Tendances technologiques: les meilleures pratiques des leaders … · 2018. 11. 23. · Tendances...
Transcript of Tendances technologiques: les meilleures pratiques des leaders … · 2018. 11. 23. · Tendances...
© 2018 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. This publication may not be reproduced or distributed in any form
without Gartner's prior written permission. It consists of the opinions of Gartner's research organization, which should not be construed as statements of fact. While the information contained in this
publication has been obtained from sources believed to be reliable, Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartner research
may address legal and financial issues, Gartner does not provide legal or investment advice and its research should not be construed or used as such. Your access and use of this publication are
governed by Gartner’s Usage Policy. Gartner prides itself on its reputation for independence and objectivity. Its research is produced independently by its research organization without input or
influence from any third party. For further information, see "Guiding Principles on Independence and Objectivity."
Christian Fortin Vice-Président, Partenaire Exécutif
Basé sur la recherche d’ Andy Rowsell-Jones
Tendances technologiques: les meilleures pratiques des leaders du marché
14 – 18 October 2018 / Orlando, FL
1 © 2018 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Conduit par les demandes des consommateurs
40% des CIO déclarent
que les demandes des
consommateurs, en
constante évolution, sont
à l'origine du
changement de leur
modèle d'affaires.
#GartnerSYM2 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
Le gouvernement change. L'avenir du travail change.
Tout est en train de changer. La seule constante est le
changement.
PENSEZ À L’ÉCART
#GartnerSYM4 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
The Third Era of Enterprise Technology
IT Craftsmanship IT Industrialization Digitalization
ADOPT IDEATE
ENGAGE
CREATE
OFFER
MONETIZE
We Are
Here
Focus Technology Processes Business Models
CapabilitiesProgramming,
System Management
IT Management,
Service ManagementDigital Leadership
EngagementIsolated, Disengaged
Internally and
Externally
Treat Colleagues as
Customers,
Unengaged With
External Customers
Treat Colleagues as
Partners, Engage
External Customers
Outputs and
Outcomes
Technology
Budgets in
IT
Sporadic Automation
and Innovation,
Frequent Issues
100%
Services and
Solutions, Efficiency
and Effectiveness
80%
Digital Business
Innovation, New
Types of Value
50-70%
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3 4
New Business
Models
New Product
and Services
Define Your Institution’s Digital Ambition?
1 2
Better Student
Experience
Improved
Institutional
Productivity
and Products
OptimizeCurrent Business
TransformPursue New Business
and Models
Discussion
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3102CIO
89Pays
$15TRevenue
$284BDépenses IT
Rencontrez vos pairs
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Qui travaillent pour un large éventail d'industries
Industry breakdown of all survey participants (n = 3,102)
Gouvernement
17%
Manufacturié
19%
Svc Financières
13%
Grossiste
1%
Transport
4%
Détail
6%
Telecom
1%
Santé
3%
Énergie/Utilitiés
3%
Éducation
8%
Assurance
5%
Média
2%
Services
11%
Payeurs de
soin
1%
Ressources Naturelles
3%
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0.5%
-0.5%-0.1%
1.0%
2.2% 2.2%
3.0%
-1.5%
-0.5%
0.5%
1.5%
2.5%
3.5%
2012 2013 2014 2015 2016 2017 2018 2019
There’s More Money
Q. By what percentage do you expect your organization's IT budget to increase or decrease from <current year> to <next year>?
Base: Excludes don't know/no answer; 2012 (n = 2,335), 2013 (n = 2,053), 2014 (n = 2,339), 2015 (n = 2,711), 2016 (n = 2,242), 2017 (n = 2,198), 2018 (n = 2,659), 2019 (n = 2,643)
Global
Average
2.9%
Global Average IT Budget Change
Expected Change in Enterprise IT Budgets
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La maturité de l'entreprise
numérique a atteint un point
critique; les CIO ont besoin de
sécuriser leur nouvelle
fondation, prête pour la
prochaine étape de l'évolution
numérique.
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Digitalization
Outputs & Outcomes
Business and operating model transformation
Engagement
Secureconsumer centricity
Capabilities
Resourced product management
Focus
Business-enabling technology
Now, More Than Ever, Being a CIO IsAbout Prioritization
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Les CIO signalent
un changement de
modèle d’affaires.49%
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Un modèle d'affaires
est la façon dont une
organisation crée,
fournit et capture la
valeur.
