23. #5- La naturaleza cambiante
del proceso de compra
Tradicionalmente:
Estímulos Primer momento Segundo
de la verdad momento de la
En la estantería verdad
En la tienda Uso
Secuencial
“Se compra lo que está en stock”
23
24. #5- El nuevo proceso de compra
Descuento /
Estímulos Navegación Investigación Transacción Seguimiento
Fidelización
Facebook Call Blogs
Center
Daily deal Digital Review
sites Store POS site
Blogs Printed Facebook In-store Store
Groupon
¡10 puntos de contacto de media!
Word of
Catalogue
In-site
kiosk
Email
Store Wrapp Facebook
Mouth reviews CC
Mobile Click to Coupon Mobile
Twitter Twitter
app chat sites app
Online Review Loyalty Online
Email Facebook
store sites scheme store
24
25. #5- Momentos OmniCanal de
participación
Investigación
Nuevo mapa de
Navegación
Descuento /
Fidelización experiencia:
Continua
“Tenemos lo que
compraras”
Estímulos Transacción
Seguimiento
25
26. #5- El modelo (o3) para la próxima
década
“Los nuevos clientes serán OmniCanal: conectados digitalmente ,
instrumentado y con un estilo de vida impulsado e inspirado por las
experiencias únicas con sus marcas preferidas”
Omnicanal Experiencia de
usuario
Orquestación
Optimización
Consumidor
Nuevo
Source: IDC Retail Insights, 2012 OmniCanal
Ecosistema
26
30. #6 – Productividad y tercera
plataforma
Productividad y ecosistema Gestión de la productividad
Productividad persona Productividad de procesos
30
31. #6 – La fábrica del futuro
Producción
masiva / Intensiva en
personalizada
personas
Entorno de toma de decisiones
Intensiva en TIC
Datos en tiempo real
Producción
Centrada en
masiva automatización
31
32. #6 – El camino hacia las fábricas
del futuro
"La gente va a estar en el centro de la fábrica del futuro, ya que proporcionan
el grado de flexibilidad y capacidad de decisión que se requieren para hacer
frente a la creciente complejidad"
Impresoras 3D
Automatización
Plataforma TI operacional
32
33. IDC Energy
Insights
#7- Utilities: Las utilities
abrazan la tercera
plataforma.
33
34. #7 – Las utilities abrazan la tercera
plataforma
Creciente experimentación en tarifas por uso para
Flexibilidad “por defecto” en la de los usuarios. –
condicionar el comportamiento
implantación de “Smart grids” En general, se
prioridad menor en residencial-.
desarrollarán servicios basados en la inteligencia de
Demoras regulatorias frenan el
Mayor competencia en elysegmento retail empuja a
red para retener adquirir clientes.
despliegue de “Smart metering” generar nuevos
un mayor uso de analíticas para
servicios, entender mejor al cliente y proveer de una
CIOs necesitarán recursos para
mayor flexibilidad al negocio.
Búsqueda de soluciones que integren una
transformar las operaciones
La movilidad distribuida (ej. en la fuerzageneración y
generación impacta tanto Plantas de de ventas
el área de mantenimiento como en el cliente final.
Involucrar al cliente será el nombre
virtuales), microredes descentralizadas, gestión de
del demanda (ej. ralentizará,
juego en 2013
El despliegue de Smart meter seVE),etc.
aumentando la presión sobre los precios de
equipos. Las utilities harán énfasis en data para de
Apuesta por analíticas/big la gestión
La convergencia de IT ya la información generada
sacar sentido OT continúa, lo cual puede
demanda con foco en redes domésticas (HAN)
representar una oportunidad para que el CIO tome
Estalla la fiebre de apps y
el liderazgo.
dispositivos móviles
El efecto “Smart cities” seguirá en
2013
Visit us at www.idc-ei.com Follow us on Twitter@IDCSpainInsights 34
35. #7 – El efecto Smart cities seguirá en
2013
Financiación de las Smartcities
Objetivos de eficiencia energética
Iniciativas internacionales -Ej.
Convenant of Mayors- y nacionales -Red
de Ciudades Inteligentes en España-
Fondos estructurales
Source: Spanish Smart Cities survey, IDC Energy Insights 2012
35
36. #7 – El efecto Smart cities
Las smart cities son el laboratorio de las utilities, una vez probado el
concepto, el reto será su escalado.
