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1 © Copyright 2015 EMC Corporation. All rights reserved.
INFORMATION GENERATION VANSON BOURNE RESEARCH FINDINGS
2 © Copyright 2015 EMC Corporation. All rights reserved.
RESEARCH METHODOLOGY VANSON BOURNE
QUALITATIVE: ENGAGED
40+ EXPERTS & ACADEMICS
E X P E R T S
40+ influential global decision-makers, experts and think-tank leaders across multiple industries interviewed by Institute for the Future. Questionnaire created to validate and further explore this discussion via Vanson Bourne
QUANTITATIVE:
3,600 DIRECTOR, C-SUITE RESPONDENTS ACROSS
18 COUNTRIES
Financial Services
Insurance
Retail
Manufacturing
Media & Entertainment
Life Sciences/Biotech
Oil & Gas
Telecom/MSPs
Other Commercial
I N D U S T R I E S A M E R I C A S USA, Argentina, Brazil, Mexico
A P J Australia, China, India, Japan, Singapore
E M E A France, Germany, Italy, Russia, South Africa, Switzerland, The Netherlands, UAE/Saudi Arabia, United Kingdom
GLOBAL REACH
18 COUNTRIES
2 © Copyright 2015 EMC Corporation. All rights reserved.
3 © Copyright 2015 EMC Corporation. All rights reserved.
The impact of technology on businesses
Increasing Customer Demands & Expectations
Customer Demands Going Into the Next Decade
Technologies that have made the biggest impact/Mega Trends
CONTENTS OF THIS DOCUMENT
SECTION
1 (P.4)
INFORMATION GENERATION
SECTION
3 (P.15)
SIX KEY BUSINESS ATTRIBUTES
SECTION
10 (P.41)
APPENDIX
SECTION 4: Predictively spotting new opportunities
SECTION 5: Demonstrate transparency and trust
SECTION 6: Innovate in an agile way
SECTION 7: Deliver a unique, personalized experience
SECTION 8: Always on, operating in real time
SECTION 9: Pursue continuous learning
SECTION 10.1: Regional breakdown by geography
SECTION 10.2: Regional breakdown by developed vs.
emerging
SECTION 10.3: Breakdown by sector
SECTION 10.4: Sustain relevance
SECTION 10.5: Additional questions
Data Playing a Central Role
SECTION 2: Moving strategy forward
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SECTION 1: INFORMATION GENERATION
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TECHNOLOGY’S IMPACT ON BUSINESS
66%
51%
45%
40%
34%
34%
33%
30%
3%
4%
Mobile devices
Data analytics
Cloud computing
Social media
Internet of Things
Data visualization
Real-time analytics
Wearable technology
I don't know
Not been impacted
Figure 1: “Which of the following technological advances in the last 5-10 years have impacted the way your organization does business?” Base: all respondents (3600)
93%
felt the impact of technology on their
business in the last 5-10 years Emerging markets
such as China (82%) have been affected by
mobile technology more than developed
markets such as Japan (38%)
• 96% believe
that new technologies such as mobile devices, social networking, cloud and Big Data have forever altered the rules of business
6 © Copyright 2015 EMC Corporation. All rights reserved.
TECHNOLOGY’S IMPACT ON CUSTOMER EXPECTATIONS
55%
53%
50%
47%
38%
25%
7%
Our customers want access to
services faster than ever
Our customers want 24/7
access and connectivity
Our customers want access
on an increasing number of
multi-channel platforms
Our customers want a
personalized experience
Our customers want greater
transparency into interactions
with our business
Our customers want to
collaborate and share with
other customers more easily
Our customers' expectations
have not changed
Figure 2: “How have recent advances in technology transformed the expectations that customers have of your organization?” Base: all respondents (3600)
55%
53%
46%
45%
33%
22%
4%
5%
Want 24/7 access and
connectivity
Want access to services
faster than ever
Want access on an
increasing number of multi-
channel platforms
Want a personalized
experience
Want greater transparency
into interactions with our
business
Want to collaborate and
share with other customers
more easily
Expectations will not change
Don't know
Figure 3: “Thinking about the next 5-10 years, what ways do you expect customer/consumer expectations to change?” Base: all respondents (3600)
7%
93% say technology has changed
customer’s expectations
Today Future
93%
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IMPACT OF MEGATRENDS ON CONSUMER BEHAVIOR
21%
47%
23%
5%
4%
Strongly agree
Agree
Neither agree nordisagree
Disagree
Strongly disagree
Figure 4: “To what extent do you agree with the statement: “The rapid adoption of mobile, social, cloud and big data technologies is dramatically changing consumer behaviors and creating a new digital world” Base: all respondents (3600)
68%
Japan is the only country
reporting minimal impact
China, Russia and Switzerland are
most likely to have seen an impact
8 © Copyright 2015 EMC Corporation. All rights reserved.
65%
Figure 5: Analysis of respondents that agree that valuable insights from information are making them rethink the way they do business. Base: all respondents (3600)
73%
68%
65%
64%
63%
62%
59%
54%
49%
49%
44%
Over the next 5 years, digital technologies will
have a direct impact on the way we do
business with our customers
Digital technologies are already having a direct
impact on the way we do business with our
customers
Valuable insights are making us rethink how
we do business
Experiences a high demand for increased
speed of delivery for products/services
Our current decision making would be
improved by having the most salient data
available to us at the point we need it
Believe encryption and data security
techniques will be a central component of
future investments in information technologies
Successfully strengthened its brand through
the use of new technology
Totally trust the accuracy of information and
insight produced by my organization
We know we can get more valuable insights
from information and data, but don't know
how
Our adoption of technology is always reactive
to competitor activities
Struggles to balance cybersecurity risks with
demands for ease of access
INFORMATION IMPACT ON BUSINESS
‘Insights from Information are making companies rethink how they do business’
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CURRENT ABILITY TO DEAL WITH DATA With these megatrends comes an increasing volume of data to be transferred, processed and analysed
Figure 6: “How would you rate your organization's ability to take captured data and translate it into useful insights and information helpful to decision making around business performance, customer engagement and product innovation?” Base: all respondents (3600)
24%
47%
23%
5%
1%
Very good
Good
Average
Poor
Very poor
…78% in emerging markets
compared with 65% in
developed markets
71% can transform
data into useful insights and information
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EFFECT OF ABUNDANCE OF INFORMATION
Figure 7: “Which of the following best characterizes the effect the abundance of information now available to your organization is having on how you do business?” Base: all respondents (3600)
36%
38%
14%
7%
5%
Markedly improving ourability to do our job
Helping us, but we are notyet able to turn the
"learning" into sizeable,
actionable results
Resulting in informationoverload, making it even
harder for my organization
to make decisions
My organization does nothave an abundance of
information
Don't know
62% are better able to do their jobs
in Mexico, compared with
28% in the US and 15% in Japan
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SECTION 2: MOVING STRATEGY FORWARD
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REQUIREMENT FOR BETTER USE OF DATA & INSIGHT
Figure 8: “Considering both internal and external forces, where do you currently see the demand for the better use of data and insight coming from?” Base: all respondents (3600)
54%
39%
37%
36%
34%
33%
28%
28%
25%
23%
20%
19%
18%
Customers
Competitors
Finance
IT
C-suite/board level
Marketing
Partners
Sales
Manufacturing/production
R&D
Human resources
Regulatory/governance bodies
Legal
External
Internal
Internally, the highest demand for better use of data & insight comes from the C-suite/board
level as well as finance and IT departments
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A CUSTOMER-ORIENTED TECHNOLOGY STRATEGY
Figure 9: “Which of the following do you think a forward-thinking technology strategy must be?” Respondents were only able to select top three attributes Base: all respondents (3600)
47%
39%
33%
27%
27%
22%
20%
17%
17%
15%
15%
11%
4%
Customer-focused
Innovative
Adaptive
Secure
Connected
Brand-focused
Bold
Open
Predictive
Transparent
Inclusive
Profit driven
Don't know
A customer focused technology strategy is 4x more important than a profit-driven
strategy and 2x more important than
security
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MAJOR TECHNOLOGY TRENDS FOR THE FUTURE
Figure 10: Thinking about the next 5-10 years, what major technology trends do you anticipate changing the way your business operates internally? Base: all respondents (3600)
43%
37%
36%
27%
24%
24%
22%
20%
19%
15%
14%
10%
Big data analytics
Automation
Cybersecurity
Hybrid cloud
Smart communities
Internet of Things applications
Bring Your Own X
Employees to develop IT solutions
Wearable technology
DevOps
Robotics
None will impact or don't know
73% say advances in technology will
continue to transform customers’
expectations of business
90% say major technology trends
will change the way their business
operates
Respondents in Australia, India,
Mexico, the Netherlands and South
Africa believe automation will outrank big data
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SECTION 3: SIX KEY BUSINESS ATTRIBUTES
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In the changing business environment that is shaped by the information generation, there are required strategic attributes or attitudes for success.
