need to improve their communication and even to today’s HIEs, the strategies undertaken by the
and relationship management strategies dramatically. industry have failed to yield scalable results. With the growing
Consequently, the more sophisticated and proactive usage of uptake of EHRs and other information-rich solutions, the need
customer relationship management (CRM) solutions and the to create a truly interoperable and secure system for sharing
outsourcing of contact center services is likely to grow. patient data has never been more critical.

hEALthcArE bpo In EuropE
With its employer-centered insurance model,
the US healthcare industry has an established
history of business process outsourcing (BPO) for
back-office processes as a strategy for reducing costs without
jeopardizing quality of service. However, as financial pressures
escalate and the market consolidates over the near- to mid-
term, the European healthcare payer market is also likely to
explore BPO as a means to improve organizational efficiency.


2011

telecoms technology

Global economic recovery in 2010 has led to
strengthened end markets for consumer and
enterprise telecoms value, but fixed and mobile
operators continue to face operational challenges.

The growing competition from cloud enterprise services, new ■ Billing systems for the telecoms operator
market entrants into the consumer communications and digital
content spheres, and evolution of the mobile, tablet, and PC ■ Service assurance solutions
terminals are making speed to market, cost containment, and
organizational flexibility more important than ever before. This ■ Service delivery platforms for the telecoms operators
is happening against the requirements from the latest phase
■ Network migration solutions
in the FTTH/FTTx network investment cycle and the beginning
of the CAPEX cycle for LTE, creating new network deployment ■ Infrastructure management and professional
optimization, CRM, and inventory and network management services ecosystem in the telecoms operator
challenges.
■ ICT solutions to optimize the evolving telecoms
operations map

■ Telecoms ICT strategies in North America, Europe,
and Asia-Pacific regions

Mobile and fixed-line network operators

North America Europe APAC

IT solutions to meet process Enabling the next generation of
Network transformation to 4G efficiency, ARPU, customer consumer and enterprise
and FTTx infrastructure acquisition, and retention goals services in the cloud

Operations and infrastructure management



rEducIng tImE to cuStomEr And unIfIEd cuStomEr vIEW And SErvIcE
nEtWork SErvIcE provISIon pErSonALIzAtIon
In saturated, hyper competitive markets, new Many telecoms operators continue to wrestle with
network services and the continued need to achieving a single view of the customers and as new
accelerate the order-to-cash cycle, is driving continued demand digital platforms create customer touch points, such as social
for streamlined customer, service, and network provisioning media and location-based services, so integrating sentiment,
systems. In emerging markets, rapid customer acquisition is social graph, and location data into a holistic customer view
creating comparable capacity challenges. In 2011, Ovum IT will with flexibility and scale can deliver real strategic advantage in
explore the provisioning system landscape and examine best customer acquisition, retention, and cost control. In 2011, Ovum
practice architectural and process strategy. will look at the state-of-the-art in master data management,
network analytics, and real time service personalization, and
how operators are using targeted marketing to drive customer
thE nExt gEnErAtIon oSS/bSS StAck acquisition and ARPU in pre-pay and post-pay markets.
As the telecoms operators adapt to an evolved
network and cloud service landscape, this is
creating opportunity to re-architect the technical ExpLoItIng thE cLoud SErvIcE
and operational structure of the telco OSS/BSS. Ovum will opportunIty
examine how the OSS/BSS proposition is changing and how As demand for enterprise and consumer cloud
the leading vendors are integrating these new approaches into services accelerates, we will look at technical
legacy systems. strategies for telecoms operators looking to exploit cloud
service architecture practices and provision of these services
to customers through existing customer sales channels. Ovum
SoLutIonS for optImIzEd LtE will examine the opportunity and threats to the current OSS/
dEpLoymEnt BSS vendor landscape from the emergence of cloud services,
As mobile telecoms operators enter their next and convergence with the ITO and ISV ecosystem.
major CAPEX cycle, Ovum IT will examine
best practice system strategy to control cost, increase the
efficiency, and integrate legacy network assets for LTE network
deployment. On the supply-side, Ovum will examine the
solutions coming into the market to control and manage this
process.