Uso de smart cities como
plataforma de iniciativas de Smart
Grids.
Búsqueda del ecosistema
adecuado para aprovechar el
efecto smart cities.
Búsqueda de reusabilidad de
proyectos.
36
38. #8 – El año de la reinvención del sector
público - Menos inversión y distinto gasto
% PIB
ESPAÑA
2,900
,400 ,300
-,300
-1,400 -1,600
-3,700
2008 2009 2010 2011 2012 2013 2014
Economía
Desempleo
30
20
EU (27)
10 España
Italia
0
Fuente: Eurostat y Funcas
38
48. Agenda
IT Investment Outlook for 2013
2013 CIO Top Ten Predictions
Essential Guidance
4
49. CIO’s 2013 Personal Agenda
Q. In 2013, which of the following goals will be top of your personal agenda as CIO?
Please select your top 3 goals.
Focus the IT organization more on business
strategy than technology strategy
Foster a culture within IT that drives more
innovation
Foster a culture within IT where IT more often
provides a qualified "yes" to the business
Better align IT with the business
Focus IT organization on better understanding US
the requirements of the consumers
WE
Carve out more IT budget for new
projects/innovative projects Total
More effectively attract new IT talent
Re-skill existing IT talent
Implement a more rigorous process to evaluate
new ideas for IT to take on
0% 5% 10% 15% 20% 25%
n = 70
WE respondents = 21; US respondents = 49
Source: IDC 2013 CIO Agenda Survey, Fall 2012
5
50. 2013 IT Budget Outlook
Q. In 2013, do you expect your total IT budget to increase, decrease or remain the same as 2012?
Please indicate the percentage change in your IT budget from 2012 to 2013.
50%
45%
40%
Avg. increase = 11.4%
35%
30%
Avg. decrease = 3.6%
25%
20%
15%
10%
5%
0%
Increase Decrease Stay the Same
n= 68
US and WE respondents
Source: IDC 2013 CIO Sentiment Survey, Fall 2012
6
51. Drivers of IT Budget Changes
Increases Decreases
You Indicated in the previous question that you You indicated in the previous question that you
expect your organization’s IT budget to increase expect your organization’s IT budget to decrease
in 2013, please select all contributing factors in 2013, please select all contributing factors
that apply. that apply.
Growth 77% Negative Economy 62%
New Projects 64%
Weak Biz Outlook 39%
New Gear 55%
Repl. Gear 46% IT Effiency 46%
Regulatory 27% Lost Funding 23%
Positive Economy 18%
Open IT Projects 15%
Positive Biz Outlook 18%
M&A 18% Increased Inhouse 15%
0% 20% 40% 60% 80%100% 0% 20% 40% 60% 80%
n= 68
US and WE respondents
Source: IDC 2013 CIO Sentiment Survey, Fall 2012
7
52. The 3rd Platform Shift:
From IT Productivity to Business Productivity
Public Omnichannel Smart
Innovation
Safety Smart Retail Connected Cities
Buildings Health
Smart Connected Mobile
Grid Vehicles Payments
Information
Business Agility
Intelligent Industries
IT Agility
Services
Systems
8
53. #1 - By 2016, LOB executives will be directly
involved in 80% of new IT investments
Of the new internal IT projects initiated at your
Prediction
company this year, what percentage will be led
58% of new IT investments in 2013 will under the following scenarios?