These six have been tested against each other using a ranking and a points allocation question for both now and 5-10 years time
SIX ATTRIBUTES FOR SUCCESS REDEFINING TO SURVIVE – ATTRIBUTES BUSINESS MUST ADOPT
Predictively spot new
opportunities
Innovate in an agile way
Demonstrate transparency
and trust
Deliver a unique and personalized experience
Pursue continuous
learning
Always on, operating in
real time
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IMPORTANCE OF ATTRIBUTES TODAY
Figure 11: Analysis of business attribute prioritisation for today, showing percentages of respondents that put the driver in their top three and the percentages that ranked the attribute first (not showing the results for ‘sustain relevance’) Base: all respondents (3600)
60%
56%
55%
45%
38%
23%
28%
18%
18%
14%
11%
6%
Predictively spot newopportunities
Demonstrate transparencyand trust
Innovate in an agile way
Deliver a unique andpersonalized experience
Always on, operating in realtime
Pursue continuous learning
Percentage of respondents putting driver in top three
Percentage of respondents putting driver in first place
Predictively spotting new opportunities
ranks highest globally except in Switzerland and
Netherlands where demonstrating
transparency and trust leads
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IMPORTANCE OF ATTRIBUTES FOR THE FUTURE
Figure 12: Analysis of business attribute prioritisation for the next 5-10 years, showing percentages of respondents that put the attribute in their top three and the percentages that ranked the attribute first (not showing the results for ‘sustain relevance’) Base: all respondents (3600)
62%
60%
52%
48%
36%
21%
30%
20%
16%
13%
10%
5%
Predictively spot new opportunities
Innovate in an agile way
Demonstrate transparency andtrust
Deliver a unique and personalizedexperience
Always on, operating in real time
Pursue continuous learning
Percentage of respondents putting driver in top three
Percentage of respondents putting driver in first place
…except innovating in
an agile way becomes
the 2nd most important
moving ahead of
transparency and trust
In the next 5-10 years, the priority rank remains the
same…
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THREE TIERS OF IMPORTANCE A final method of comparison used is for the respondents to allocate 100 points between them. Using this and the previous ranking questions, the six attributes can be subdivided into three tiers of importance:
Figure 13: Analysis showing average point allocation for the six business attributes, both now and in 5-10 years time. Respondents had 100 points to allocate between these six attribute in the two timeframes (not showing the results for ‘sustain relevance’) Base: all respondents (3600)
18.7
14.9
15.4
13.5
13.5
12.7
18.8
15.4
14.8
14.0
13.6
12.3
Predictively spot newopportunities
Innovate in an agile way
Demonstrate transparency andtrust
Deliver a unique and personalizedexperience
Always on, operating in real time
Pursue continuous learning
Now
In 5-10 years time
MOST IMPORTANT: • Predictively spot new opportunities
• Demonstrate transparency and trust
• Innovate in an agile way
VERY IMPORTANT: • Deliver a unique and personalized experience
• Always on, operating in real time
LESS IMPORTANT: • Pursue continuous learning
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CURRENT ATTRIBUTE ABILITY
17% 17% 14% 18% 19% 16%
49% 58%
52% 55% 52%
50%
34% 25%
35% 27% 29% 34%
Predictively spot
new
opportunities
Innovate in an
agile way
Demonstrate
transparency
and trust
Deliver a unique
and
personalized
experience
Always on,
operating in real
time
Pursue
continuous
learning
Not started doing this Doing this but not organization-wide Do this organization-wide
Figure 15: Analysis of to what extent organizations are addressing each attribute (not showing sustain relevance) Base: all respondents (3600)
Fewer than 4 in 10 report that their organization is addressing each attribute organization-wide. Only 22%-31% believe that they are addressing these attributes extremely well.
23%
22%
27%
25%
26%
31%
Predictively spot new opportunities
Innovate in an agile way
Demonstrate transparency and trust
Deliver a unique and personalizedexperience
Always on, operating in real time
Pursue continuous learning
Figure 14: Analysis of organizations that believe their organization addresses each attribute extremely well (not showing ‘sustain relevance’) Base: all respondents. Respondents were only shown the options that their organization is current doing (3600)
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FEW ADDRESS THESE VERY WELL AND COMPANY-WIDE 12%
9%
14%
11%
12%
16%
Predictively spot newopportunities
Innovate in an agile way
Demonstratetransparency and trust
Deliver a unique andpersonalized experience
Always on, operating inreal time
Pursue continuouslearning
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Organizations in China, India,
Mexico, Brazil, South Africa and
Australia are ahead of the curve
Figure 16: Analysis showing percentage of respondents that believe their organization can address each attribute both organization-wide and extremely well (not showing ‘sustain relevance’) Base: all respondents (3600)
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SECTION 4: PREDICTIVELY SPOTTING NEW OPPORTUNITIES
IN THE FOLLOWING
SECTIONS, EACH
ATTRIBUTE WILL BE INVESTIGATED IN FURTHER DETAIL
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CURRENT CAPACITY TO PREDICTIVELY SPOT NEW OPPORTUNITIES
Figure 17: “How would you categorize how your company is addressing each of these business attributes to stay competitive and succeed in this new digital world?” Showing results for predictively spotting new opportunities Base: all respondents (3600)
34%
49%
17%
Do this organization-wide
Doing this but notorganization-wide
Not started doing this
Emerging markets are doing this more widely
across organizations – China (51%), Mexico (50%)
and Brazil (50%)
Life science and financial services
are the most likely to be doing this
organization-wide (both 38%)
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AREAS OF PREDICTIVE INSIGHT
Figure 18: “Is your business able to generate insight and predict new opportunities in any of the following areas?” Base: all respondents (3600)
43%
40%
39%
38%
34%
32%
31%
30%
29%
24%
19%
7%
Finding cost savings
Consumer trends
Identifying operational inefficiencies
Improving customer service
Identifying new revenue streams
Buying/buyer-intention patterns
Tailoring services to customers
Identifying investment opportunities
Producing accurate overviews
Shifts in working environment
Anticipating competitor behavior
No or don't know
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SECTION 5: DEMONSTRATE TRANSPARENCY AND TRUST
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CURRENT CAPACITY TO DEMONSTRATE TRANSPARENCY AND TRUST
Figure 19: “How would you categorize how your company is addressing each of these business attributes to stay competitive and succeed in this new digital world?” Showing results for demonstrate transparency and trust Base: all respondents (3600)
35%
52%
14%
Do this organization-wide
Doing this but notorganization-wide
Not started doing this
Emerging markets (34% ) place higher
than developed markets (22% ) –
with Mexico (48%), Brazil (47%) and
South Africa (46%) in the lead
Life sciences/biotech organizations are most likely to be
doing this organization-wide
(43%)
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IMPACT OF BETTER TRANSPARENCY
42%
45%
8%
5%
Yes, being more transparentsignificantly improves trust
Yes, being more transparentsomewhat improves trust
No, transparency has noimpact on trust
Don't know
Figure 20: “Do you believe that your organization's level of transparency is linked to wider customer trust in the business?” Base: all respondents (3600)
87% believe that improving
transparency has a significant effect on
customer trust
Respondents in Japan were the least likely to believe this
(15%)
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SECTION 6: INNOVATE IN AN AGILE WAY
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CURRENT CAPACITY TO INNOVATE IN AN AGILE WAY
Figure 21: “How would you categorize how your company is addressing each of these business attributes to stay competitive and succeed in this new digital world?” Showing results for innovate in an agile way Base: all respondents (3600)
25%
58%
17%
Do this organization-wide
Doin this but notorganization-wide
Not started doing this
83% have now started doing this in some part of their organization
Telecoms/MSPs and financial services are
most likely to be doing this
company-wide (27%)
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HOW TO INCREASE INNOVATION
Figure 22: “What steps could your organization take to foster the adoption of innovative technology?” Base: Respondents who believe that their organization's technology strategy is currently innovative or needs to be, or don't know (3286)
46%
45%
41%
38%
30%
25%
23%
21%
18%
14%
10%
6%
Increase cooperation betweendepartments
Encourage employees to come upwith more ideas
Increase the budget for ITinnovation
Empower people to see a bigger"global picture"
Increase budget for salaries toattract better talent
Contact and seek advice directfrom IT vendors
Less of a blame culture, scared offailing
Having a less risk-adverse board
Proven success on a small scale
Less pressure on IT, freeing upbandwidth
Outsource innovation to externalparties
Don't know
India, Russia, South
Africa and Switzerland
are the only countries
where business leaders’
top response was
“encouraging
employees to come up
with more ideas”
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SECTION 7: DELIVER A UNIQUE AND PERSONALIZED EXPERIENCE
32 © Copyright 2015 EMC Corporation. All rights reserved.
