Bienvenida y novedades en IDC Lluís Altés Director General @Lluis_Altes
Jan 19, 2015
Bienvenida y novedades en IDC
Lluís Altés
Director General@Lluis_Altes
Agenda
2
� La propuesta de valor de IDC� El fin de las ventajas competitivas� No subestimarás a España … o la búsqueda de
mercados emergentes� Novedades a nivel local� IDC Expertise Award
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La propuesta de valor de IDC
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• Most experienced in the technology market intelligence business
• Largest global network of expert analysts
• Unique vertical industry focus and research
• Rigorous research methodologystandards
• Unparalleled market and technology segmentation
• Fact-based analyst insights and actionable advice
• Strong customer focus
IDC’s Core Value Proposition
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Global Reach with Local Expertise
5
34%US/Canada
8%Latin America
29%EMEA
29%Asia/Pacific
1,100 Research Analysts Located All Over The World
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Largest Network of Country Research Centers
AustriaBelgiumDenmarkFinlandFranceGermanyGreeceIrelandItalyNetherlandsNorwayPortugalSpainSwedenUnited Kingdom
AustraliaChinaHong KongIndiaIndonesiaJapanKoreaMalaysiaNew ZealandPhilippinesSingaporeTaiwanThailandVietnam
ArgentinaBrazilCanadaChileColombiaMexicoPeruUnited StatesVenezuela
BulgariaCroatiaCzech RepublicEgyptHungaryIsraelKazakhstanKenyaMoroccoNigeriaPolandRomaniaRussiaSaudi ArabiaSerbiaSloveniaSouth AfricaTurkeyUAEUkraine
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El fin de las ventajascompetitivas
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El fin de las ventajas competitivas…
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No subestimarás a España … o sobre la búsqueda de mercadosemergentes
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La 3ª Plataforma y los Mercados Emergentes
193M
Online shoppers 2013
170M
0
1000
2000
3000
2012 2017EmergingDeveloped
Smart Connected Devices
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Growth Contribution from Emerging Markets Increases
1995-2010 2011-2020
12
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
10%
1995-2010 2011-2020
Developed Emerging
Total IT Spending Growth (constant currency)
2.3x
3.1x
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Top 10* IT Markets in META
13.727
10.87710.381
6.700
3.030 2.881
1.574 1.447 1.419 1.382
0
2.000
4.000
6.000
8.000
10.000
12.000
14.000
16.000
SouthAfrica
Turkey SaudiArabia
UAE Nigeria Egypt Morocco Algeria Kuwait Qatar
IT S
pend
ing
2013
($M
)
74% of META
Source: IDC Blackbook Q1 2013. Top 10 excludes Iran & Israel.13
Growth Dynamics by Major Region
36
11 14 12
72
48
1418
14
94
0
10
20
30
40
50
60
70
80
90
MENA Turkey S. Africa Sub-SaharanAfrica
MEA
IT S
pend
$B
2013 2017
$22B in Additional IT Spending by 2017
7.3% CAGR (2012-17)
7.6% CAGR (2012-17)
6.8% CAGR (2012-17)
6.5% CAGR (2012-17) 4.6% CAGR
(2012-17)
Source: IDC Blackbook Q1 2013. 14
¿Buscamos en el sitio adecuado?
