Looking Ahead: Predictions for 2016 and Beyond
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Join RES Software and other industry guests as we discuss the trends and obstacles that IT organizations should be prepared to face in the coming year. Get insight into what you can do today to prepared for future changes within your organization.
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Looking Ahead: Predictions for 2016 and Beyond
- 1. 1 © 2015 RES SOFTWARE – ALL RIGHTS RESERVED Looking Ahead: Predictions for 2016 and Beyond Presented by Lenny Liebmann, Founding Principal, Morgan Armstrong and Bob Janssen, Founder, RES Software
- 2. 2 • Pressures and threats facing IT leaders today (and tomorrow) • Anticipated technology trends for 2016 • Practical approaches for managing the unpredictable aspects of IT • Q & A What We’ll Cover Today
- 3. 3 Our Speakers Lenny Liebmann Founding Principal, Morgan Armstrong Bob Janssen Founder, CTO and SVP of Innovation, RES Software
- 4. HOW DO I OPTIMALLY ALLOCATE MY FINITE IT RESOURCES TO ENABLE BUSINESS SUCCESS IN 2016?
- 5. Premise: To rationally formulate their resource allocation strategies, technology leaders must: 1) Know the facts 2) Soberly acknowledge uncertainty 3) Lead courageously
- 7. ENTERPRISE VALUE Digitally empowered customers
- 8. ENTERPRISE VALUE Digitally empowered customers Institutional knowledge
- 9. ENTERPRISE VALUE Digitally empowered customers On-demand human skills Institutional knowledge
- 10. ENTERPRISE VALUE Digitally empowered customers On-demand human skills Institutional knowledge
- 11. ENTERPRISE VALUE Digitally empowered customers On-demand human skills Institutional knowledge
- 12. ENTERPRISE VALUE Digitally empowered customers On-demand human skills Institutional knowledge
- 13. ENTERPRISE VALUE Digitally empowered customers On-demand human skills Institutional knowledge
- 14. ENTERPRISE VALUE Digitally empowered customers On-demand human skills Institutional knowledge MACRONEGATIVES BADACTORS REGULATORYIMPEDIMENT
- 15. ENTERPRISE VALUE Digitally empowered customers On-demand human skills Institutional knowledge MACRONEGATIVES BADACTORS REGULATORYIMPEDIMENT OPPORTUNITY
- 17. AN UNPREDICTABLE THREAT MATRIX
- 18. REGULATORY UNCERTAINTY SMALLER SCOPE POOR ALIGNMENT WITH BUSINESS CLOSE ALIGNMENT WITH BUSINESS LARGER SCOPE
- 19. EVOLUTIONARY IT MAINFRAME MIDRANGE DISTRIBUTED VIRTUAL/CLOUD SOFTWARE-DEFINED CROSS-PLATFORM ? PROCEDURAL OBJECT-ORIENTED AGILE COMPONENTIZATION MARKUP/SCRIPTING ANALYTICS/HEURISTICS ? “GLASS HOUSE” COMPETITIVE EQUITY DIGITAL FIRST BUSINESS DEMAND EMPOWERED USER ?
