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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. 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. 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. 3 Our Speakers Lenny Liebmann Founding Principal, Morgan Armstrong Bob Janssen Founder, CTO and SVP of Innovation, RES Software
  4. 4. HOW DO I OPTIMALLY ALLOCATE MY FINITE IT RESOURCES TO ENABLE BUSINESS SUCCESS IN 2016?
  5. 5. Premise: To rationally formulate their resource allocation strategies, technology leaders must: 1) Know the facts 2) Soberly acknowledge uncertainty 3) Lead courageously
  6. 6. ENTERPRISE VALUE
  7. 7. ENTERPRISE VALUE Digitally empowered customers
  8. 8. ENTERPRISE VALUE Digitally empowered customers Institutional knowledge
  9. 9. ENTERPRISE VALUE Digitally empowered customers On-demand human skills Institutional knowledge
  10. 10. ENTERPRISE VALUE Digitally empowered customers On-demand human skills Institutional knowledge
  11. 11. ENTERPRISE VALUE Digitally empowered customers On-demand human skills Institutional knowledge
  12. 12. ENTERPRISE VALUE Digitally empowered customers On-demand human skills Institutional knowledge
  13. 13. ENTERPRISE VALUE Digitally empowered customers On-demand human skills Institutional knowledge
  14. 14. ENTERPRISE VALUE Digitally empowered customers On-demand human skills Institutional knowledge MACRONEGATIVES BADACTORS REGULATORYIMPEDIMENT
  15. 15. ENTERPRISE VALUE Digitally empowered customers On-demand human skills Institutional knowledge MACRONEGATIVES BADACTORS REGULATORYIMPEDIMENT OPPORTUNITY
  16. 16. AN UNPREDICTABLE THREAT MATRIX
  17. 17. REGULATORY UNCERTAINTY SMALLER SCOPE POOR ALIGNMENT WITH BUSINESS CLOSE ALIGNMENT WITH BUSINESS LARGER SCOPE
  18. 18. 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 ?
  19. 19. PREDICTIONS FOR 2016 IT ANALYTICS AI IoT 3D PRINTING DIGITAL MESH DIGITAL VALUE SOCIAL ENTERPRISE
  20. 20. PREDICTIONS FOR 2016 IT ANALYTICS AI IoT 3D PRINTING DIGITAL MESH DIGITAL VALUE SOCIAL ENTERPRISE
  21. 21. HOW DO YOU HANDLE CHANGE? Myth Reality
  22. 22. Innovate! HOW DO YOU HANDLE CHANGE? Myth Reality
  23. 23. Innovate! Follow fast HOW DO YOU HANDLE CHANGE? Myth Reality
  24. 24. Innovate! Follow fast Get the numbers! HOW DO YOU HANDLE CHANGE? Myth Reality
  25. 25. Innovate! Follow fast Get the numbers! Know the story HOW DO YOU HANDLE CHANGE? Myth Reality
  26. 26. Innovate! Follow fast Get the numbers! Know the story Add! HOW DO YOU HANDLE CHANGE? Myth Reality
  27. 27. Innovate! Follow fast Get the numbers! Know the story Add! Rent and recombine HOW DO YOU HANDLE CHANGE? Myth Reality
  28. 28. 29 Reality for IT • Best Services • Highest Security • Lowest Cost
  29. 29. 30 Speed of Delivery? Reality for IT • Best Services • Highest Security • Lowest Cost
  30. 30. 31 Speed of Delivery? User Expectations? Complexity? Reality for IT • Best Services • Highest Security • Lowest Cost
  31. 31. 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?
  32. 32. ARCHITECT FOR UNCERTAINTY ACCELERATE BUSINESS ENGAGEMENT COMPRESS BUDGET CYCLES
  33. 33. ARCHITECTURE FOR UNCERTAINTY
  34. 34. ANALYTIC S VISUALIZATION DATA INGEST AND INTEGRATION DATAINPUTCHAOS ENTERPRISECLOUD/IoT CLEAN/COHERENTDATA ? ? ?MDM ARCHITECTURE FOR UNCERTAINTY
  35. 35. 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
  36. 36. 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
  37. 37. 38 Organization
  38. 38. 39 PeopleMeans
  39. 39. 40 Technology Business
  40. 40. 41
  41. 41. 42 Business Processes People Policies & Roles
  42. 42. 43 Information Technology People Admins & Users
  43. 43. 44 Assets & Services Information Technology Means
  44. 44. 45 Budgets & Costs Business Processes Means
  45. 45. 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
  46. 46. 47 Workspace Services Automation Fabric Service Director Cost Control Big Data Auditing, Intelligence, Reporting (Software) Asset Management Business Analytics Architecture for Uncertainty
  47. 47. 48 Policies & Roles Admins & Users Assets & Services Budgets & Costs Service Director Workspace Services Automation Fabric Cost Control Insight Architecture for Uncertainty
  48. 48. 49 EMBED CX Network DevelopmentTest/QA Security DB Support Systems Mobile Storage DEVOPS Product Management Marketing Customer Service DATAOPS Data Science HR Innovate Implement Validate Optimize Economize ACCELERATE BUSINESS ENGAGEMENT
  49. 49. 50 12 months >12 months 3 months 6 months 9 months COMPRESS BUDGET CYCLES
  50. 50. 51 “Think edgy. Act hedgy.”
  51. 51. 52 Questions?
  52. 52. 53 Thank you!

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