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Novedades a nivel local
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Powered by
Pan European Executive
Retail Summit 2014
June, the 2nd & 3rd
Marbella (Málaga) Spain
R&D/Engineering� VP R&D/Engineering� VP Innovation� VP Product
Development� VP Emerging
technologies
Manufacturing� VP Manufacturing� VP Supply Chain� VP Sourcing� VP Logistics� VP Transportation� VP Quality
Operations� COO� VP Ops
Finance and Exec Management� VP Strategy� CFO� VP Corporate Real Estate� VP Facilities
Sales and Marketing
� CMO, VP Marketing� VP Product
Management� VP Customer Service� VP Call Center� VP Merchandising� VP eCommerce� VP Sales
Healthcare� Chief Medical Officer� VP Accountable Care� VP Medicare/Medicaid
Programs
Governance, Risk, Compliance
� CRO� Risk and Compliance
Officer/Manager� Corporate Auditor� Fraud manager� Chief Sustainability Officer
Retail� VP Store Operations� VP Sourcing� VP Merchandising
Government
Banking
Energy
� County or Town Manager, Mayor
� Chief of Police
� VP Mobile Banking� VP Payments Strategy� VP Retail Banking
� Director Exploration� Director Electric Vehicle � VP Smart Grid
CxO Programme y los nuevos clientes
Information Security
Infrastructure Services
ArchitectureApplication Services
• CISO• VP IT Security
• VP IT Infrastructure Services• VP IT Operations• VP Data Center• VP Mobility
• VP Telecomm• VP IT Networks
• Enterprise Architect• IT Architect• Business Architect• IT Architect
• VP Application Systems• VP Business Intelligence• VP eBusiness
CommunicationsServices
IT ExecutivesCIO, CTO
Program Mgmt OfficeVP IT Strategy & Planning
SourcingVP Global IT Sourcing
IT Vendor ManagementVP IT Procurement
DECISION MAKERS
18
10 webcast de Predictions con IDG
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IDC Custom Solutions Featured Practices
Integrated Marketing PracticeDeepen engagement at every touch point
with IDC branded social, mobile, and multi-
channel assets.
Custom Analytics Practice
Make smarter, faster business decisions – and
measure your market performance to make
necessary adjustments.
Buyer Behavior PracticeIncrease market share through
insights and analysis on the
needs of your technology buyers.
Thought Leadership Practice
Elevate your global brand awareness and
global media coverage.
Business Value PracticeShorten the sales cycle with ROI metrics that
demonstrate the value of your IT solutions.
Partnering Practice
Maximize the returns of your
partner investments.
Sales Enablement Practice
Increase sales effectiveness and
productivity for greater revenue
generation.
Emerging Markets Practice
Expand and grow business in emerging markets.
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IDC Expertise Award
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IDC Expertise Award
22
� El premio de IDC al mejor ponente, unreconocimiento a todos aquellosprofesionales que contribuyen con suexperiencia y aportación de conocimiento aque nuestras conferencias sean las mejorvaloradas entre usuarios y proveedores delsector tecnológico.
� El diseño y la creación de IDC ExpertiseAward es obra del escultor JorgePalacios , quien ha querido con esta obrareflejar la capacidad de nuestros ponentespara almacenar conocimiento así como sucapacidad para transmitirlo.
� El año que viene organizaremos unasubasta benéfica con la escultura origende los premios. Estáis invitados aparticipar.
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¿Juegas para ganar o para no perder?
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Predicciones 2014IDC España
12 de diciembre de 2013
#IDCpredictions
Equipo de Predicciones IDC 2014 España
� Alberto Bellé
� Antonio Flores
� Isabel Montero
� Marta Muñoz
� Fernando Maldonado
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Bienvenido a las predicciones de IDC España para 2014.
Criterios:
• Áreas de crecimiento.
• Involucración de actores .
• Disrupción .
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# 1. El ligero crecimiento TI no compensa la caída de la voz tradicional
# 2. El Smartphone se democratiza de la mano de fabricantes chinos
# 3. OTT: la competencia se intensifica
# 4. Internet entra en las cosas
# 5. La experiencia de cliente se sitúa en el epicentro
# 6. Big Data: La solución se acerca al problema
# 7. Cloud: Del ahorro a la transformación
# 8. Social Business se convertirá en una necesidad
# 9. Seguridad: Los ataques llegan desde la tercera plataforma
# 10. La transformación del departamento de sistemas
Las 10 Predicciones 2014
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0
5.000
10.000
15.000
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
Hardware total
Packagedsoftware total
Services total
IT (M€)
0
5.000
10.000
15.000
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
Fixed Voice
Fixed Data
Wireless Voice
Wireless Data
Telecomunicaciones (M€)
El mercado TIC caerá en 2014 un -0,7%
respecto a 2013.