- 20. PREDICTIONS FOR 2016 IT ANALYTICS AI IoT 3D PRINTING DIGITAL MESH DIGITAL VALUE SOCIAL ENTERPRISE
- 21. PREDICTIONS FOR 2016 IT ANALYTICS AI IoT 3D PRINTING DIGITAL MESH DIGITAL VALUE SOCIAL ENTERPRISE
- 22. HOW DO YOU HANDLE CHANGE? Myth Reality
- 23. Innovate! HOW DO YOU HANDLE CHANGE? Myth Reality
- 24. Innovate! Follow fast HOW DO YOU HANDLE CHANGE? Myth Reality
- 25. Innovate! Follow fast Get the numbers! HOW DO YOU HANDLE CHANGE? Myth Reality
- 26. Innovate! Follow fast Get the numbers! Know the story HOW DO YOU HANDLE CHANGE? Myth Reality
- 27. Innovate! Follow fast Get the numbers! Know the story Add! HOW DO YOU HANDLE CHANGE? Myth Reality
- 28. Innovate! Follow fast Get the numbers! Know the story Add! Rent and recombine HOW DO YOU HANDLE CHANGE? Myth Reality
- 29. 29 Reality for IT • Best Services • Highest Security • Lowest Cost
- 30. 30 Speed of Delivery? Reality for IT • Best Services • Highest Security • Lowest Cost
- 31. 31 Speed of Delivery? User Expectations? Complexity? Reality for IT • Best Services • Highest Security • Lowest Cost
- 32. 32 The CIO’s Reality o I’m not perceived as a trusted service provider o My users are circumventing my IT o I’m not seen as delivering real value o My IT organization is perceived as hard to work with, slow, reactive and even unresponsive o We are known as “The Department of No” o We are a cost center for the business • How can I increase the value we bring to the business?
- 33. ARCHITECT FOR UNCERTAINTY ACCELERATE BUSINESS ENGAGEMENT COMPRESS BUDGET CYCLES
- 35. ANALYTIC S VISUALIZATION DATA INGEST AND INTEGRATION DATAINPUTCHAOS ENTERPRISECLOUD/IoT CLEAN/COHERENTDATA ? ? ?MDM ARCHITECTURE FOR UNCERTAINTY
- 36. Fast So people get productive sooner rather than later Accurate So people have all the right abilities and only the right abilities Efficient So IT can devote its resources to other endeavors Agile So change is a friend rather than an enemy Scalable So the number of people-resource connections can keep growing Accountable So use and cost can be aligned with business goals Consumerized So people like IT – and don’t go elsewhere ARCHITECTURE FOR UNCERTAINTY
- 37. ARCHITECTURE FOR UNCERTAINTY Intelligent automation and orchestration: • Shifts resource allocation from low-value KTLO • Speeds response to changing business needs • Eases adoption of new capabilities
- 38. 38 Organization
- 39. 39 PeopleMeans
- 41. 41
- 46. 46 Policies & Roles Admins & Users Assets & Services Budgets & Costs Workspace Services Automation Fabric IdentityWarehouse Service Catalog Workflow& Approvals FullLifecycle Context Awareness DynamicComposition AdaptiveSecurity Desired State Provisioning Integration ChangeControl ShiftLeft Cost Warehouse Cost Model Cost Showback Cost Forecasting Service Director Cost Control Architecture for Uncertainty
- 47. 47 Workspace Services Automation Fabric Service Director Cost Control Big Data Auditing, Intelligence, Reporting (Software) Asset Management Business Analytics Architecture for Uncertainty
- 48. 48 Policies & Roles Admins & Users Assets & Services Budgets & Costs Service Director Workspace Services Automation Fabric Cost Control Insight Architecture for Uncertainty
- 50. 50 12 months >12 months 3 months 6 months 9 months COMPRESS BUDGET CYCLES
- 52. 52 Questions?
- 53. 53 Thank you!
Hinweis der Redaktion
- Lenny Liebmann is Founding Principal of Morgan Armstrong, an independent research-and analysis practice specializing in how organizations leverage continuously evolving digital technologies to fulfill their key business objectives. He is a frequent webcast speaker and panelist for a wide range of clients—from leading publishers such as UBM/InformationWeek to leading technology vendors such as IBM and Dell. Bob Janssen is the Founder and Chief Technology Officer of RES Software. He has been responsible for product vision, strategy and development at RES Software since founding the company in 1999. During his tenure, RES Software has sold well over one million licenses worldwide, and his development team has issued more than 10 major releases. Mr. Janssen also holds several patents for the solutions he has developed at RES Software.
- D
- This slide frames the presentation. The question seems simple enough – but it asserts a higher-level discussion than just “What are hot technologies?” or “How do I make Big Data work?”
- Closing thoughts from Bob and Lenny