IT and the Future of Business

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IT and the Future of Business Information technology has quickly become a key differentiator in business. IN COLLABORATION WITH 54% A majority of executives say adopting systems and technologies that maximize adaptability is their top priority. But traditional IT models haven’t kept up with the accelerating pace of change. Evolving technologies, along with staffing challenges and cost constraints, make it difficult even for organizations that prioritize IT to keep up. How can organizations get ahead? Survey Background To learn what business leaders think about their IT evolution, Fortune Knowledge Group, in collaboration with Dell, conducted a survey of 300 senior executives involved in making major IT purchases or shaping IT architectural strategy for their clients’ organizations. They were equally divided among North America, Asia-Pacific and Europe, representing a broad range of industries. 66% 2/3 Companies with annual revenues of between US $500 million and $1 billion made up 66% of the sample. of the respondents were C-level executives, and the remainder held SVP/VP positions. The survey was conducted in April and May 2015. Current Landscape Most executives say preparedness is a critical IT priority 70% ...but executives face significant obstacles in pursuing IT goals Innovation is key... Nearly all A majority 70% 49% (57%) is willing to give IT the resources necessary to face future responsibilities. followed by difficulty in recruiting and retaining qualified staff. 86% executives (95%) say their management team is constantly looking for ways to innovate and improve customer satisfaction. constantly shifting priorities is the biggest hurdle. executives cite rising costs. 60% say “Emphasizing future adaptability when selecting IT solutions” is a top-three consideration for improving enterprise IT strategies. and the unpredictability of IT trends as primary concerns. 95% of executives say they plan to transform or substantially improve their IT delivery model over the next three years. Embracing Transformative IT Models Focus on service rather than infrastructure Integration of “traditional” and “new” capabilities 44% Executives are looking to run IT like a business on an internal IT-as-a-service model. Executives view technology capabilities along a spectrum from “traditional” to “new” [workload-ready, virtual infrastructure-ready, software-defined, cloud-ready and big data-optimized systems]. None would devolve IT into business Our findings suggest these capabilities are being used effectively in combination to generate an array of benefits while taking advantage of prior investments. units—indicating the growing need for IT leaders to make their internal services more competitive. Meeting the IT Recruiting Challenge Staffing budgets for specialists are on the rise IT hardware specialists 47% Data analytics specialists 43% Software specialists 40% Business analytics specialists IT generalists 39% of executives cite recruiting as a top-three obstacle to improving IT strategy. 58% 40% Nearly half Approximately two-thirds of executives believe recruitment of specialists in security and data will be the biggest challenges in coming years. Business processes analysts 68% % of respondents who believe budgets will increase significantly 65% Adapting to Change It’s clear that businesses will have to adapt to transformative IT models in the coming years if they are to remain agile. Those who are able to focus on service, blend traditional and new capabilities, and meet recruiting challenges will have the competitive edge. A successful IT model must make it easier to adopt the software-defined, cloud-ready, big data–optimized technologies of the future while continuing to benefit from traditional technologies, like workload-ready infrastructure and virtualization. Now that you know how IT leaders think, is your organization ready for change? To learn more about how IT leaders are making their organizations future ready, visit THIS WHITE PAPER IS FOR INFORMATIONAL PURPOSES ONLY, AND MAY CONTAIN TYPOGRAPHICAL ERRORS AND TECHNICAL INACCURACIES. THE CONTENT IS PROVIDED AS IS, WITHOUT EXPRESS OR IMPLIED WARRANTIES OF ANY KIND. © 2015 TIME INC.

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