� El mercado en 2014 será un 81% de lo que fue en 2008
En 2014 los ingresos TI superarán a los
de telecomunicaciones tradicionales
� TI crecerá un 0,3%
� Telecomunicaciones tradicionales decrecerán un -1,6%
#1 El ligero crecimiento TI no compensa la caída de la voz tradicional
15.000
25.000
35.000
45.000
55.000
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
Industria TIC (M€)
Total IT Telecom total Total ICT
� Los ingresos en servicios tradicionales de telecomunicaciones caerán lastrados por la voz.
� Servicios de datos móviles superan en 2014 a los servicios de voz fija y datos fija.
� En el mercado TI, la brecha entre el segmento de hardware y servicios crece.
� Los servicios en 2014 crecerán mientras que el hardware caerá.
� El segmento de software crece con moderación.
Fuente: IDC 2013
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Operations management SP network Fixed Data Appl. Development and Deployment Planning Implementation Applications Volume Servers Support services Enterprise Networks System Infrastructure Software Training and education Midrange Servers
Wireless Voice
Fixed Voice
Smartphones
Personal Computers
Feature Phones
High-end Servers
PC Monitors
Disk Systems
Hardcopy Peripherals
Tape
#1 Contribución al crecimiento
Contribución: +850M€Contribución: - 980M€
Wireless Data
Tablets
Fuente: IDC 2013
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#1 Los mercados competitivos dicen otra cosa…
Telco IT
•UCC•Security•Mobile services•Network &Equipmentservices•Cloud & Data center• Consumer content
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#2 Tendencias sobre las conexiones móviles en España en 2014
� El número de líneas móviles bajó (-5%) en el 2012 y lo hará un (-2%) en 2013
� En el 2014 el número de conexiones móviles se estabilizará
� 1 de cada 4 dispositivos móviles se venderá sin tarjeta SIM incluida
� Emerge un mercado de Smartphones de segunda mano
Fuente: IDC, Diciembre 2013
49.000.000
50.000.000
51.000.000
52.000.000
53.000.000
54.000.000
55.000.000
56.000.000
2010 2011 2012 2013 2014
Conexiones Móviles España
Conexiones Móviles
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#2 Los proveedores asiáticos apuestan fuerte: Smartphones de bajo coste para el consumidor
Samsung61%
Nokia15%
Sony14%
Huawei6%
LG5%
Top 5 Vendedores, 2013
Samsung65%
Sony16%
Huawei7%
Apple6%
LG6%
Top 5 Vendedores "Smartphones", 2013
� Ventas de dispositivos móviles en el tercer trimestre de 2013:
� 4.4(M) Mercado Total
� 3.4(M) Smartphones
� 1.0(M) Feature Phones
� Total ventas: 1.240 millones de $
� Sistemas Operativos, 2013:
� Android (91%)
� iOS (5%)
� Windows Phone (2%)
� BlackBerry (1%)
Fuente: IDC, Diciembre 2013
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#3 Tendencias sobre los servicios OTT en España
� Proveedores de servicios OTT han intensificado la competencia en los servicios de telecomunicaciones
� Las operadoras de servicios móviles verán OTT como una “oportunidad”
� La mayoría de los proveedores de servicios OTT carecen de funcionalidad en su plataforma
� Los servicios OTT crean una era de comunicaciones fragmentada -
5.000.000
10.000.000
15.000.000
20.000.000
25.000.000
30.000.000
35.000.000
2010 2011 2012 2013 2014
Conexiones de Móviles a Datos en el Network
Conexiones de dispositivos móviles a datos en el network - mínimo unaconexión al mes.