Figure 23: “How would you categorize how your company is addressing each of these business attributes to stay competitive and succeed in this new digital world?” Showing results for delivering a unique and personalized experience Base: all respondents (3600)
CURRENT CAPACITY TO DELIVER A UNIQUE AND PERSONALIZED EXPERIENCE
27%
55%
18%
Do this organization-wide
Doing this but notorganization-wide
Not started doing this
Countries most likely to be doing this
organization-wide are South Africa (47%), Mexico
(42%) and Australia (35%)
Telecoms/MSPs are the most likely to be doing this
organization-wide (35%)
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SECTION 8: ALWAYS ON, OPERATING IN REAL TIME
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CURRENT CAPACITY TO BE ALWAYS ON, OPERATING IN REAL TIME
Figure 24: “How would you categorize how your company is addressing each of these business attributes to stay competitive and succeed in this new digital world?” Showing results for always on, operating in real time Base: all respondents (3600)
29%
52%
19%
Do this organization-wide
Doing this but notorganization-wide
Not started doing this
Emerging markets are more likely to do this organization-wide (34%, vs.
25% in developed) – with South Africa
(45%), Mexico (44%) and China (40%) most likely
Media and
entertainment companies are the least likely to have started at all (30%)
35 © Copyright 2015 EMC Corporation. All rights reserved.
24/7 ACCESS TO PRODUCTS AND SERVICES
43%
23%
18%
10%
6%
Yes
No, but we plan to introducethis over the next 12 months
No, but we plan to introducethis after the next 12 months
No, and we have no plans todo so
Don't know
Figure 25: “Does your organization currently provide 24/7 connectivity and availability/access to products and services for customers?” Base: all respondents (3600)
Brazil and South Africa rated highest in providing 24/7 connectivity and access to their
customers (both 58%) while those in
Switzerland rated lowest (23%)
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CONSEQUENCES OF NO 24/7 ACCESS
Figure 26: “What consequences has your organization experienced as a result of inability to provide 24/7 access to products and services for customers/consumers?” Base: all respondents (3600)
27%
25%
25%
25%
24%
22%
19%
16%
14%
13%
9%
9%
6%
18%
Loss of business to a competitor
Loss of revenue
Loss of customer confidence/loyalty
Loss of a new business opportunity
Loss of customers
Loss of an incremental businessopportunity
Loss of repeat business
Loss of employee productivity
Damage to company brand andreputation
Delay in product/servicedevelopment
Delay in getting products/servicesto market
Damage to company stock priceand/or shareholder confidence
We have never been unable toprovide this
Not experienced or don’t know
While others do not know, 76% have
experienced at least one negative
consequence as a result of inability
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SECTION 9: PURSUE CONTINUOUS LEARNING
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CURRENT CAPACITY TO PURSUE CONTINUOUS LEARNING
Figure 27: “How would you categorize how your company is addressing each of these business attributes to stay competitive and succeed in this new digital world?” Showing results for pursue continuous learning Base: all respondents (3600)
34%
50%
16%
Do this organization-wide
Doing this but notorganization-wide
Not started doing this
84% say their organization has started to pursue
continuous learning to some extent,
although only a third do it organization-
wide
Most likely to be doing this
organization-wide are Brazil (52%), Mexico
(52%) and South Africa
(52%)
41% of those in emerging markets
are doing this organization-wide compared to 29%
in developed countries
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KEEPING EXECUTIVES INFORMED
Figure 28: “Does your business have a structured, systematic way for executives to stay informed on the use of business analytics and technological advances on a continuous basis?” Base: all respondents (3600)
29%
39%
16%
9%
8%
Yes, we have had this in place for anumber of years
Yes, but it is new and not widelyadopted
No, but we are planning to do thissoon
No, we have no plans to do this
Don't know
68% of organizations already have a
structured, systematic way to keep their
executives informed about analytics and
technology on a continuous basis
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ACCESS TO BUSINESS ANALYTICS
Figure 29: “What level of access, if any, do you have to business analytics and how it is leveraged in the business?” Base: all respondents (3600)
22%
40%
19%
7%
6%
5%
I have access to a wealth of analyticsand data on our business, which
changes regularly, and access to ateam of data scientists
I have access to a wealth of analyticsand data on our business, which
changes regularly, with no access todata scientists
I do not personally have access tothis information, but I have people on
my team who share relevantinformation
I have no insight or access to thisinformation, but have asked for it
I have no access and do not wantaccess
Don't know
62% have some degree of access to their organization’s business analytics, although just 22% have access to a
team of data scientists
China reports the greatest access to analytics & access to data scientists
(44%)
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SECTION 10 APPENDIX (ADDITIONAL QUESTIONS, REGIONAL & SECTOR ANALYSIS)
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SECTION 10.1 REGIONAL BREAKDOWN – BY GEOGRAPHY
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OVERALL MEGATREND IMPACT BY COUNTRY Globally 68% agree that rapid adoption of IT megatrends have dramatically changed consumer behaviour, including 21% who strongly agree
76% 72% 70%
64%
87%
76% 70%
60%
42%
80% 78% 76% 75% 69%
62% 62% 60% 57%
Figure 30: Analysis of whether rapid adoption of IT megatrends have dramatically changed consumer behaviour, split by country Base: all respondents (3600)
AMERICAS: 70%
EMEA: 69%
APJ: 67%
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ABILITY TO TRANSFORM DATA BY COUNTRY Overall 71% said their ability to take captured data and translate it into useful insights and information is good or very good, including 24% who said it was very good
86% 82%
70%
60%
92% 88%
82%
65%
23%
80% 76% 75% 74%
68% 67% 65% 63% 62%
Figure 31: Analysis of organization's ability to take captured data and translate it into useful insights and information, split by country Base: all respondents (3600)
AMERICAS: 74%
EMEA: 70%
APJ: 70%
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INFORMATION IMPROVING JOB PERFORMANCE BY COUNTRY Respondents in the US (45%), France (45%), India (43%), Germany (43%) and Singapore (43%) are the most likely to believe that the abundance of information has improved their ability to do their job. Those in Mexico (26%) are the least likely to have benefited from the abundance of information, despite having confidence in their ability to produce it – compared to a global average of 36%
45%
35% 32%
26%
43% 43% 40% 40%
31%
45% 43% 42% 42%
39% 38% 37% 36%
31%
Figure 32: Analysis of respondents that have seen a marked improvement in their ability to do their job due to the increasing abundance of information, split by country Base: all respondents (3600)
AMERICAS: 34%
EMEA: 39%
APJ: 39%
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INSIGHTS CHANGING THE BUSINESS 65% say that valuable insights from information is making their organization rethink how it does business. With the exception of Mexico and Switzerland, the top seven countries are the BRICS regions
74% 73%
60% 56%
85%
76%
65%
57%
45%
78% 76% 75% 69% 67%
62% 56% 56%
53%
Mexico Brazil USA Argentina China India Singapore Australia Japan Russia South Africa Switzerland France UK Italy Germany UAE/Saudi
Arabia
Netherlands
Figure 33: Analysis of respondents that agree that valuable insights from information are making them rethink the way they do business, split by country. Base: all respondents (3600)
AMERICAS: 66%
EMEA: 65%
APJ: 65%
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DATA TO IMPROVE DECSION-MAKING 63% of business leaders believe their decision-making would be improved by having the most salient data available to them at the right time
76%
65%
58% 58%
84%
69%
61% 59%
37%
78% 77%
69% 67% 61% 59% 58%
53%
45%
Mexico Brazil USA Argentina China India Singapore Australia Japan South Africa Switzerland UK Russia Italy France UAE/Saudi
Arabia
Germany Netherlands
Figure 34: Analysis of respondents that agree their current decision making would be improved by having the most salient data available to them at the point they need it, split by country Base: all respondents (3600)
AMERICAS: 64%
