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© 2013 IBM Corporation
October 2013
Under cloud cover:How leaders are accelerating competitive differentiation
© 2013 IBM Corporation
Respondent distribution (spanning 13 countries and 24 industries)
To learn how cloud is impacting organizations, we surveyed more than 800cloud decision makers and users from around the world
2
*Growth markets surveyed: Brazil, China, India, Poland, South Africa, Australia, Singapore. Mature markets surveyed: Canada, France, Germany, Japan, UKand USA. To smooth possible geographic distortions, responses were weighted based on an IBM assessment of each country’s total IT spend.Source: IBM Center for Applied Insights Under cloud cover: How leaders are accelerating competitive differentiationFor more info, visit: ibm.com/ibmcai/globalcloudstudy
CIO
Other IT
Geo
40%
60%
Growthmarkets*
Maturemarkets
28%
22%38%
12%
Other LOB
Role
C-Level LOB 21%
15%19%
26%
19%
Organization size(# of employees)
2,500-4,999
5,000-9,999
10,000+<1,000
1,000-2,499
© 2013 IBM Corporation
Pacesetters say they’re gaining competitive advantage through cloudcomputing, according to 2013 IBM Global Cloud Study
Think cloud is just an IT obsession? Business leaders disagree. Line of business’ (LOB)strategic interest in cloud will soon surpass IT’s.
Pacesetters are using cloud to build competitive advantage – through strategic reinvention,better decisions and deeper collaboration.
They have the business results to show for it.
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136% more likely to usecloud to reinventcustomer relationships
170% more likely to useanalytics extensively viacloud to derive insights
79% more likely to rely oncloud to locate andleverage expertiseanywhere in ecosystem
Strategic reinvention Better decisions Deeper collaboration
Pacesetters
Chasers
Pacesetters
Chasers
Pacesetters
Chasers 34%
61%
25%
59%
20%
54%
Source: IBM Center for Applied Insights Under cloud cover: How leaders are accelerating competitive differentiation that surveyed 802 cloud decisionmakers and users, spanning 13 countries and 24 industries.For more info, visit: ibm.com/ibmcai/globalcloudstudy
© 2013 IBM Corporation
Think cloud is just an IT obsession? Business leaders disagree
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Cloud is extremely important to overall business successLOB’s strategic interest in cloud will soon surpass IT’s and it spans virtually every area of the business(finance, operations, sales and marketing, product development).
“Cloud” was defined as encompassing application, platform or infrastructure as a service as well as private, public or hybrid delivery models.Source: IBM Center for Applied Insights Under cloud cover: How leaders are accelerating competitive differentiationFor more info, visit: ibm.com/ibmcai/globalcloudstudy
IT 18% increase
Today In three years
LOB 112% increase58%
49%
72%
34%
© 2013 IBM Corporation
Not only do business leaders believe cloud is crucial – they’re gettinghands-on with their organization’s cloud initiatives
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Who manages cloud services in your organization?
Source: IBM Center for Applied Insights Under cloud cover: How leaders are accelerating competitive differentiationFor more info, visit: ibm.com/ibmcai/globalcloudstudy
IT IT/LOBpartnership
Line of business Other
52%
45% 16% 36% 3%
© 2013 IBM CorporationSource: IBM Center for Applied Insights Under cloud cover: How leaders are accelerating competitive differentiationFor more info, visit: ibm.com/ibmcai/globalcloudstudy
As cloud aspirations grow, pacesetting enterprises are out ahead drivingcompetitive advantage, not just efficiency
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Pacesetters have deployed cloud on a broad scaleand are gaining competitive advantage through cloud.Top cloud driver: Market responsiveness
Challengers are on par with Pacesetters in achievinggreater efficiency through cloud, but still lag ondifferentiation and market responsiveness.Top cloud driver: Collaboration
Chasers are more cautious about cloud. They’re inearly stages of adoption and are not yet using cloud todrive competitive advantage.Top cloud driver: Workflow optimization
Pacesetters18%
Highagreement
High
Low
Adop
tion
leve
l
Lowagreement
Gaining competitive advantage through cloud
Challengers51%
Chasers31%
© 2013 IBM Corporation
The competitive advantage Pacesetters are gaining through cloudcorrelates with stronger business results
7Source: IBM Center for Applied Insights Under cloud cover: How leaders are accelerating competitive differentiationFor more info, visit: ibm.com/ibmcai/globalcloudstudy
Gross profit2009-12 CAGR
Revenue2009-12 CAGR
2.4x
Pacesetters
Chasers
Challengers
12.7%
6.6%
6.8%
12.7%
9.5%
6.4%
15.3%
1.9xPacesetters vs.Chasers
© 2013 IBM Corporation
Pacesetters use cloud to differentiate – through strategic reinvention, betterdecisions and smarter engagement
Source: IBM Center for Applied Insights Under cloud cover: How leaders are accelerating competitive differentiationFor more info, visit: ibm.com/ibmcai/globalcloudstudy8
Strategicreinvention
But what's different about their cloud approach?