Fuente: IDC, Diciembre 2013
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#3 El uso de mensajes SMS “push” se aproxima a niveles marginales
0
1.000.000.000
2.000.000.000
3.000.000.000
4.000.000.000
5.000.000.000
6.000.000.000
7.000.000.000
8.000.000.000
2010 2011 2012 2013 2014
Total de SMS enviados
Total de SMS mandados por año
Fuente: IDC, Diciembre 2013
� Las operadoras de móviles necesitan compensar la disminución de ingresos generados en los servicios de voz y mensajes (SMS)
� Las empresas (Banca) mantienen el uso de SMS más que el consumidor
� Emerge el uso de “WhatsApp” para ejecutar campañas pushde marketing
� El uso de mensajería SMS llegará a un nivel marginal
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#4 ¿Qué es Internet de las Cosas?� IDC’s definition
The Internet of Things is a network connecting — either wired or wireless — devices, or things, characterized by autonomous provisioning, management, and monitoring. The IoT is innately analytical and integrated . Mobility-enabled, or wireless, IoT is included in what IDC refers to as the 3rd Platform — the next technology platform for growth and innovation. Components of IoT include �Devices managed by intelligent systems,�Connectivity (including service enablement), �Platforms (device, network, and application enabled),
�Analytics/social business�Applications and vertical industry use cases�Security and professional services designed to ensure reliability, SLAs and quality of service [QoS]
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#4 El futuro de IoT en Europa
Forecast Assumptions � 200 billones de cosas y
dispositivos conectados a redesen 2020
� Actualidad: 6bn personas y 750mn de edificiosconectados a redes
� Europa Occidental representa 18-20% de las prediccionesmundiales
� Ingresos mundiales de IoTpasarán de $4.8 (2012) a $8.9 trillones en 2020
� CAGR 7% en los próximos 7 años.
� M2M en Europa Occidental supondrá aproximadamente un 25% del total de ingresos de IoTen 2020
25% CAGR
05
09
- 01 02 03 04 05 06 07 08 09 10
2012 2013 2014 2015 2016 2017 2018 2019 2020
WW IoT Revenue($ Trillion)
Fuente: Worldwide Internet of Things (IoT) 2013–2020 Forecast: Billions of Things, Trillions of Dollars. IDC # 243661
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SPs and Mobile operators
SPs and Mobile operators
IT, SIs & VendorsIT, SIs & Vendors
OthersOthers
Public SectorPublic Sector
#4 Ecosistema creciente y cambiante
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#5 La Experiencia del Cliente
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#5 Importancia de los Procesos
Aseguradora abre incidencia y contacta
cliente
Coche notifica daños
aseguradora
Coche evalúadaños
Aseguradora acuerda con cliente envío de técnico
para reparar daños
MovilidadM2M
Conectividad
Big Data/ Analytics
CRMCentros de datos
Centros de Contacto
Seguridad
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#5 Cambios en la Experiencia de Cliente
Proactividad Visión 360ºC
Personalización Continuidad y Tiempo Real
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#5 Mejora en la Experiencia de Cliente
Mejora la Experiencia del
Cliente
DiferenciaciónValor Añadido
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#5 Capacidad de adaptación
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#6 Big data: Oportunidades en el universo digital
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#6 Todos los negocios serán de conocimiento
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#6: Big data: el reto está dentro
Optimizado
Ad Hoc
Oportunista
Repetible
Gestionado
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#7: Cloud: el núcleo de la tercera plataforma
Transformación en servicio
IT en todos los dispositivos
Negocios basados en conocimiento
De conectividad a conexión
Cambio de paradigma
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54
Integración
Escalabilidad
Personalización
Rendimiento
+ -- ++ -+ -
Disponibilidad- +
Propiedad Gestión Ubicación
DC proveedorDC cliente
Dedicado Compartido
#7: Aprendiendo a compartir