EMEA: 63%
APJ: 62%
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PILLAR-SPECIFIC REGIONAL BREAKDOWN – BY GEOGRAPHY
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PRIORITIZATION OF ATTRIBUTES BY REGION, NOW VS. 5-10 YEARS’ TIMES
62%
58%
52%
45%
33%
27%
64%
54%
60%
42%
38%
18%
57%
56%
54%
46%
41%
24%
Predictively spot new opportunities
Demonstrate transparency andtrust
Innovate in an agile way
Deliver a unique and personalizedexperience
Always on, operating in real time
Pursue continuous learning
Americas
APJ
EMEA
Figure 35: Analysis showing percentages of respondents that prioritized each pillar in their top three for now, split by region (not showing the results for ‘sustain relevance’) Base: all respondents (3600)
65%
58%
49%
48%
35%
24%
66%
67%
51%
46%
33%
19%
59%
57%
54%
48%
38%
22%
Predictively spot new opportunities
Innovate in an agile way
Demonstrate transparency andtrust
Deliver a unique and personalizedexperience
Always on, operating in real time
Pursue continuous learning
Americas
APJ
EMEA
Figure 36: Analysis showing percentages of respondents that prioritized each pillar in their top three for 5-10 years time, split by region (not showing the results for ‘sustain relevance’) Base: all respondents (3600)
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PREDICTIVELY SPOTTING NEW OPPORTUNITIES BY COUNTRY 34% of business leaders globally are already predictively spotting new opportunities organization-wide
8% 7% 16%
34%
9% 14% 14% 11%
33%
10% 11% 14% 9% 8% 12%
33% 17%
44% 43% 44%
48%
50%
40% 45% 47%
63%
52%
44% 45% 48% 55% 58%
59%
46% 64%
44%
50% 50% 36%
16%
51% 41% 40%
27% 16%
47% 45% 39% 37% 35% 29% 22% 20% 13%
Mexico Brazil USA Argentina China India Australia Singapore Japan South Africa Germany Russia Italy UK Netherlands UAE/Saudi
Arabia
France Switzerland
Not started doing this Doing this but not organization-wide Do this organization-wide
Figure 37: Analysis of to what extent organizations are addressing the driver, predictively spotting new opportunities, split by country Base: all respondents (3600)
AMERICAS: 38%
EMEA: 32%
APJ: 35%
R E G I O N A L A V E R A G E D O I N G T H I S O R G A N I Z A T I O N – W I D E :
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ABILITY TO PREDICTIVELY SPOT NEW OPPORTUNITIES BY COUNTRY Of those that are currently predictively spotting new opportunities, at least to some extent, 23% estimate that they address it extremely well
34% 33%
23%
16%
35%
29% 29%
17%
7%
27% 26% 24%
19% 18% 18% 15% 14%
8%
Brazil Mexico USA Argentina Australia China India Singapore Japan South Africa Switzerland Russia UAE/Saudi
Arabia
UK Germany Italy France Netherlands
Figure 38: Analysis of organizations that believe they can predictively spot new opportunities extremely well, split by country Base: only asked to respondents whose organizations are currently predictively spotting new opportunities (2335)
AMERICAS: 28%
EMEA: 19%
APJ: 25%
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DEMONSTRATING TRANSPARENCY AND TRUST BY COUNTRY Globally 35% of business leaders say they are already demonstrating transparency and trust organization-wide
6% 6% 16%
27% 13% 7%
16% 11% 28%
9% 6% 8% 14% 13% 16% 10% 18%
25%
47% 47% 44%
40%
47% 54% 50%
67%
57%
46% 54% 54% 48% 50% 53% 63%
59% 54%
48% 47% 41% 33%
41% 40% 35% 22% 16%
46% 40% 39% 38% 38% 32% 28% 24% 22%
Mexico Brazil USA Argentina India China Australia Singapore Japan South Africa Germany Netherlands UK Switzerland Russia Italy France UAE/Saudi
Arabia
Not started doing this Doing this but not organization-wide Do this organization-wide
Figure 39: Analysis of to what extent organizations are addressing the driver, demonstrate transparency and trust, split by country Base: all respondents (3600)
AMERICAS: 42%
EMEA: 34%
APJ: 31%
R E G I O N A L A V E R A G E D O I N G T H I S O R G A N I Z A T I O N – W I D E :
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ABILITY TO DEMONSTRATE TRANSPARENCY AND TRUST BY COUNTRY Respondents in Mexico (45%), Brazil (40%) and South Africa (39%) are far more likely to believe this is true
45%
40%
32% 29%
34% 34% 32%
22%
6%
39%
34%
24% 21%
18% 18% 17% 15% 14%
Mexico Brazil USA Argentina India Australia China Singapore Japan South Africa UK Russia France Italy UAE/Saudi
Arabia
Germany Netherlands Switzerland
Figure 40: Analysis of organizations that believe they can demonstrate transparency and trust extremely well, split by country Base: only asked to respondents whose organizations are currently demonstrating transparency and trust (2277)
AMERICAS: 37%
EMEA: 23%
APJ: 27%
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INCREASES IN TRANSPARENCY BY COUNTRY Globally, 66% believe that their organization has managed to increase transparency over the last 5-10 years
81% 78%
61% 59%
87% 80%
73%
57%
44%
81% 76%
70% 66%
62% 60% 56% 54% 54%
Brazil Mexico Argentina USA China India Australia Singapore Japan Switzerland South Africa Russia Italy Germany UK France Netherlands UAE/Saudi
Arabia
Figure 41: Analysis of respondents’ organizations that have increased their transparency over the last 5-10 years, split by country Base: all respondents (3600)
AMERICAS: 69%
EMEA: 64%
APJ: 68%
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INNOVATE IN AN AGILE WAY BY COUNTRY A quarter (25%) of organizations are innovating in an agile way organization-wide — though (17%) have not yet started yet
9% 6% 20%
39%
9% 11% 16% 15% 30%
11% 18%
11% 13% 13% 14% 21% 26% 24%
56% 63%
54%
42%
58% 60%
59% 62%
57%
59% 52% 60% 60% 62%
66% 61% 55% 62%
36% 32% 26% 20%
34% 29% 25% 24% 13%
31% 31% 30% 28% 26% 21% 19% 19% 14%
Mexico Brazil USA Argentina China India Singapore Australia Japan Germany Russia South Africa Italy Netherlands UK France UAE/Saudi
Arabia
Switzerland
Not started doing this Doing this but not organization-wide Do this organization-wide
Figure 42: Analysis of to what extent organizations are addressing the driver, innovate in an agile way, split by country Base: all respondents (3600)
AMERICAS: 28%
EMEA: 24%
APJ: 25%
R E G I O N A L A V E R A G E D O I N G T H I S O R G A N I Z A T I O N – W I D E :
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ABILITY TO INNOVATE IN AN AGILE WAY BY COUNTRY Overall, only 22% think their organization currently can innovate in an agile way extremely well. This is the lowest of all six attributes
32% 29%
26%
14%
30% 28%
27%
18%
8%
24% 22% 22%
19% 18%
16% 15% 15%
11%
Mexico Brazil USA Argentina India China Australia Singapore Japan Russia South Africa UAE/Saudi
Arabia
Italy UK Germany Switzerland France Netherlands
Figure 43: Analysis of organizations that believe they can innovate in an agile way extremely well, split by country Base: only asked to respondents whose organizations are currently innovating in an agile way (2163)
AMERICAS: 26%
EMEA: 18%
APJ: 23%
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INNOVATIVE STRATEGY BY COUNTRY Those countries where more respondents believe that their organization can innovate in an agile way are also likely to consider their current technology strategy as innovative
48% 47%
56% 46%
54% 49% 47% 48%
42% 60% 56%
47% 56% 59%
51% 56%
45% 44%
38% 38%
19% 22%
43% 35% 32% 17%
9% 23% 21%
30% 17% 14%
21% 14%
20% 17%
Mexico Brazil USA Argentina China India Australia Singapore Japan Russia Italy South Africa Germany France UK Netherlands Switzerland UAE/Saudi
Arabia
Yes, our current technology strategy is somewhat innovative Yes, our current technology strategy is very innovative
Figure 44: Analysis of the percentage of respondents who consider their organization’s strategy innovative, split by country Base: all respondents (3600)
AMERICAS: 78%
EMEA: 72%
APJ: 75%
R E G I O N A L A V E R A G E D O I N G T H I S O R G A N I Z A T I O N – W I D E :
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DELIVERING A UNIQUE AND PERSONALIZED EXPERIENCE BY COUNTRY Overall, 27% of organizations are already delivering a unique and personalized experience organization-wide
9% 14% 20% 28%
14% 21% 14% 17%
41%
11% 12% 19% 19% 20% 14% 17% 23% 18%
49% 56%
52% 54%
52% 46% 56%
60%
50%
43% 59%
53% 59% 59% 65% 63% 58% 63%
42% 31% 28%
19% 35% 33% 30% 24%
10%
47% 30% 28% 23% 22% 22% 21% 20% 19%
Mexico Brazil USA Argentina Australia India China Singapore Japan South Africa Switzerland Russia Netherlands Germany Italy UK France UAE/Saudi
Arabia
Not started doing this Doing this but not organization-wide Do this organization-wide
Figure 45: Analysis of to what extent organizations are addressing the driver, delivering a unique and personalized experience, split by country Base: all respondents (3600)
AMERICAS: 30%
EMEA: 26%
APJ: 26%
R E G I O N A L A V E R A G E D O I N G T H I S O R G A N I Z A T I O N – W I D E :