Competitive advantage through cloud(% using cloud to achieve)
Chasers Challengers Pacesetters % Pacesetterssurpass Chasers
Collaborate across organizationand ecosystem
46%
51%
44%
44%
51%
49%
45%
Reinvent customer relationships
Innovate products/services rapidly
Build new/improved business models
Betterdecisions
Use analytics extensively to derive insightsfrom big data
Share data seamlessly acrossapplications
Make data-driven, evidence-baseddecisions
Deepercollaboration
Make it easier to locate and leverageknowledge of experts anywhere inecosystem
Improve integration between developmentand operations
+136%
+70%
+73%
+71%
+79%
+170%
25%
30%
30%
20%
34%
34%
34%
59%
52%
51%
54%
61%
59%
58%
62%30% 65%
+119%27% 51% 59%
+74%
+117%
© 2013 IBM Corporation
Pacesetters are leading the charge toward enterprise-wide strategies –to guide experiments and increase agility
Source: IBM Center for Applied Insights Under cloud cover: How leaders are accelerating competitive differentiationFor more info, visit: ibm.com/ibmcai/globalcloudstudy
Differences in management approach and deployment
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Has enterprise-wide cloud strategy
Prioritizes open-source cloud platforms
Uses hybrid cloud
Encourages cloud experimentation through executive support
+270%
+83%
+176%
+39%
34%
40%
34%
57%
10%
21%
24%
38%
37%
58%
44%
53%
Chasers Challengers Pacesetters % Pacesetterssurpass Chasers
© 2013 IBM Corporation
Through cloud strategies, Pacesetters are gluing together key technologiesand scaling up to do business in an entirely new way
Leveraging cloud for the integration and application of these strategic technologies
Source: IBM Center for Applied Insights Under cloud cover: How leaders are accelerating competitive differentiationFor more info, visit: ibm.com/ibmcai/globalcloudstudy10
100%
100%
50%50%100%
50%
50%
100%
Mobile
Social business
Big dataAnalytics
Pacesetters
Chasers
© 2013 IBM Corporation
Looking forward, how will Pacesetters continue to stay ahead?
Most valuable capabilities in “cloud of the future”
Source: IBM Center for Applied Insights Under cloud cover: How leaders are accelerating competitive differentiationFor more info, visit: ibm.com/ibmcai/globalcloudstudy11
(Even bigger) big data:Access to – and management of –vast data stores they can’t get to now
Product/service building blocks:Easy-to-assemble industry or businessservice components they can use toconstruct new products or services
Industry-specific platforms:Cloud platforms with applicationsand computing environments designedspecifically for their industry
Pacesetters
Chasers 38%
60%
Pacesetters
Chasers 50%
59%
Pacesetters
Chasers 27%
57%
© 2013 IBM Corporation
See how cloud can help you improve your competitive position
Source: IBM Center for Applied Insights Under cloud cover: How leaders are accelerating competitive differentiationFor more info, visit: ibm.com/ibmcai/globalcloudstudy12
With prioritized differentiators and anenterprise cloud strategy, technologydecisions can be better aligned withbusiness needs.
Business objectives:Prioritize competitivedifferentiators to tacklevia cloud
Given your competitive positioning,consider where cloud could drivegreater differentiation.