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Value
Proposition
Customer
Capabilities
Financial
Model
A Business Model Describes How a Business Is Configured to Create Value
Value Proposition:
Quality
Service
Cost
Assets
Capabilities:
Information
Technology
People and Culture
Assets
Capital Structure
Ecosystem Stakeholders
(e.g., Partners, Suppliers)
Customer:
Customers
Ecosystem Stakeholders
(e.g., Partners, Suppliers)
Channels
Relationships
Industry
Segment
Financial Model:
Pricing
Revenue Model
Key Performance
Indicators
Financial Statements
Cash Conversion Model
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9%
20%
28%26%
14%
3%4%
21%18%
24%
20%
13%
0%
5%
10%
15%
20%
25%
30%
No digital initiative Desire/Ambition Designing Delivering Scaling Harvesting/Refining
2018 2019
Initiating Maturing
Digital Maturity Has Reached a Tipping Point
Q. Which of these best describes the stage of your organization's digital initiative — i.e., your organization's digitalization efforts? 2018
n = 3025, 2019 n = 3102
Stage of digital maturity (percent of respondents)
17%
33%
2018
2019
Scaling and
Refining
All other
responses
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Tom Dionisio, Vice Président Éxecutif de la Technologie
et Transformation, Southern New Hampshire University
“Nous pensons aux produits, pas
aux cours... Nous regardons
constamment les données du
marché pour déterminer la
demande de compétences
actuelles, ainsi que les
compétences qui seront
pertinentes dans dix ans. Nous
alignons ensuite nos
programmes pour répondre à
ces demandes futures.”
Discussion
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Digitalization
Outputs & Outcomes
Business and operating model transformation
Engagement
Secure consumer centricity
Capabilities
Resourced product management
Focus
Business-enabling technology
A New Foundation … Means Closer Engagement
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Des organisations plus
performantes mesurent le
retour sur investissement du
numérique89%
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The Same
as Competitors
Much better
than competitors
2
3
4
5
2 3 4 5
Average Number of Customer Engagement Activities
Combine Activities to Yield Superior Consumer Engagement
Q. Where is your organization as a whole focusing its efforts to improve consumer experience? Multiple Responses Allowed. Base: Excluding “Don’t know.”
n varies by segment: Top (n = 232), Typical (n = 2,258), Trailing (n = 263)
Q. How do your consumers rate their experience with your organization compared to that of your competitors or other comparable organizations? Bsse: Excluding “Not sure/NA”
n varies by segment: Top (n = 184), Typical (n = 1,533), Trailing (n = 151)
Average Consumer Rating
Consumer rating vs. number of engagement activities
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Much better
than competitors
2
3
4
5
2 3 4 5
Average Number of Customer Engagement Activities
Consumer rating vs. number of engagement activities
Combine Activities to Yield Superior Consumer Engagement
Q. Where is your organization as a whole focusing its efforts to improve consumer experience? Multiple Responses Allowed. Base: Excluding “Don’t know.”
n varies by segment: Top (n = 232), Typical (n = 2,258), Trailing (n = 263)
Q. How do your consumers rate their experience with your organization compared to that of your competitors or other comparable organizations? Bsse: Excluding “Not sure/NA”
n varies by segment: Top (n = 184), Typical (n = 1,533), Trailing (n = 151)
TopTypical
Trailing
Average Consumer Rating
Consumer rating vs. number of engagement activities
The Same
as Competitors
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Easeengagement
for consumers
66%
Easefeedback forconsumers
50%
Manageby consumer
metrics
46%
Automatesuggestions
28%
Digitalto reduce
service costs
59%
Digitalpersonalization
of offers
56%
Omnichannel
50%
Consumerjourney maps
48%
How to Be More Consumer Centric: Top Performers’ Activities
Front Office Back Office
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des CIO s'attendent à
une augmentation des
menaces de la
cybersécurité.95%
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Renverser la conversation sur les risques numériques
Imp
act
Éventualité
Risqueélevé
Risquefaible
Va
leu
r
Apétit
Bon Risque
MauvaisRisque
Ce qui distingue les CEO qui réussissent des CEO qui ne réussissent pas, c'est la
capacité de prendre les bons risques. Par conséquent, vous devez recadrer la
conversation de "risques élevés contre risques faibles" aux "bons risques contre
mauvais risques".
Vue Tactique Vue Stratégique
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57% des plus bas
performants sont
responsible de la
cybersecurité
24% des plus hauts
performants déclarent que
leur conseil d’administration
est responsable de la
cybersecurité
24%
14%
11%
Top
Typique
“Trailing”
41%
51%
57%
Top
Typique
“Trailing”
Discussion
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Digitalization
Outputs & Outcomes
Business and operating model transformation
Engagement
Secureconsumer centricity
Capabilities
Resourced product management
Focus
Business-enabling technology
A New Foundation … Means aProduct Focus
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Les entreprises les
plus performantes ont
mis en œuvre une
prestation centrée sur
le produit
75%
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Product-centric delivery
organizes development
work into longer-lived,
ideate-build-run teams
working on a persistent
business issue
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Project Product
Invest
in IT culture
change
53%
Invest
in DevOps
54%
New
architecture
and tools
51%
Phased
introduction
36%
Acquired
new skills
48%
Educated
stakeholders
44%
How to Implement Product-Centric Delivery
Q. Which techniques did your organization adopt to facilitate its adoption of product-centric delivery? Base: Top Performer and Organization's IT department using product-centric
delivery. Excluding Not sure. n = 154. Showing top 6 most common responses
Percentage of Top PerformersDiscussion
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Digitalization
Outputs & Outcomes
Business and operating model transformation
Engagement
Secureconsumer centricity
Capabilities
Resourced product management
Focus
Business-enabling technology
A New Foundation … Means theRight Technology
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Leverage disruptive
technologies
Rebalance your
portfolio
Actions
Focus on creating
new business
opportunities
Focus
Business-enabling technology
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Increase in
AI Adoption
Since 2015270%
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Disruptive Technologies Pass Their Tipping Points
What are your organization's plans in terms of the following digital technologies and trends?