2011

Information management

As data volumes continue to rise and corporate IT
infrastructures become increasingly siloed and
complex, having a strong information management
(IM) competency is a mandatory requirement for all
organizations. ■ Data management

Ovum’s Information Management research stream highlights ■ Business intelligence
the importance of having a foundation of accurate, consistent,
and timely data to improve operational business processes and ■ Enterprise content management
drive better strategic business decisions. The key is developing
a wide-embracing IM strategy that allows organizations to ■ Enterprise search and retrieval
efficiently integrate, manage, analyze, access, and share all
■ Collaboration and knowledge management
types of structured and unstructured business information.
■ Information governance

■ Enterprise portals

Social media & portals

Collaboration

Information governance

Unstructured data Enterprise Structured data
search
&
Content management retrieval Business intelligence

Data storage, data management

34 | It SoftWArE And SErvIcES


buSInESS IntELLIgEncE EntErprISE contEnt mAnAgEmEnt
Companies across all verticals are successfully The majority of enterprise information is in
using BI software to leverage growing stores of unstructured or semi-structured format. Hence
enterprise data in order to better understand and management of this type of content, from creation to disposition,
optimize key business processes with historical and predictive is essential for operational effectiveness and compliance.
insights. However, BI can be a large, complex, and expensive This theme examines the value of aligning content-centric
IT endeavor – easy to get wrong, hard to get right. Fortunately, applications with business processes, both within and beyond
BI is evolving to these challenges. This theme examines how the corporate firewall, with a particular focus on the digitization
disruptive technologies, including cloud computing, open source, and electronic storage of paper documents, document
and appliances, help to lower the traditional entry barriers by composition, and leveraging content created in collaborative
changing the way enterprise BI systems are built, packaged, and working environments.
deployed.

dAtA mAnAgEmEnt
coLLAborAtIon & knoWLEdgE Data management is a fundamental activity for any
mAnAgEmEnt IT project. But it is also a complex IT discipline to
The collective corporate memory of an organization master. This theme will examine the issues and benefits of an
is a far more valuable resource than that of enterprise-wide approach to integrating all types of enterprise
individual workers. Since most business processes and data and assess the combination of tools and processes needed
decisions are rarely done in isolation, the use of collaboration to ensure data integrity (quality) and a single version of the truth.
technologies can reduce cost and improve decision making It will also focus on the challenges that cloud computing brings to
through coordinated activity and response across teams and bear on traditional data integration frameworks and practices.
group-knowledge. This theme examines the impacts that cloud
computing and mobile technologies are having on corporate
collaboration strategies, with a sharp focus on Microsoft
SharePoint migration and planning. bIg dAtA AnALySIS
The largest data warehouses are now measured
in petabytes rather than terabytes, and are
EntErprISE SEArch & rEtrIEvAL growing exponentially driven by the emergence
Given the exponential growth of enterprise data of unstructured data, weblog, social media, RFID, and video
stores, accessing the “right” data is akin to finding a data as new sources for analysis. Many traditional IT tools
needle in a haystack. Enterprise search and retrieval and architectures are struggling to keep up. Fortunately, new
can help by improving the accuracy and speed of search and technologies such as cloud, non-SQL analytic databases
retrieval to drive competitive advantage and reduce operational and frameworks are helping to manage the load, and allow
risk. This theme will analyze the important role that search and organizations to mine these mountains of data for business
retrieval technologies play in enabling business applications, such benefit.
as eDiscovery, as well as monetizing content that is accessed and
shared on mobile devices and media settings.

It SoftWArE And SErvIcES | 35

2011

Enterprise Applications

While the hundreds of thousands of apps for the
iPhone and Android smartphones are the center
of today’s breathless hype, enterprise applications
and the surrounding ecosystem are what
corporations and large government organizations
The Enterprise Applications research stream looks at
run their businesses on. industry trends and drivers that influence enterprise
business and technology strategies. Aside from general
Thought to be a graveyard for innovation due to the massive
IT technology trends, our coverage includes the
wave of consolidation over the last half-decade, the enterprise
following:
applications ecosystem is actually being reshaped by disruptive
technologies and aggressive new and existing players. ■ The evolving definition of “enterprise applications” in
Vendors and enterprise and government IT will need to track 2011 and beyond
the rapid change and innovation happening at the core and
■ How IT organizations can future-proof their strategy
edges that are changing enterprise applications from a market
and plans to take into account potential changes in the
of discrete applications into an ecosystem that leverages web
enterprise applications marketplace
services, disruptive technologies, and broad partner portfolios
to deliver new capabilities and business value to organizations. ■ The impact of vendor research & development
strategies and mergers & acquisitions on the
enterprise applications market, and on IT strategies
and plans

■ How enterprise and public sector IT organizations can
unlock the value of working with a mega-vendor and its
ecosystem, while avoiding lock-in

Geography

Disruptors

ERP CRM
Extended Extended
Public sector Industries
technology services
SCM etc.

Issues

Style of IT adoption

36 | It SoftWArE And SErvIcES

Ovum It Enterprise Ra 2011

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