• New business strategies?
• Faster product or serviceinnovation?
• Better ways of engagingcustomers?
• Changes to your business model?
• More informed strategic oroperational decisions?
• New or broader networks ofexpertise?
Cloud technology:Align platforms tobusiness objectives
The broader and more strategicyour cloud initiatives are, the morecritical it becomes to have anenterprise-wide strategy.
• How does your cloud strategyenable mobile, social and big datainitiatives?
• Are IT and LOB collaboratingeffectively to manage cloudservices and make investmentdecisions?
• Is senior management on board?What kind of governance structuredo you have in place?
• Which deployment aspects shouldbe more tightly controlled? Areteams given sufficient flexibility?
Cloud strategy:Drive enterpriseresponsiveness throughholistic strategy
• Which systems should be onopen-source platforms to gainspeed, scale and access?
• Do you have the right mix ofpublic and private cloud to meetyour requirements? Or will youneed the flexibility of integrated,hybrid cloud?
• Where might an industry-specificplatform supply tailoredfunctionality or fill an expertisegap?
© 2013 IBM Corporation
To learn more about the study, please visit
Source: IBM Center for Applied Insights Under cloud cover: How leaders are accelerating competitive differentiationFor more info, visit: ibm.com/ibmcai/globalcloudstudy13
ibm.com/ibmcai/globalcloudstudy
© 2013 IBM Corporation14
Additional detail on IBM and Cloud
© 2013 IBM Corporation
IBM is on a similar journey with cloud – early results point to thestrategic transformation cloud can enable
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Strategic reinvention:Delivering innovationfaster
Deeper collaboration:Collaborating atIBM-scale
Situation: Testing backlog caused by provisioning challenges had become the singlebiggest factor delaying IBM’s new application deployments.
How cloud transformed:• IBM’s development and test cloud has virtually eliminated our testing backlog, speeding
new development and enabling applications to reach the market sooner• Development teams can more quickly build and manage their own dev/test environments
based on templates available via cloud – reducing provisioning time from 5 days to aslittle as 1 hour
Better decisions:Providing centralizedanalytics capabilities
Situation: Business Intelligence applications were being built separately by individualbusiness units, creating silos of information and massive duplication.
How cloud transformed:•Delivers analytics as a service, making the capability universally accessible•Supports 200K+ users globally, providing access to 100+ data warehouses and 500+analytic applications across all key business processes (Sales & Mktg, HR, Product Dev,Fulfillment, Finance and Sr Exec reporting)
•Added $300M+ in business value in past year•Exploits latest technologies to process queries up to 100X faster
Situation: Portfolio of siloed social and collaborative applications constrainedcollaboration. Needed ability to integrate >425,000 employees spread across 170countries, 40% of whom work remotely.
How cloud transformed:•IBM Connections social networking platform integrates and improves collaboration,helping employees identify and build networks of experts
•As of October 2012, had enabled 2.1M connections among employees, 127Kcommunities, 825K files shared & 24M downloads
© 2013 IBM Corporation
Cloud computing is creating a sea change at IBM, not just in how ITis delivered, but in how the business does business
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“…All the emphasis (with cloud) is on cheaper and efficient ways to deliver IT. In reality, it’salso a way of delivering new industrial value – that’s the more exciting thing.”– Erich Clementi, IBM Sr Vice President Global Technology Services, IBM’s Hidden Cloud, Forbes.com
Business reinvention through cloud:
Helping IBM integrate information across the operation to improve problem response andmake smarter business decisions
Enabling work teams to tap into enterprise know-how, resources and applications that wereformerly unavailable to them economically, technically or geographically
Putting powerful analytics in the hands of sales, marketing, finance, HR and other IBMbusiness groups to solve business challenges, improve efficiency and exploit opportunitiesfor revenue and growth
Helping researchers accomplish in hours what used to take weeks: complex datacalculations and comparisons, modeling and simulations
Helping the business bring new and innovative solutions to market faster by facilitatingexperimentation, collaboration and social business.
© 2013 IBM Corporation17
© Copyright IBM Corporation 2013
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Produced in the United States of AmericaOctober 2013
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