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#7: Hacia un mundo híbrido
Collocation/Hosting
Enterprise Datacenter
TeletrabajadoresTrabajadores móviles
Puntos de venta
ClientesProveedores/Partners
Oficinas
SaaS PaaS IaaS
Fuente: IDC Maturity Model; Cloud – A Guide for Success , March 2013
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� Customer engagement
� Revenue creation
� Building loyalty
� Thought leadership
� SEO
� Comunicación interna
� Relación de valor entre empleados
� Mayor vinculación con la empresa
� Facilitador de la innovación
� Retención del talento
� Aprovechamiento del conocimiento
� Reducción de costes
� Compartición de información mejorada
� Trabajo en equipo y cultura cooperativa
#8 Las redes sociales no son solopara vender
Áreas de mayor potencial:� I+D
� Operaciones y distribución
� Marketing y ventas
� Servicio al cliente
� Soporte técnico
Redes sociales Social BusinessRedes sociales Social Business
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#8 Retos del análisis de datos sociales
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#8 Dos aproximaciones analíticas
Gestión del rendimiento
Descubrimiento e innovación
� Responder preguntas
� Métricas
� Hacersepreguntas en función de los datos
� Análisis ad hoc
Cuadro de mandos
Plataformade
exploración
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#9 Está pasando…
MALWARE
DESTRUCCIÓN CLOUD
JAVA
…y pasará
ATAQUES DIRIGIDOS SEGURIDAD OFENSIVA
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#9 Nuevo caldo de cultivo para amenazas estructuradas
� Dificultad de control de la interacción
� Trazabilidad de la información
� Grandes repositorios de información
� Políticas de seguridad estándares
� Nuevos canales
� Políticas no definidas
� Inconsistencia de plataformas
� Enmascaramiento de ataques
� Identificación de puntos débiles
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#9 Aproximación holística a la seguridad
Exigencias y políticas de seguridad
claras
Evaluaciónobjetiva de
la seguridad
Adopción e integración
eficaz
Saber lo que se trata de proteger, y de quiénSaber lo que se trata de proteger, y de quién
Observar cómo lassoluciones encajan con las necesidades
Observar cómo lassoluciones encajan con las necesidades
Planificar, diseñar, implementar, operar, optimizar, dar soporte
Planificar, diseñar, implementar, operar, optimizar, dar soporte 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1Q12 2Q12 3Q12 4Q12 1Q13
UTM Firewall CM IDP VPN
WE Security appliance units
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10# Transformación departamento de sistemas
Soporte ���� ImpulsorMisión
Modelo operativo
Relación
Proyectos ���� Servicios
Cautivos ���� Fidelizados
Staff Técnico ���� Negocio
KPIs Operaciones ���� Valor
Silos ���� ColaborativaOrganización
Arquitectura Técnica ���� Negocio
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#10 Orientación a servicios: Demanda
Demanda
Catálogo
Producción
Entrega
Facturación
Demanda de servicio .
La gestión de demanda consiste no sólo en la identificación de nuevos servicios de forma proactiva, cogeneración , sino su exposición en un catálogo y la gestión del ciclo de vida de los mismos (ej. Cuándo descatalogarlos)
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Demanda
Catálogo
Producción
Entrega
Facturación
Catálogo de servicios.
La orientación a servicios parte de la de definición de un catálogo de servicios en el que se establecen precios/coste de cada uno en términos entendibles por el usuario. Este presenta “servicios finalistas ” (autoservicio) tanto comunes(PC, cuenta de correo, cuenta SAP,…), como específicos (a medida de un negocio).
#10 Orientación a servicios: Catálogo
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Demanda
Catálogo
Producción
Entrega
Facturación Producción de servicio .
Existen distintas áreas claveen la producción de los servicios: arquitectura, gestión, servicios específicos, servicios comunes y recursos TIC. Los últimos involucrados en la entrega de servicios finalistas y, por tanto, con foco en su entrega.