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ABILITY TO DELIVER A UNIQUE AND PERSONALIZED EXPERIENCE BY COUNTRY 64% of business leaders think their organization can provide a unique and personalizes experience well, - but only 25% say they do it extremely well
38%
30%
25%
20%
37% 34%
31%
21%
12%
39%
31%
26% 25% 22%
19%
13% 10%
7%
Mexico Brazil USA Argentina China Australia India Singapore Japan South Africa Russia UK France Italy Germany Netherlands UAE/Saudi
Arabia
Switzerland
Figure 46: Analysis of organizations that believe they can deliver a unique and personalized experience extremely well, split by country Base: only asked to respondents whose organizations are currently deliver a unique and personalized experience (2065)
AMERICAS: 30%
EMEA: 22%
APJ: 29%
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ALWAYS ON – OPERATING IN REAL TIME BY COUNTRY 29% of organizations are already always on and operating in real time organization-wide
8% 9% 20%
30%
12% 17% 20% 18% 33%
8% 15% 14% 18% 18% 21%
34% 18%
41%
49% 53%
51%
54%
49% 48%
51% 56%
54%
48%
51% 55% 55% 58% 56%
45% 61%
46%
44% 39% 30%
17%
40% 36% 30% 27% 14%
45% 35% 32% 28% 25% 24% 22% 21%
13%
Mexico Brazil USA Argentina China Australia India Singapore Japan South
Africa
Russia UK Netherlands Italy France UAE/Saudi
Arabia
Germany Switzerland
Not started doing this Doing this but not organization-wide Do this organization-wide
Figure 47: Analysis of to what extent organizations are addressing the driver, always on, operating in real time, split by country Base: all respondents (3600)
AMERICAS: 32%
EMEA: 27%
APJ: 29%
R E G I O N A L A V E R A G E D O I N G T H I S O R G A N I Z A T I O N – W I D E :
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ABILITY TO BE ALWAYS ON AND OPERATE IN REAL TIME BY COUNTRY 26% of business leaders believe that their organization addresses being always on and operating in real-time extremely well
41% 40%
20% 17%
36% 36% 34%
18%
9%
38%
25% 24% 22% 21%
19% 19%
14% 13%
Mexico Brazil USA Argentina Australia China India Singapore Japan South Africa France Russia Italy UK Germany Netherlands Switzerland UAE/Saudi
Arabia
Figure 48: Analysis of organizations that believe they can be always on, operating in real time extremely well, split by country Base: only asked to respondents whose organizations are currently always on, operating in real time (2125)
AMERICAS: 32%
EMEA: 23%
APJ: 28%
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ACTING IN REAL TIME WITH INSIGHT 30% of business leaders say their organization can act in real time, and a further significant portion (43%) say they can do so, but not always with the insights that they need
10% 14%
37% 26%
7% 21% 16%
31% 47%
21% 19% 27%
38% 30% 29% 25%
40% 52%
44% 46%
36% 50%
44%
38% 48%
46%
39%
34% 39%
45%
39% 49% 49% 54%
44%
37% 47% 41%
28% 25%
50% 42% 36%
24% 15%
46% 43% 29% 24% 22% 22% 21% 17% 12%
Mexico Brazil Argentina USA China Australia India Singapore Japan South Africa Russia Italy Netherlands UK Germany France UAE/Saudi
Arabia
Switzerland
No or don't know Yes, the business can sometimes act in real time, but we don't always have the insights we need Yes, our business turns data into information, is "always on" and can act in real time
Figure 49: Analysis of whether the business has the ability to utilize information and act in real time, split by country Base: all respondents (3600)
AMERICAS: 35%
EMEA: 26%
APJ: 33%
R E G I O N A L A V E R A G E D O I N G T H I S O R G A N I Z A T I O N – W I D E :
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PURSUING CONTINUOUS LEARNING BY COUNTRY 34% of organizations are addressing the objective of pursue continuous learning organization-wide
9% 5% 17%
28% 8% 16% 15% 18%
27% 9% 7% 15% 15% 16%
30% 12% 19%
29%
40% 44%
49%
50%
43% 46% 50%
55%
59%
40% 50% 44% 50% 56%
44% 66%
62% 52%
52% 52% 35%
23%
49% 39% 36% 28%
15%
52% 43% 42% 36% 29% 26% 23% 20% 20%
Brazil Mexico USA Argentina China India Australia Singapore Japan South AfricaNetherlands Russia UK Germany Switzerland Italy France UAE/Saudi
Arabia
Not started doing this Doing this but not organization-wide Do this organization-wide
Figure 50: Analysis of to what extent organizations are addressing the driver, pursue continuous learning, split by country Base: all respondents (3600)
AMERICAS: 40%
EMEA: 32%
APJ: 33%
R E G I O N A L A V E R A G E D O I N G T H I S O R G A N I Z A T I O N – W I D E :
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ABILITY TO PURSUE CONTINUOUS LEARNING BY COUNTRY Of those who are currently addressing pursue continuous learning, 31% overall believe they do it extremely well, more than any of the other six attributes
46% 44%
31% 30%
50%
38% 36%
20%
9%
46%
34%
29%
22% 21% 21% 20% 20% 20%
Mexico Brazil USA Argentina China Australia India Singapore Japan South Africa Russia UK UAE/Saudi
Arabia
France Germany Netherlands Switzerland Italy
Figure 51: Analysis of organizations that believe they can pursue continuous learning extremely well, split by country Base: on asked to respondents whose organizations are currently pursuing continuous learning (2288)
AMERICAS: 39%
EMEA: 27%
APJ: 33%
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SECTION 10.2 BREAKDOWN BY DEVELOPED VS. EMERGING
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OVERALL MEGATREND IMPACT DEVELOPED VS. EMERGING Globally 68% agree that the rapid adoption of IT megatrends has dramatically changed consumer behaviour, 21% strongly agree
64%
74%
Developed Emerging
Figure 52: Analysis of whether rapid adoption of IT megatrends have dramatically changed consumer behaviour, split by developed and emerging countries Base: all respondents (3600)
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ABILITY TO TURN DATA INTO USEFUL INFORMATION – DEVELOPED VS. EMERGING
65%
78%
Developed Emerging
Figure 53: Analysis of organization's ability to take captured data and translate it into useful insights and information, split by developed and emerging countries Base: all respondents (3600)
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INFORMATION IMPROVING JOB PERFORMANCE DEVELOPED VS. EMERGING 36% of business leaders globally say that their organization has seen a marked improvement in their ability to do their job due to the increasing abundance of information
29%
43%
Developed Emerging
Figure 54: Analysis of respondents that have seen a marked improvement in their ability to do their job due to the increasing abundance of information, split by developed and emerging countries Base: all respondents (3600)
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INSIGHTS CHANGING BUSINESSES DEVELOPED VS. EMERGING
61%
71%
Developed Emerging
Figure 55: Analysis of respondents that agree that valuable insights from information are making them rethink the way they do business, split by developed and emerging countries Base: all respondents (3600)
65% say that valuable insights from information is making their organization rethink how it does business
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IMPROVING DECSION-MAKING DEVELOPED VS. EMERGING 63% believe that their decision-making would be improved by having the most salient data available to them at the right time
58%
69%
Developed Emerging
Figure 56: Analysis of respondents that agree their current decision making would be improved by having the most salient data available to them at the point they need it, split by developed and emerging countries Base: all respondents (3600)
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PILLAR-SPECIFIC BREAKDOWN BY DEVELOPED VS EMERGING
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PRIORITIZATION OF ATTRIBUTES DEVELOPED VS. EMERGING, NOW VS. 10 YEARS’ TIME
59%
58%
57%
43%
39%
22%
60%
53%
54%
47%
37%
25%
Predictively spot new opportunities
Demonstrate transparency andtrust
Innovate in an agile way
Deliver a unique and personalizedexperience
Always on, operating in real time
Pursue continuous learning
Developed
Emerging
62%
56%
60%
45%
37%
19%
63%
48%
60%
50%
35%
24%
Predictively spot new opportunities
Demonstrate transparency andtrust
Innovate in an agile way
Deliver a unique and personalizedexperience
Always on, operating in real time
Pursue continuous learning
Developed
Emerging
Figure 57: Analysis showing percentages of respondents that prioritized each pillar in their top three for now, split by developed and emerging countries (not showing the results for ‘sustain relevance’) Base: all respondents (3600)
Figure 58: Analysis showing percentages of respondents that prioritized each pillar in their top three for 5-10 years time, split by developed and emerging countries (not showing the results for ‘sustain relevance’) Base: all respondents (3600)