involve direct participation by LOB executives
Companies will initiate an average of 40 new Project solely led /
42%
IT projects in 2013 (with or without IT) managed by IT
Line of business’ participation in IT projects
will grow to 80% in 3 years Project jointly led /
The implications are vast on how the CIO managed by IT and the 33%
works with the line of business LOBs
Situation Assessment
Project led / managed by
Cloud, social and mobile services are the LOBs, but subject to 17%
great equalizers, the balance-wheel of the review by IT
corporate machinery
Notable instances of CEOs and CFOs driving
Project solely led /
the migration to Cloud and Managed Services 8%
managed by the LOBs
It is Time to Revisit IT Planning, Governance, and 0% 10% 20% 30% 40% 50%
Portfolio Management Methods N = 57
Source: IDC 2013 CIO Sentiment
Survey, Fall 2012
9
54. #2 - By 2015, 90% of IT investments will be
evaluated in terms of strategic goals
Prediction
Businesses will no longer view technology IDC’s CIO 360° Model
investments as “IT investments”
They will be treated in the same way as any
other investment
Sharper clarity and accountability around risk
and return
Situation Assessment
Risk-to-Return: No more investments based
on infrastructure requirements
Sourcing-to-Service: Balancing what is
possible vs. what is necessary to deliver IT
services
Process-to-Organization: Process flow and
design follows from service requirements,
organization follows the process stages as
they move through the enterprise
Key characteristics of an IT services-based model (self-service, metered use, multi-
tenancy) create accountability and alignment to business goals
10
55. #3 - CIOs and CFOs will move to “zero capital”
and transform the IT financial model
Prediction
The IT financial model is fundamentally changing
Businesses will transform the IT financial model by adopting
an IT “service-based” IT operational and financial model
Zero capital model will enable the business to produce true
product-line profitability by assessing IT (services) costs
Situation Assessment
In mature economies, 50%+ of all capital equipment is IT
Capital Intensive
As expensive as IT is, most orgs do not fully allocate capital
or expenses to business units
There are major business and economic issues with broad
implications
Strong business impetus to shift computing platforms to
more capital efficient models – cloud, outsourcing, etc.
The Zero-Capital IT financial model means IT shifts
from SG&A to a true product line expense
Capital Lean
11
56. #4 – In 2013, CIOs deliver 3rd Platform
mash-ups as competitive differentiators
Prediction
Innovative CIOs will build their 3 rd Platform Q. I see the role of CIO evolving
mash-up (Cloud, Mobile, Social, Big Data) to to be Chief Innovation Officer
gain a competitive edge in their industry
Business execs will innovate with SaaS as LOB Strongly Agree 19%
acquisition of Cloud Services accelerates
CIOs will develop the Cloud Architecture and Agree 52%
Integration to build the Extended Enterprise
Technology partners will leverage recent Neither agree nor
investments to foster innovation in Cloud, disagree
Mobile, Social and Big Data
Disagree
Background
SaaS and Mobile Services have delivered
Strongly Disagree
breakthrough business services
Analytics is now on the Board agenda 0% 20% 40% 60%
3rdPlatform pilots demonstrating value across
n= 64
industries Source: IDC CIO Agenda Survey. Fall, 2011
The CIO dilemma: “innovate or lose relevance”
12
57. #5 - 70% of CIOs will embrace a “cloud first”
strategy in 2016
Prediction
Today, only 23% of enterprises have a “cloud first” What is on the CIO’s 2013 Agenda
strategy on all new IT purchases
As CIOs establish cloud architecture standards, update
service mgmt processes for cloud and develop a cloud
migration path, this will grow
Experience in cloud initiatives will address the current
“skills gap” identified by many CIOs
PaaS solutions will be the Next Gen platform for CIOs
IaaS will radically drive down costs for early adopters
Situation Assessment
SaaS provides a direct linkage between solutions and
business demand in a self-service model
IasS will empower business users to decide on data
retention, processing needs, and network access needs
Software Vendors aggressively investing in Cloud
SMB CIOs still reluctant to adopt SaaS and IaaS n= 47
Source: IDC CIO Cloud Study. April-June, 2012
Architecture standards evolving in market with Cloud
Migrations defying vendor lock-in
CFOs will accelerate CLOUD FIRST
13
58. #6 - By 2013, one third of all new application
development will target a mobile form
factor
Prediction Q. What Percentage of New Apps will
be for Mobile Devices vs. Non-
In 2013, 33% of all new apps will target a mobile platform Mobile Devices?