#10 Orientación a servicios: Producción
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Demanda
Catalogo
Producción
Entrega
Facturación
Entrega de servicios .
Foco en la entrega de servicios para una mejor definición y descomposición de los mismos. Búsqueda de homogeneidadcomo medio para buscareconomías de escala . Además, cada servicio entregado tiene un acuerdo de nivel de servicio asociado.
#10 Orientación a servicios: Entrega
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Demanda
Catálogo
Producción
Entrega
Facturación
Facturación del servicio.
En cada servicio se repercuten los costes (gastos externos, personal propio e inversión). Este reparto se realiza conforme al uso que hace cada servicio de los recursos tecnológicos . A cada departamento se le transfiere el coste unitario por el número de unidades que utiliza de cada servicio.
#10 Orientación a servicios: Facturación
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#10 De la operación a la transformación
Operación Transformación
Cer
caní
aal
clie
nte
y va
lor
Custodiar los servicios TI
Broker de servicios
Arquitecturade negocio
Responsablede la
Innovación
Agentecambio
ArquitecturaIT
Mantener Construir Gestión servicios Transformación de n egocioArquitecturaComprar
Rol esencial: facilitador ����
Rol de valor añadido: impulsor ����
Rol aspiracional: innovador ����
Rol tradicional: prestador e integrador de servicios TI
2014
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#10 Rol aspiracional: innovación
� Omnicanalidad
� Pagos móviles
� Telemedicina
� Detección del fraude
� Etc.
El trabajo más importante del
CIO durante los próximos años
será identificar formas de
combinar los ingredientes de la
tercera plataforma…
# 1. El ligero crecimiento TI no compensa la caída de la voz tradicional
# 2. El Smartphone se democratiza de la mano de fabricantes chinos
# 3. OTT: la competencia se intensifica
# 4. Internet entra en las cosas
# 5. La experiencia de cliente se sitúa en el epicentro
# 6. Big Data: La solución se acerca al problema
# 7. Cloud: Del ahorro a la transformación
# 8. Social Business se convertirá en una necesidad
# 9. Seguridad: Los ataques llegan desde la tercera plataforma
# 10. La transformación del departamento de sistemas
Las 10 Predicciones 2014
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Financial Services: 2014 Top 10 PredictionsEmbarking on the Decade of Value Creation
Alex KwiatkowskiHead, Financial Insights Europe
2014 Predictions
� Goal: Identify trends that impact financial institutions’ business and technology decisions.
� Process: Drawn from Insights and IDC studies, industry contacts, and our own industry experience.
� Time Frame: Predictions are focused on 2014, but will have a long-range impact.
� Interdependence: All 10 Predictions are interdependent and are not in order of importance.
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2014’s Battles on the 3rd Platform
Escalation – “Put up or shut up" investments to reach global scale.
Consolidation – Around a small number of big "winners" in mobile platforms, cloud infrastructure, and cloud solution platforms/marketplaces.
Innovation – An explosion of innovation on the new platform, with up to millions of new "killer" apps and solutions. "Developers, developers, developers, developers!" will be the strategic mantra of 2014.
Value Migration – The 3rd Platform will cannibalize 2nd Platform markets. Value will also migrate withinthe 3rd Platform: redefining competitive advantage and disrupting leadership ranks, in the IT industry, and every other industry.
LOBs SPs
Key IDC Themes for 2014
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Key Business Drivers
Regulatory Pressure
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Customer Engagement
Increased Efficiencies
Financial Services 2014 Top 10 Predictions
Predictions #1 - #10…in no particular order….
