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© 2011 Constellation Research, Inc. All rights reserved. Client Confidential © 2011 Constellation Research, Inc. All rights reserved. www.ConstellationRG.com
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© 2011 Constellation Research, Inc. All rights reserved. Client Confidential
Quick Intro To Constellation
R “Ray” Wang
Principal Analyst & CEO
March 2011
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© 2011 Constellation Research, Inc. All rights reserved. Client Confidential
Countdown is Over! All systems
go!
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Our clients engage us for 3 reasons
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How we partner with our clients
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Clients engage via open and syndicated research models
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© 2011 Constellation Research, Inc. All rights reserved. Client Confidential
The Four Personas Of The Next Gen “CIO”
R “Ray” Wang
Principal Analyst & CEO
New personas address infrastructure, integration, innovation, and intelligence
March 2011
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© 2011 Constellation Research, Inc. All rights reserved. Client Confidential 8
Agenda
• The CIO Role As We Know It Is Under Attack• Innovative Tech Leaders Face Three Big
Challenges• New Priorities Emerge For Next Gen CIO’s• The CIO Evolves Into Four New Personas• The Bottom Line: Success Requires Adopting
A Next Generation Point of View
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© 2011 Constellation Research, Inc. All rights reserved. Client Confidential 9
The CIO Role As We Know It Is Under Attack
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Innovative tech leaders face 3 big challenges
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© 2011 Constellation Research, Inc. All rights reserved. Client Confidential 11
Four faces of the new “CIO”External Focused
Internal Focused
Tech
nolo
gy S
avvy
Busi
ness
Sav
vy
© 2011 R Wang & Insider Associates, LLC. All rights reserved.
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Top projects by CIO typeInfrastructure Integration Intelligence Innovation
Eliminating shelfwareMaintaining process integrity
Establishing common business KPI's Exploring SaaS solutions
Initiating virtualizationEnsuring master data management
Investing in information governance
Establishing innovation centers of excellence
Renegotiating contractsDelivering on SOA principles Improving data quality
Elevating business leaders into tech roles
Exploring the cloudManaging integration libraries
Acquiring forecasting and planning tools
Implementing Tiger teams for innovation
Shifting work to offshoring centers Dealing with upgrades Enabling mobile access
Improving Business and IT collaboration
Reducing the number of vendors in the landscape
Splitting the CIO role into different functions
Implementing self service reporting
Changing reporting relationships to Line of Business or CEO
Implementing shared service centers
Identifying systems for retirement
Focusing on decision making
Training IT leaders to address business issues
Deploying archiving and storage management solutions
Establishing an architectural review board
Addressing social and new data types
Involving stakeholders in the crowdsourcing of ideas
Optimizing the data center
Addressing the metadata issues
Dealing with unstructured data Securing stable funding
© 2011 R Wang & Insider Associates, LLC. All rights reserved.
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© 2011 Constellation Research, Inc. All rights reserved. Client Confidential 13
Infrastructure Leaders Look To Disruptive Tech For Savings
© 2011 R Wang & Insider Associates, LLC. All rights reserved. From the Next Generation CIO Survey,Q4 2010, n = 79.
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© 2011 Constellation Research, Inc. All rights reserved. Client Confidential 14
What’s the bottom line?
• One CIO can deliver on all four roles this by upgrading his or her skill sets.
• A shadow CIO-like organization could emerge on the business side to fill the roles of Chief Intelligence and Chief Innovation Officer.
• A CIO could have lieutenants charged with one or more of these functions.
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© 2011 Constellation Research, Inc. All rights reserved. Client Confidential
Next Steps
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© 2011 Constellation Research, Inc. All rights reserved. Client Confidential
Take the upcoming self assessment survey
Get the report
Socialize the results
Join the discussion• Harvard Business Review
• http://blogs.hbr.org/cs/2011/03/the_four_personas_of_the_next-.html
• CIO Magazine
• http://www.cio.com/article/671573/4_Personas_of_the_Next_Generation_CIO
Take the next step
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© 2011 Constellation Research, Inc. All rights reserved. Client Confidential
Bottom line – efforts must increase business value while reducing technology costs
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Cost of Technology Delivery
Bu
sin
ess
Imp
act
> 5% 2.5- 5% 0 -2.5% <1%
Dept.
Enterprise
Value Chain
Percentage of Revenue
Com
plex
ity o
f Req
uire
men
ts
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Research Team
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Personalized programs tailored to meet buy side/ user requirements
Relationship and Level of Customization
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Credit model provides flexible access to analysts and syndicated research
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© 2011 Constellation Research, Inc. All rights reserved. Client Confidential 21
Partner with our relationship based professional sales team
• David Stanley, Vice President of Business Development and Sales
• Email: [email protected] • Office: 719.357.7826• Twitter: @kiwigate
• Kieran Barr, Senior Director, Business Development and Sales
• Email: [email protected] • Office: 206.409.5009• Twitter: @kierobar
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© 2011 Constellation Research, Inc. All rights reserved. Client Confidential
Questions And Answers
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Thank you
R “Ray” Wang650.918.6619
[email protected]
Twitter: @rwang0
http://blog.softwareinsider.org
www.ConstellationRG.com
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© 2011 Constellation Research, Inc. All rights reserved. Client Confidential © 2011 Constellation Research, Inc. All rights reserved. www.ConstellationRG.com
San Francisco | Andalucia| Belfast |Boston |Chicago | Colorado Springs | Cupertino | Cyprus | Ft. Myers | Geneva | Halifax | Irvine | LondonLos Angeles | New York | Palo Alto | Sacramento | Santa Monica | Seattle | Sedona | Sydney | Tampa | Tokyo | Toronto | Washington, D.C. | Westport