In 2014, 40% of new mobile apps will target multiple OS
IT must decide on the mobile OS and device strategy as
46% of mobile app budget goes towards maintenance Mobile Only Devices 17%
More apps, integration and multi-platform development
will drive 60% of new mobile apps to be developed by IT
services providers in 2013
Enterprise mobile app penetration will force either: a Mobile and Non-
move to a standard corporate-liable devices (for Mobile Devices 16%
compatibility) or multi-platform development
Situation Assessment
“Mobile devices are the new primary design point” Non-Mobile Only
Development portfolios skewed toward customers, sales, Devices 67%
and service functions
Mobile development is as much as 80% of some
development portfolios today 0% 50% 100%
Mobile development is based on SOA practices
IDC’s CIO Mobile Survey
Fall, 2012
14
59. #7 - Enterprise social networks move beyond
pilot stage with business sponsorship
Prediction
As pilot programs demonstrate value, CIOs will seek out
business sponsors in 2013 to move enterprise social
networks beyond the pilot stage
Social tools will be integrated with enterprise apps,
connecting people inside and outside the firewall
Solutions for collaboration and file sharing will remain
popular projects, owned by the CIO
E-mail persists but becomes more social
Situation Assessment
Cultural fit is essential to success
Business case can be difficult - 82% of CIOs are unsure or
disagree that “We are able to accurately measure the ROI of
our social business apps,” according to IDC social survey
Security, compliance and IP protection will remain barriers
Socialytics are a challenge due to complex data integration
Social Business maturity often starts with experimentation (a pilot) and
moves to integration after value is demonstrated
15
60. #8 - Big Data & Analytics projects will be like
no other IT project
Prediction The Challenges CIOs Will Face
Get ready for a whole new IT project - more Business Analytics Challenges
experimenting, less predictive outcomes; High costs of technology 47%
shortage of talent available to work on your Data integration is very complex 40%
project; project plans with 60-day iterations Insufficient specialized IT skill-sets
required for implementation 31%
Situation Assessment Design and deployment time is too
28%
lengthy
Big data/analytics projects will change the Insufficient specialized analytical skills
27%
required for use
way businesses make decisions
Poor data quality 22%
CIOs must understand what is necessary to
Insufficient computing resources 22%
succeed
Data architecture, data quality and data Big Data Challenges
governance is a major gap in large Deciding what data is relevant (what data
to keep/store and what data to discard) 25%
enterprises
The technology will be easy when compared Cost of technology infrastructure 13%
to the business case Not having enough or the right IT skills to
manage Big Data projects 11%
Seeking major funding for a rapid Not having enough or the right analytics
staff to analyze the data 10%
development with no certain value
Not knowing how to decide which
9%
Talent (both IT and analytics) needs to be technology is best/most appropriate …
able to create answers to undefined Lack of business support and/or business
units do not understand the benefits of … 9%
questions
Source: IDC 2012 Vertical IT & Communications Survey
N = 2699
16
61. #9 - IT Talent will be become the biggest
barrier to innovation
Prediction
CIOs will find a wide range of IT talent issues highly correlated to
location and industry including:
Recruiting
Retention
Talent Development – Skills and Leadership
Performance Management
Inability to access new skill sets will limit an IT innovation
Situation Assessment
By 2016, the U.S. market has a severe shortage of IT labor
Technology developments are far outpacing workforce
development while the first-generation IT workforce retires
CIOs will need to cultivate best practices in IT talent strategies:
Assess current state and today’s needs
Define future organization model and skill needs
Create the internal talent strategy
Re-think sourcing strategies to augment IT talent
External IT talent has also become critical
17
62. #10 - By 2018, 50% of business execs will
view the CIO as a business innovator
Prediction
By 2018, 50% of business executives will view their CIO primarily as a partner for business
innovation and improvement, while 50% will still view the CIO primarily as the overseer of IT
costs, risks and services. While CIOs may need to play all three roles, the key is business
perception. This has broad implications for the CIO Agenda
The transition from a portfolio of systems and technologies to a portfolio of services positions the
CIO to engage in business innovation and improvement
Operational CIO Business Services Manager Chief Innovation Officer
1993 90% 10% 0%
2013 70% 20% 10%
2018 10% 40% 50%
Goal Keep the Lights On Provide an agile portfolio of Business Innovator
Business Services
Focus Costs and Risk Service Excellence Business Value
Jobs Scope Data Center, IT Ops Business and Technology Business Processes,
Service Catalog Capabilities and Analytics
18
63. Essential Guidance:
Focus on the Information not the Technology
Economic growth will be uneven in 2013; beyond will be
followed by modest economic expansion
Intense global competition accelerating innovation and
the pace of business change Adapt and Thrive!
IT strategies must be adaptable to seize opportunities
and counter global competition
Plan for an Extended Enterprise Architecture model as a
foundation for the agile enterprise
The compelling economic advantages of IaaS (Zero-
Capital) will soon make Cloud First a CFO imperative
Adoption, integration and management of information
services will be keys to IT agility
Next-gen sourcing and IT talent strategies will enable the
transition from Information Systems to Services
The right portfolio of services and systems
will enable the agile enterprise and
separate winners from losers
19
64. El pilar fundamental y sus derivadas
Lluís Altés
@Lluis_Altes
Director General
#IDCpredictions