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1. Overall IT Spend In Financial Services Exceeds $430 Billion in 2014 and Will Exceed Half Trillion Dollars by 2020; Consolidation and Cooling Emerging Markets Making Impact
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� AP: 5 year CAGR IT Spend: Banking 6.84%; Insurance 5.6%; Capital Markets 6.2%
� Core banking and insurance deals heating up
� Global and super regional’s key to growth
� Europe: 5 year CAGR IT Spend [1] : Banking 2.71%; Insurance 2.4%; Capital Markets 2.2%
� Institutions focus will be to improve cost-to-income ratios
� Newly sanctioned IT transformation projects beyond regulatory requirement increase
� ROW: 5 year CAGR IT Spend [1] : Banking 8.49%; Insurance 7.8%; Capital Markets 5.7%
� Decreasing interest rates forcing banks to be more cost-conscious
� Mobile will continue to be hot bed for investment
� NA: 5 year CAGR IT Spend: Banking 4.23%; Insurance 3.7%; Capital Markets 3.6%
� Retail, risk and compliance, core processing and payments key investments
� Bank failures continue to decline, little de novo growth seen
[1] Regions for Spending Guides (1) AP; (2)Europe; (3)Latin America, Middle East and Africa as ROW; (4)NA
2. Institutions Will Leverage Their Investments of the Past 3 Years Improving Compliance Data Management With New Initiatives to Extract Additional Business and Operational Value With Analytic-Based Capabilities.
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� Similar trend, yet at a slower paced compared to Europe and US
� Risk management initiatives and big data and analytics will continue to be active projects in APAC
� Data management investments remain high
� Compliance initiatives around MiFID II, EMIR and Dodd-Frank and FATCA
� Data collection, dissemination and reporting are key areas
� Data management key investment for both efficiency and innovation
� Near term regulatory requirements addressed
� Smart technology around credit risk management and financial security intelligence lead initiatives
� Effective data management and analytical capabilities driving global organizations based in NA
� Legacy and distributed data still a concern as focus turns towards improving middle and back office
3. All Modernization And Improvement Initiatives Must Include Three Components To Be Successful (Technology, People, and Processes); We've Focused Too Long on Technology in a Vacuum and in 2014 We'll See The IT Organization Become More Important
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� Leading banks hiring executives outside of banking
� Core refreshments continue to be most complex IT initiatives
� Must have ability to modify, streamline and standardize processes
� Most long-established institutions have requested IT to be customized to fit existing processes – trend needs to be reversed
� Overall cost of new technology may not have desired returns
� Significant change now gives the end-user and business lines more power on strategic IT decisions
� Bucking the trends in NA and Europe, transformational projects will mostly focus on IT projects
� Aging legacy platforms and successful transformational projects makes NA prime for additional modernization
� Growing importance will be placed upon processes and people
4. The Most Successful Financial Institutions in 2014 Will Be Those Who Can Deliver An Enhanced Omni-Channel Experience To Their Customers And Prospects, Using New Enabling Technologies And Supported By Appropriate Business Processes.
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� Focus will shift to improving service levels, increased data visibility, and value-creation
� Analytics and middleware to provide geography-agnostic financial products
� Adapt old strengths into new channels for best of both worlds solutions
� Increase the use of self service, particularly across online, mobile and social
� Inclusion of PFM tools as part of the experience will increase
� Video continues to be out of reach for most, but becoming more reliable
� Focus continues to be on client acquisition and retention
� Architectural platforms for newest channels were rushed to market, and will need further updates and refreshes
� Branch continues to be a key component of omni-channel experience
� Technology owned by customer will become increasingly involved in process both at the branch and outside of the branch
� Biometric technology finally gets traction
5. Core Transformation Projects Will Create Opportunities For Banks To Out-Innovate Their Peers, Giving Innovators Years Of Technology Advantage Over Core Banking Laggards.
