Tendances technologiques: les meilleures pratiques des leaders … · 2018. 11. 23. · Tendances technologiques: les ... Conduit par les demandes des consommateurs 40% des CIO déclarent

© 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

https://www.gartner.com/technology/about/policies/usage_policy.jsp#_blank

https://www.gartner.com/technology/about/ombudsman/omb_guide2.jsp

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%


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


3102CIO

89Pays

$15TRevenue

$284BDépenses IT

Rencontrez vos pairs


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%


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


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.


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


Les CIO signalent

un changement de

modèle d’affaires.49%


Un modèle d'affaires

est la façon dont une

organisation crée,

fournit et capture la

valeur.


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


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


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


Digitalization

Outputs & Outcomes


Engagement

Secure consumer centricity

Capabilities


Focus


A New Foundation … Means Closer Engagement


Des organisations plus

performantes mesurent le

retour sur investissement du

numérique89%


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”


Average Consumer Rating

Consumer rating vs. number of engagement activities


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.”


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”


TopTypical

Trailing

Average Consumer Rating


The Same

as Competitors


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


des CIO s'attendent à

une augmentation des

menaces de la

cybersécurité.95%

22 © 2018 Gartner, Inc. and/or its affiliates. All rights reserved.

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


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


Digitalization

Outputs & Outcomes


Engagement


Capabilities


Focus


A New Foundation … Means aProduct Focus


Les entreprises les

plus performantes ont

mis en œuvre une

prestation centrée sur

le produit

75%


Product-centric delivery

organizes development

work into longer-lived,

ideate-build-run teams

working on a persistent

business issue


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


Digitalization

Outputs & Outcomes


Engagement


Capabilities


Focus


A New Foundation … Means theRight Technology


Leverage disruptive

technologies

Rebalance your

portfolio

Actions

Focus on creating

new business

opportunities

Focus



Increase in

AI Adoption

Since 2015270%


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


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


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


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


Digitalization

Outputs & Outcomes


Engagement


Capabilities


Focus


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.


« 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

https://www.gartner.com/technology/about/policies/usage_policy.jsp#_blank

https://www.gartner.com/technology/about/ombudsman/omb_guide2.jsp

Documents

Tendances technologiques: les meilleures pratiques des leaders … · 2018. 11. 23. · Tendances technologiques: les ... Conduit par les demandes des consommateurs 40% des CIO déclarent