Percentage of respondents that have deployed or are in short-term planning., 2015: n = 1388; 2018 n = 3,138; 2019: n = 2,882;
2015 data adapted from 2015 CIO Survey
* 2018-2019 only
270%
2015 2018 Percentage growth 2015-20192019 *2018-2019
10%
10%
25%
17%
21%
37%
20%
31%
AI
3D Printing
Conversational Interfaces
25%
17%
21% 48%*
100%
Percentage of respondents that have deployed a technology or are in short-term planning
for deployment
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Business
IntelligenceAI
40%
Data
Analytics
23%
Cloud
12%
CRM
ERP
APIs
Immersive
Experience
Cyber
Security
Industry-
Specific
1%
2%
1%2% 2%
2%
2%
Game-Changer Technologies
Q. Which technology area do you expect will be a game changer for your organization? Coded open text responses. Multiple responses allowed.
Base: Top Performers, excluding “prefer not to answer”, n = 230
Percentage of Top Performers
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Fraud Detection
39%
Market Segmentation
31%
Chatbot
35%
Process Optimization
35%
Computer-Assisted
Diagnostics
22%
Call Center Assistance
23%
Sentiment Analysis
21%
Top Use Cases for AI
Q. Does your organization use any of these AI-based applications. Multiple responses allowed. Showing responses selected by more than 20% of the top performers.
Base: Top Performers answering, n = 235
Percentage of Top Performers Using AI for … Discussion
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Digital
Transformation
45%
40%
33%
31%
31%
29%
27%
22%
21%
21%
20%
19%
17%
15%
14%
14%
10%
9%
4%
1%
1%
2%
9%
1%
1%
1%
2%
3%
3%
13%
4%
35%
2%
4%
14%
16%
8%
1%
Business intelligence or data analytics solution
Cyber/information security
Cloud services or solutions (SaaS, PaaS, etc.)
Core system improvements/transformation
Digital business initiatives (including digital marketing)
Customer/user experience
Artificial intelligence/machine learning
Automation
Mobile applications
Technology integration
Software development or upgrades (including licensing, maintenance and support)
Customer relationship management solutions
Infrastructure and data center
Internet of Things
E-commerce/citizen portal/website
Enterprise resource planning
Networking, voice and data communications
Communications/connectivity (including Wi-Fi and internet access)
Industry-specific solution
Rebalance Your Technology Portfolio Toward Digital Transformation
Q. What are the technology areas where your organization will be spending the largest amount of new or additional funding in 2019? n = 3,086; Base: Excludes don't know
Q. What are the technology areas where your organization will be reducing funding by the highest amount in 2019 compared with 2018? n = 2,819; Base: Excludes don't know
Percent of respondents increasing investment
Percentage of respondents decreasing investment
35 © 2018 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Digitalization
Outputs & Outcomes
Business and operating model transformation
Engagement
Secureconsumer centricity
Capabilities
Resourced product management
Focus
Business-enabling technology
Now, More Than Ever, Being a CIO IsAbout Prioritization
#GartnerSYM
© 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.
Un virage sur la route n'est pas la fin de la route, sauf si vous ne parvenez
pas à tourner.
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« Un leader montre le chemin
et donne les moyens »
© 2018 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. This publication may not be reproduced or distributed in any form
without Gartner's prior written permission. It consists of the opinions of Gartner's research organization, which should not be construed as statements of fact. While the information contained in this
publication has been obtained from sources believed to be reliable, Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartner research
may address legal and financial issues, Gartner does not provide legal or investment advice and its research should not be construed or used as such. Your access and use of this publication are
governed by Gartner’s Usage Policy. Gartner prides itself on its reputation for independence and objectivity. Its research is produced independently by its research organization without input or
influence from any third party. For further information, see "Guiding Principles on Independence and Objectivity."
Christian Fortin Vice-Président, Partenaire Exécutif
Basé sur la recherche d’ Andy Rowsell-Jones
Tendances technologiques: les meilleures pratiques des leaders du marché
14 – 18 October 2018 / Orlando, FL