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PREDICTIVELY SPOTTING NEW OPPORTUNITIES DEVELOPED VS EMERGING Overall 34% say that they are already predictively spotting new opportunities organization-wide
Figure 59: Analysis of to what extent organizations are addressing the driver, predictively spotting new opportunities, split by developed and emerging countries Base: all respondents (3600)
17% 16%
53% 45%
30% 39%
Developed Emerging
Not started doing this Doing this but not organization-wide Do this organization-wide
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18%
26%
Developed Emerging
ABILITY TO PREDICTIVELY SPOT NEW OPPORTUNITIES DEVELOPED VS. EMERGING Of organizations that are currently doing this, only 23% estimate that they address it extremely well. Emerging countries are almost 1.5X more likely to report they are doing this extremely well compared to developed countries
Figure 60: Analysis of organizations that believe they can predictively spot new opportunities extremely well, split by developed and emerging countries Base: only asked to respondents whose organizations are currently predictively spotting new opportunities (2335)
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DEMONSTRATING TRANSPARENCY AND TRUST DEVELOPED VS. EMERGING
Figure 61: Analysis of to what extent organizations are addressing the driver, demonstrate transparency and trust, split by developed and emerging countries Base: all respondents (3600)
14% 13%
54% 48%
32% 38%
Developed Emerging
Not started doing this Doing this but not organization-wide Do this organization-wide
The most likely throughout their entire business are Mexico (48%) and Brazil (47%). Globally 35% are able to demonstrate transparency and trust organization-wide
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ABILITY TO DEMONSTRATE TRANSPARENCY AND TRUST BY DEVELOPED VS. EMERGING
22%
34%
Developed Emerging
Figure 62: Analysis of organizations that believe they can demonstrate transparency and trust extremely well, split by developed and emerging countries Base: only asked to respondents whose organizations are currently demonstrating transparency and trust (2277)
The global average for being able to demonstrate transparency and trust well, is 27%. Respondents in Mexico (45%), Brazil (40%) and South Africa (39%) are far more likely to be positive about their ability
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INCREASES IN TRANSPARENCY DEVELOPED VS. EMERGING Overall 66% believe that their organization has managed to increase transparency over the last 5-10 years
Figure 63: Analysis of respondents’ organizations that have increased their transparency over the last 5-10 years, split by developed and emerging countries Base: all respondents (3600)
61%
73%
Developed Emerging
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INNOVATING IN AN AGILE WAY DEVELOPED VS. EMERGING
18% 16%
60% 56%
23% 29%
Developed Emerging
Not started doing this Doing this but not organization-wide Do this organization-wide
Figure 64: Analysis of to what extent organizations are addressing the driver, innovate in an agile way, split by developed and emerging countries Base: all respondents (3600)
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ABILITY TO INNOVATE IN AN AGILE WAY DEVELOPED VS. EMERGING
18%
26%
Developed Emerging
Figure 65: Analysis of organizations that believe they can innovate in an agile way extremely well, split by developed and emerging countries Base: only asked to respondents whose organizations are currently innovating in an agile way (2163)
Overall, only 22% think that their organization can currently innovate in an agile way extremely well. This is the lowest of all attributes. Mexico, Brazil, China and India skew the averages upwards
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INNOVATIVE STRATEGY DEVELOPED VS. EMERGING Countries where more business leaders believe that their organization can innovate in an agile way are also likely to consider their current technology strategy as innovative.
18% 31%
51% 49%
Developed Emerging
Yes, our current technology strategy is somewhat innovative
Yes, our current technology strategy is very innovative
Figure 66: Analysis of the percentage of respondents who consider their organization’s strategy innovative, split by developed and emerging Base: all respondents (3600)
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DELIVERING A UNIQUE AND PERSONALIZED EXPERIENCE DEVELOPED VS. EMERGING 27% of business leaders deliver a unique, personalized experience organization-wide
19% 17%
57% 52%
23% 31%
Developed Emerging
Not started doing this Doing this but not organization-wide Do this organization-wide
Figure 67: Analysis of to what extent organizations are addressing the driver, delivering a unique and personalized experience, split by developed and emerging countries Base: all respondents (3600)
82 © Copyright 2015 EMC Corporation. All rights reserved.
ABILITY TO DELIVER A UNIQUE AND PERSONALIZED EXPERIENCE DEVELOPED VS. EMERGING
21%
31%
Developed Emerging
Figure 68: Analysis of organizations that believe they can deliver a unique and personalized experience extremely well, split by developed and emerging countries Base: only asked to respondents whose organizations are currently deliver a unique and personalized experience (2065)
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BEING ALWAYS ON AND OPERATING IN REAL TIME DEVELOPED VS. EMERGING Globally, 29% are always on, operate in real time organization-wide
22% 17%
54% 50%
25% 34%
Developed Emerging
Not started doing this Doing this but not organization-wide Do this organization-wide
Figure 69: Analysis of to what extent organizations are addressing the driver, always on, operating in real time, split by developed and emerging countries Base: all respondents (3600)
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ABILITY TO BE ALWAYS ON AND OPERATE IN REAL TIME DEVELOPED VS. EMERGING One quarter (26%) of business leaders globally believe that their organization addresses being always on and operating in real time extremely well
21%
32%
Developed Emerging
Figure 70: Analysis of organizations that believe they can be always on, operating in real time extremely well, split by developed and emerging countries Base: only asked to respondents whose organizations are currently always on, operating in real time (2125)
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ACTING IN REAL TIME DEVELOPED VS. EMERGING 30% are ‘always on’ and can act in real time. Developed countries are less likely to be able to act in real time than those from emerging countries. China (93%), Mexico (90%) and Brazil (86%) are the most likely to say that their organization does this
Figure 71: Analysis of whether the business has the ability to utilize information and act in real time, split by developed and emerging countries Base: all respondents (3600)
32% 20%
44%
42%
23% 38%
Developed Emerging
Yes, our business turns data into information, is "always on" and can act in real time
Yes, the business can sometimes act in real time, but we don't always have the insights we need
No or don't know
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PURSUING CONTINUOUS LEARNING DEVELOPED VS. EMERGING 34% of organizations pursue continuous learning across the entire business *further figures in notes
17% 15%
54% 45%
29% 41%
Developed Emerging
Not started doing this Doing this but not organization-wide Do this organization-wide
Figure 72: Analysis of to what extent organizations are addressing the driver, pursue continuous learning, split by developed and emerging countries Base: all respondents (3600)
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PURSUING CONTINUOUS LEARNING DEVELOPED VS. EMERGING Of those who are currently addressing pursue continuous learning, 31% overall believe they do it extremely well
24%
40%
Developed Emerging
Figure 73: Analysis of organizations that believe they can pursue continuous learning extremely well, split by developed and emerging countries Base: only asked to respondents whose organizations are currently pursuing continuous learning (2288)
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SECTION 10.3 SECTOR BREAKDOWN
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OVERALL MEGA TREND IMPACT BY SECTOR 68% agree that rapid adoption of IT megatrends have dramatically changed consumer behaviour, including 21% who strongly agree
77%
70% 69% 69% 68% 68% 68% 67%
58%
Insurance Life sciences/biotech
Financial services Retail Other commercial Media andentertainment
Telecoms/MSPs Manufacturing Oil and gas
Figure 74: Analysis of whether rapid adoption of IT megatrends have dramatically changed consumer behaviour, split by sector Base: all respondents (3600)
90 © Copyright 2015 EMC Corporation. All rights reserved.
