Raising the game: The 2014 IBM Business Tech Trends Study

© 2014 IBM Corporation

August 2014

Raising the gameThe 2014 IBM Business Tech Trends Study


IBM Business Tech Trends 2014 – Executive Summary

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Big data & analytics, cloud, mobile and social are now mainstream Each is deployed by 7 in 10 enterprises

But some companies are achieving more tangible business outcomes from these technologies

With everyone jumping into the fray, how are Pacesetters staying at the forefront?

Partnering is in theirDNA

Pacesetters team up with less-traditional partners (e.g.startups, clients, academia) toinnovate and obtain skills.

Almost 80% partner withcitizen developers

Analytics is their fuel

Armed with mature analyticscapabilities and skills, Pacesettersrun their enterprises on insight.

For nearly 7 in 10, analyticalinsights are a significantpart of decision-making

Integration is theirbreakaway move

Pacesetters integrate thetechnologies for greater effect.

4-7x more likely to usecloud to deliver mobile,social, and big data &analytics

Notes: To obtain a global understanding of approaches to these transformational technologies, we surveyed 1447 IT and line of businessdecision-makers — spanning 13 countries and 15 industries.

Source: IBM Center for Applied Insights “Raising the game: The IBM Business Tech Trends Study” | www.ibm.com/ibmcai/biztechtrends


Adoption is moving at the speed of light & investment continues at full speed

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Adoption: Moving at the speed of light

All four technologies have shifted towarddeployment. Social Business has hadthe largest gain, with deployment morethan doubling.

Investment: Continuing at full speed

Over the next two years, 3/4 ofenterprises plan to increase investmentsin Mobile, Big Data and Analytics, andCloud, and 65% in Social.



More leading companies - Pacesetters - are forging ahead and unlockingthe potential of these transformative technologies

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Pacesetters view transformationaltechnologies (big data & analytics,cloud, mobile, and social business)as critical to their organization'sbusiness success, and they’reoutpacing competitors in adopting.

= 10%

Pace

of a

dopt

ion

Strategic importance

Pacesetters are leading the way

Pacesetter ranks have grown byseven points since 2012s



… and they’re more likely to achieve their objectives with the technologies

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Moreover, 9 in 10 Pacesetterssay they’re gaining majorcompetitive advantage fromtheir initiatives…

On an increasingly competitiveplaying field, what setsPacesetters apart?



The Pacesetters are taking a different approach

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Partnering isin their DNA

Analytics istheir fuel

Integration istheir breakawaymove


© 2014 IBM Corporation7

Partnering to plugthe skills gap

Nearly half of Pacesetterssignificantly rely on partnersfor technology skillsdevelopment (vs. 13% ofDabblers)

96% are usingprofessional developers,and 79% are using citizendevelopers

Partnering to innovate

Pacesetters engage clients,startups and academia tohelp drive innovation.

They are:1.3x more likely to useclients &2x more likely to useacademia for productdevelopment

2.6x more likely to turn tostart-ups for help steeringtheir IT direction

Partnering is in their DNA: Pacesetters partner more broadly acrossthe ecosystem and with more non-traditional partners



Analytics is their fuel: Pacesetters power their organization’sdecision-making with insights

3.6xmore than for

Dabblers



Integration is their breakaway move: Pacesetters combine social,mobile, and analytics technologies far more than others

Deliver and use Social Business via mobile toa significant degree 36%11% 55%

Significant use of mobile analytics 31%9%

30%10% 57%Significant use of social media analytics

57%

Dabblers Followers Pacesetters



For over 50% ofPacesetters, Cloud is asignificant part of the use/ delivery / application ofthese other initiatives

They are 4-7x as likelyto use cloud to delivermobile, social, and bigdata & analytics

….and Pacesetters place cloud at the core of these initiatives



Broaden your idea ofpartnering – who you

engage and when

•Plug skill gaps creatively. Have youconsidered using academics, start-ups,or clients to train your staff? Are youusing crowdsourcing or engagingcitizen developers for expertise andspeed?

•Treat innovation as a team sport.What about bringing in clients oracademia to help with productdevelopment? Have you engagedclients or start-ups when makingstrategic IT decisions?

•Collaborate better. Are you usingsocial business tools to engagepartners? Cloud to scale yourcollaborations? Analytics to betterunderstand your ecosystem?

Staying on the leading edge demands more than adoption — it requires astrategic, integrated approach

Combine technologies toamplify results

•Engage easily. Are you making socialbusiness capabilities available viamobile (to employees, partners,clients)?

•Make your mobile apps smarter.How can you blend the intelligence ofbig data and analytics with theconvenience of mobile to createinnovation for your customers andemployees?

•Combine strategically. How cancloud speed and scale your othertechnology initiatives? Can integratingtechnologies help you create newproducts

Act on insight, notinstinct

•Get equipped for advancedanalytics. Are you taking the plungeinto new data sources like unstructureddata (e.g. social media)? Building moresophisticated capabilities (e.g.predictive and prescriptive analytics)?

•Train your team. Does yourorganization have the right mix oftechnical and business skills to useyour analytical toolset and interpretresults?

•Act with insight. Has yourorganizational culture embraced use ofevidence-based insights – rather thangut instinct – for decision making?



To learn more about the study, please visit

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ibm.com/ibmcai/biztechtrends(Short URL): ibm.biz/IBMBTT14


Appendix


IBM Business Tech Trends: Respondent distribution(Transformational technology decision makers, spanning 13 countries* and 15 industries**)

Role

11% C-level IT

39% LOB VP,Director,Manager

Organization size(# of employees)

Geography

55%Mature

Markets

48%100-999

28%1,000-4,999

24%5,000+

40% IT VP,

Director, Manager

10% C-Level LOB

45%GrowthMarkets

To smooth possible geographic distortions, responses were weighted based on 2012 GDP data from The World Bank: data.worldbank.org/indicator/NY.GDP.MKTP.CD

** Includes 9 priority industries: Telco, Energy and Utilities, Media & Entertainment, Retail, Government, Healthcare, Financial Markets, Banking, Insurance

For a global understanding of approaches to big data & analytics, cloud, mobileand social, we surveyed 1447 IT and line-of-business (LOB) decision makers

Growth markets surveyed: Brazil,China, India, Mexico, Russia, SouthAfricaMature markets surveyed: Germany,France, Italy, Japan, Spain, UK, US


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Raising the game: The 2014 IBM Business Tech Trends Study

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