ABILITY TO TRANSFORM DATA BY SECTOR Overall 71% said their ability to take captured data and translate it into useful insights and information is good or very good, including 24% who said it was very good
81% 79% 74% 74%
71% 70% 70% 69%
57%
Telecoms/MSPs Life sciences/biotech
Financial services Insurance Media andentertainment
Manufacturing Retail Other commercial Oil and gas
Figure 75: Analysis of organization's ability to take captured data and translate it into useful insights and information, split by sector Base: all respondents (3600)
91 © Copyright 2015 EMC Corporation. All rights reserved.
INFORMATION IMPROVING JOB PERFORMANCE BY SECTOR 36% of organizations have benefited from the abundance of information
50%
40% 40% 39% 38% 37% 37% 35%
32%
Media andentertainment
Life sciences/biotech
Telecoms/ MSPs Insurance Manufacturing Retail Other commercial Financial services Oil and gas
Figure 76: Analysis of respondents that have seen a marked improvement in their ability to do their job due to the increasing abundance of information, split by sector. Base: all respondents (3600)
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INSIGHTS CHANGING THE BUSINESS 65% of business leaders say that having insight changes the way they do business
73% 69% 68%
65% 65% 65% 63% 63% 60%
Lifesciences/biotech
Insurance Retail Other commercial Manufacturing Financial services Telecoms/MSPs Media andentertainment
Oil and gas
Figure 77: Analysis of respondents that agree that valuable insights from information are making them rethink the way they do business, split by sector Base: all respondents (3600)
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DATA TO IMPROVE DECISION-MAKING 63% believe that their decision making could be made better with up-to-date data available at the right time
74%
66% 66% 65% 62% 61% 61% 60% 58%
Lifesciences/biotech
Telecoms/MSPs Insurance Manufacturing Other commercial Retail Financial services Oil and gas Media andentertainment
Figure 78: Analysis of respondents that agree their current decision making would be improved by having the most salient data available to them at the point they need it, split by sector Base: all respondents (3600)
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PILLAR-SPECIFIC SECTOR BREAKDOWN
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PREDICTIVELY SPOTTING NEW OPPORTUNITIES BY SECTOR 34% of organizations are able to predictively spot new opportunities organization-wide
15% 15% 16% 15% 21%
15% 11%
32% 27%
46% 47% 49% 50% 45% 52% 57%
45% 52%
38% 38% 36% 35% 34% 33% 32% 24% 21%
Lifesciences/biotech
Financial services Retail Other commercial Insurance Manufacturing Telecoms/MSPs Oil and gas Media andentertainment
Not started doing this Doing this but not organization-wide Do this organization-wide
Figure 79: Analysis of to what extent organizations are addressing the driver, predictively spotting new opportunities, split by sector Base: all respondents (3600)
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ABILITY TO PREDICT NEW OPPORTUNITIES BY SECTOR Only 23% of all business leaders say that their organization is able to address predictively spotting new opportunities extremely well
33% 30% 25% 25% 24% 23% 19% 18% 17%
Insurance Lifesciences/biotech
Telecoms/MSPs Oil and gas Other commercial Financial services Manufacturing Media andentertainment
Retail
Extremely well
Figure 80: Analysis of organizations that believe they can predictively spot new opportunities extremely well, split by sector Base: only asked to respondents whose organizations are currently predictively spotting new opportunities (2335)
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DEMONSTRATING TRANSPARENCY AND TRUST BY SECTOR Globally 35% are able to demonstrate transparency and trust organization-wide
5% 7% 11% 13% 12% 13% 15% 24% 24%
52% 53% 50% 49% 52% 55% 55% 47% 51%
43% 40% 40% 37% 35% 32% 30% 29% 25%
Lifesciences/biotech
Telecoms/MSPs Insurance Other commercial Financial services Manufacturing Retail Media andentertainment
Oil and gas
Not started doing this Doing this but not organization-wide Do this organization-wide
Figure 81: Analysis of to what extent organizations are addressing the driver, demonstrate transparency and trust, split by sector Base: all respondents (3600)
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ABILITY TO DEMONSTRATE TRANSPARENCY AND TRUST BY SECTOR 27% say they demonstrate transparency and trust extremely well
30% 29% 27%
26% 26% 25% 24% 23% 21%
Other commercial Lifesciences/biotech
Financial services Retail Manufacturing Media andentertainment
Telecoms/MSPs Insurance Oil and gas
Figure 82: Analysis of organizations that believe they can demonstrate transparency and trust extremely well, split by sector Base: only asked to respondents whose organizations are currently demonstrating transparency and trust (2277)
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INCREASES IN TRANSPARENCY BY SECTOR 25% organizations have become far more transparent, and a further 42% say they have become slightly more transparent in the last 5-10 years
78% 74%
68% 68% 68% 65% 65% 65%
52%
Life sciences/biotech
Insurance Telecoms/MSPs Financial services Manufacturing Other commercial Retail Media andentertainment
Oil and gas
Figure 83: Analysis of respondents’ organizations that have increased their transparency over the last 5-10 years, split by sector Base: all respondents (3600)
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INNOVATING IN AN AGILE WAY BY SECTOR 66% believe that their organization has managed to increase transparency over the last 5-10 years
12% 15% 19% 15% 15% 20% 12%
28% 27%
61% 58% 55% 59% 60% 55%
64%
53% 56%
27% 27% 26% 26% 25% 25% 24% 19% 18%
Telecoms/MSPs Financial services Retail Other commercial Manufacturing Insurance Lifesciences/biotech
Oil and gas Media andentertainment
Not started doing this Doing this but not organization-wide Do this organization-wide
Figure 84: Analysis of to what extent organizations are addressing the driver, innovate in an agile way, split by sector Base: all respondents (3600)
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ABILITY TO INNOVATE IN AN AGILE WAY BY SECTOR Only 22% think that their organization can currently innovate in an agile way extremely well. This is the lowest of all attributes
30%
26%
23% 20% 20% 20% 20% 20%
18%
Media andentertainment
Insurance Other commercial Financial services Oil and gas Manufacturing Lifesciences/biotech
Retail Telecoms/MSPs
Figure 85: Analysis of organizations that believe they can innovate in an agile way extremely well, split by sector Base: only asked to respondents whose organizations are currently innovating in an agile way (2163)
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INNOVATIVE STRATEGY BY SECTOR Sectors where more say that their organization can innovate in an agile are also likely to consider their current technology strategy as innovative
58% 54% 55% 52% 51% 49% 49% 43% 42%
28% 29% 22% 24% 23% 25% 22% 24% 15%
Life sciences/biotech
Telecoms/MSPs Manufacturing Financial services Insurance Other commercial Retail Media andentertainment
Oil and gas
Yes, our current technology strategy is somewhat innovative Yes, our current technology strategy is very innovative
Figure 86: Analysis of the percentage of respondents who consider their organization’s strategy innovative, split by sector Base: all respondents (3600)
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DELIVERING A UNIQUE & PERSONALIZED EXPERIENCE BY SECTOR 82% of business leaders say their organizations have started addressing the objective for a more personal user experience – but only 27% do it organization wide
13% 13% 14% 18% 17% 21% 20% 18% 31%
52% 57% 56% 54% 56%
54% 56% 59%
49%
35% 30% 30% 28% 27% 25% 24% 23% 20%
Telecoms/MSPs Lifesciences/biotech
Insurance Other commercial Financial services Media andentertainment
Manufacturing Retail Oil and gas
Not started doing this Doing this but not organization-wide Do this organization-wide
Figure 87: Analysis of to what extent organizations are addressing the driver, delivering a unique and personalized experience, split by sector Base: all respondents (3600)
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31%
28%
25% 25% 24% 24% 24% 24%
19%
Retail Financial services Insurance Media andentertainment
Other commercial Manufacturing Oil and gas Lifesciences/biotech
Telecoms/MSPs
ABILITY TO DELIVER A UNIQUE AND PERSONALIZED EXPERIENCE BY SECTOR Despite being the most likely to be working on delivering a more personalized experience, those in the life sciences/biotech industry (24%) and telecoms (19%) are the least likely to believe that their organizations are extremely good at it. Retail (31%) are the most confident, followed by financial services (28%) *global figures in notes
Figure 88: Analysis of organizations that believe they can deliver a unique and personalized experience extremely well, split by sector Base: only asked to respondents whose organizations are currently deliver a unique and personalized experience (2065)
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BEING ALWAYS ON AND OPERATING IN REAL TIME BY SECTOR 29% of organizations are addressing the driver of always on, operating in real time organization-wide
15% 17% 26%
18% 19% 18% 30%
18% 27%
51% 50% 44%
53% 52% 54%
44% 57%
52%
35% 33% 31% 29% 29% 28% 25% 24% 21%
Telecoms/MSPs Financial services Insurance Other commercial Lifesciences/biotech
Manufacturing Media andentertainment
Retail Oil and gas
Not started doing this Doing this but not organization-wide Do this organization-wide
Figure 89: Analysis of to what extent organizations are addressing the driver, always on, operating in real time, split by sector Base: all respondents (3600)
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ABILITY TO BE ALWAYS ON AND OPERATE IN REAL TIME BY SECTOR One quarter (26%) of business leaders globally believe that their organization addresses this
34% 32%
28% 28% 27% 25%
24% 23%
19%
Insurance Media andentertainment
Retail Other commercial Telecoms/MSPs Lifesciences/biotech
Financial services Manufacturing Oil and gas
Figure 90: Analysis of organizations that believe they can be always on, operating in real time extremely well, split by country Base: only asked to respondents whose organizations are currently always on, operating in real time (2125)
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ACTING IN REAL TIME WITH INSIGHT 30% are ‘always on’ and can act in real time. 43% report that they can sometimes act in real time, but don't always have the insights they need
23% 24% 25% 27% 27% 27% 28% 32% 39%
44% 42% 47% 48%
42% 43% 43% 41%
37%
33% 34% 28% 25% 31% 30% 29% 27% 24%
Financial services Telecoms/ MSPs Manufacturing Life sciences/biotech
Other commercial Retail Insurance Media andentertainment
Oil and gas
Yes, our business turns data into information, is "always on" and can act in real time
Yes, the business can sometimes act in real time, but we don't always have the insights we need
No or don't know
Figure 91: Analysis of whether the business has the ability to utilize information and act in real time, split by sector Base: all respondents (3600)
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PURSUING CONTINUOUS LEARNING BY SECTOR 34% of organizations pursue continuous learning across the entire business
10% 20% 15% 17% 14% 17% 18% 19%
27%
50% 41% 50% 47% 52% 50% 48%
58% 50%
40% 40% 36% 36% 35% 33% 33% 23% 23%
Lifesciences/biotech
Telecoms/MSPs Other commercial Insurance Manufacturing Financial services Retail Media andentertainment
Oil and gas
Not started doing this Doing this but not organization-wide Do this organization-wide
Figure 92: Analysis of to what extent organizations are addressing the driver, pursue continuous learning, split by sector Base: all respondents (3600)
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ABILITY TO PURSUE CONTINUOUS LEARNING BY SECTOR 31% overall believe they do it extremely well, more than any of the other attributes
40%
34% 32% 32% 31% 30% 30% 29% 28%
Insurance Lifesciences/biotech
Other commercial Telecoms/MSPs Retail Manufacturing Oil and gas Media andentertainment
Financial services
Figure 93: Analysis of organizations that believe they can pursue continuous learning extremely well, split by sector Base: only asked to respondents whose organizations are currently pursuing continuous learning (2288)
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SECTION 10.4 SUSTAIN RELEVANCE
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CURRENT CAPACITY TO SUSTAIN RELEVANCE
Figure 94: “How would you categorize how your company is addressing each of these business attributes to stay competitive and succeed in this new digital world?” Showing results for sustain relevance Base: all respondents (3600)
28%
54%
18%
Do this organization-wide
Doing this but notorganization-wide
Not started this yet
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SUSTAINING RELEVANCE BY COUNTRY
10% 9% 19%
31% 15% 14% 19% 17%
30%
11% 13% 12% 16% 12%
32% 15% 19%
38%
52% 57% 53%
49%
53% 56% 55% 63%
55%
47% 47% 59% 56% 61%
45% 62%
63% 45%
39% 35% 28% 21% 32% 31% 27% 21% 16%
43% 41% 29% 28% 28% 24% 23% 18% 18%
Mexico Brazil USA Argentina China Australia India Singapore Japan South
Africa
Russia Germany UK Netherlands Switzerland Italy France UAE/Saudi
Arabia
Not started doing this Doing this but not organization-wide Do this organization-wide
Figure 95: Analysis of to what extent organizations are addressing the driver, sustain relevance, split by country Base: all respondents (3600)
AMERICAS: 30%
EMEA: 28%
APJ: 25%
R E G I O N A L A V E R A G E D O I N G T H I S O R G A N I Z A T I O N – W I D E :
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SUSTAINING RELEVANCE BY SECTOR
9% 17% 16% 21% 18% 23% 26%
17% 25%
46%
54% 55% 52% 56% 51% 49% 59%
52%
46%
29% 28% 27% 26% 26% 25% 24% 23%
Lifesciences/biotech
Other commercial Telecoms/MSPs Financial services Manufacturing Insurance Media andentertainment
Retail Oil and gas
Not started doing this Doing this but not organization-wide Do this organization-wide
Figure 96: Analysis of to what extent organizations are addressing the driver, sustain relevance, split by sector Base: all respondents (3600)
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SUSTAINING RELEVANCE DEVELOPED VS. EMERGING
19% 18%
57% 50%
24% 32%
Developed Emerging
Not started doing this Doing this but not organization-wide Do this organization-wide
Figure 97: Analysis of to what extent organizations are addressing the driver, sustain relevance, split by developed and emerging countries Base: all respondents (3600)
Business leaders in Brazil (91%) and Mexico (90%) are the most likely to say that their organization addresses this *global figures in notes
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ABILITY TO SUSTAIN RELEVANCE BY COUNTRY
37%
29%
24% 23%
38% 36%
32%
17%
8%
33%
27%
22%
18% 17% 17% 16% 14%
9%
Mexico Brazil USA Argentina India Australia China Singapore Japan South
Africa
Russia France Italy UAE/Saudi
Arabia
UK Germany Switzerland Netherlands
Figure 98: Analysis of organizations that believe they can sustain relevance extremely well, split by country Base: only asked to respondents whose organizations are currently sustaining relevance (2119)
AMERICAS: 29%
EMEA: 20%
APJ: 27%
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ABILITY TO SUSTAIN RELEVANCE BY SECTOR Unusually, those in life sciences/biotech industry, along with business leaders in the retail sector, are the least likely to have confidence in their organization’s current ability to sustain relevance (both 21%)
*global figures in notes
32% 29%
26% 25% 24% 24% 24%
21% 21%
Insurance Media andentertainment
Oil and gas Telecoms/MSPs Manufacturing Financial services Other commercial Retail Lifesciences/biotech
Figure 99: Analysis of organizations that believe they can sustain relevance extremely well, split by sector Base: only asked to respondents whose organizations are currently sustaining relevance (2119)
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ABILITY TO SUSTAIN RELEVANCE DEVELOPED VS. EMERGING
18%
30%
Developed Emerging
Figure 100: Analysis of organizations that believe they can sustain relevance extremely well, split by developed and emerging countries Base: only asked to respondents whose organizations are currently sustaining relevance (2119)
Business leaders in emerging countries are 1.5X more likely to report that their organization currently addresses sustaining relevance extremely well. Japan (8%) and the Netherlands (9%) are the least likely to believe their organization is very good at this, compared to 22% globally
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SECTION 10.5 ADDITIONAL QUESTIONS
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EVOLVING TECHNOLOGY STRATEGIES
15%
42%
33%
11%
Sudden transformative change inresponse to internal and/or external
issues
Gradual/incremental development aspart of a long-term strategy
Both of the above: it varies across theorganization and across projects
Status quo: gradual improvementsimplemented as required
Figure 101: Which of these best describes the technology evolution in your organization over the last 5-10 years? Base: all respondents (3600)
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DATA PLATFORMS AND CHALLENGES Around half of organizations store data and runs applications using on-premise infrastructure (49%), private cloud (46%), and hybrid cloud (28%). The biggest challenges associated with effectively making data and information actionable are security concerns (35%) and lack of in-house expertise (34%)
49%
46%
28%
23%
15%
10%
On-premiseinfrastructure
Private cloud
Hybrid cloud
Public cloud
Data Lakes
Don't know
Figure 102: “Which of the following platforms does your organization use to run applications or store data?” Base: all respondents (3600)
35%
34%
31%
29%
29%
27%
19%
19%
19%
8%
4%
Security concerns
Lack of in-house expertise
Resources/workload constraints
Culture (flexibility, acceptance)
Lack of funds
Planning and anticipation
Lack of management support
Lack of trust in technology
Regulatory challenges
We have no limits
Don't know
Figure 103: Which of the following currently limit your organization's ability to effectively use the data and information you acquire in an actionable manner? Base: all respondents (3600)
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