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� Increase in number of core banking projects – particularly channels, risk and compliance, and integrated data management
� Hot markets for core modernization include: Australia, Taiwan, Malaysia, Singapore and Hong Kong
� No major conversions, however the core transformation initiatives will commence in earnest in 2014
� Mid tiered institutions will look to the cloud as a delivery platform for core, while large institutions favor premise based
� In Latin America, core banking solutions are second only to fraud detection with regards to future investment
� Customized, internally developed solutions and packaged software could become a viable alternative to large core solutions
� Foreign owned institutions in the US will begin to leverage real-time core systems to introduce new products
� No significant US core replacements will be completed in 2014
6. Consumers Will Become the Disruptors In Financial Services by Minimizing Their Interactions With Their Primary Institution And Increasing The Use Of A Variety Of Purpose-Built Apps That Provide Immediate And Focused Value.
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� Due to conservative regulation in most Asian countries, consumers are left with mostly plain financial options
� Asia’s emerging middle class creates new opportunities for innovation
� Mobility remains biggest disruptor
� Number of finance specific apps continue to proliferate creating challenges for both institutions and customers alike
� Transformation continues to be muted due to the challenges of achieving scale and winning customer share
� Transactions, both physical and digital, continue to grow
� Mobile apps relegated to a specific piece of population and does not pose significant risk
� Mobile payments and potential impact of telcos still uncertain
� Functionally specific financial apps from non-banks continue to erode financial institutions ability to remain central
� Will continue to see specific apps built that only do one thing, but do it well – this will require an app strategy to be developed at many financial institutions
7. Lured by their Aggressive Growth in Premiums, Insurers Continue to Pay Close Attention to the Emerging Market Nations in Developing Asia and Latin America
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� China opens up compulsory third party liability motor insurance market to foreign participation
� ASEAN nations (Thailand, Indonesia, Malaysia and Philippines) represent largest opportunities for growth
� European maintains 33.3% of global insurance market
� Expansion efforts overseas due to competitive home market
� Pension fund reform measures will drive urgency for private life insurance products
� Massive investments in Latin America around commercial lines such as property, credit and surety
� Instruments like index-based weather insurance solutions emerge in Mexico
� North America maintains 30.2% of global insurance market
� Expansion efforts overseas due to competitive home market
8. The Battle for Dominance on the 3rd Platform Begins as Firms Move From Ad-hoc, Repeatable, to Managed Initiatives and New Application Mash-ups that target Value Creation in Customer Acquisition, Market Intelligence, and Operations.
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� Banks begin to shift IT budgets toward innovation and next generation solutions designed for 3rd platform
� Human-centered design will become a discipline in application development
� Cloud initiatives gain in acceptance
� Increased demand of real-time analytics to the business lines
� Increase use of private cloud for operational efficiencies / effectiveness and internal collaboration purposes becomes a regional priority
� Top challenges – skills, securing budget, developing performance metrics
� Big data analytics moves from theory to practice, leading use cases emerge and over deliver value
� While 3rd platform technical acceptance grows, staff and business models reengineering emerges as leading challenges
� No slowing in cloud adoption. Sectors advance at different paces, in different directions. SaaS continues to take share from the packaged software market.
� Big data market growth moves up the stack – analytics and applications, VC investments in BI/Analytic Tools. Information security enters a disruptive era,
� Buyer demand heats up for secure mobility standards.
9. Investment In Risk Management Information Technologies, Services and Skills Exceeds $71B in 2014, as Firms Industrialize Credit and Market Risk Systems, Operational Risk Disciplines Get Renewed Support, and Management Learns to Sell Risk
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� Generous budgets for risk initiatives. Hong Kong, Singapore, ASEAN region
� Credit analytics, liquidity and asset liability management, information and cyber security, enterprise risk dashboards and reporting.
� Enterprise data management and skilled risk management staff key challenges
� 2014 stress tests to influence IT investment budgets, tighten compliance reporting, liquidity modeling, insulating from counterparty and further systemic shocks.
� Principles for risk data aggregation and reporting, derivative markets transparency dominate vendor attention and infrastructure renewal
� Risk initiatives take top seat in infrastructure modernization in 2014
� Leading initiatives are retail and claims fraud, core analytics for consumer credit and capital management, and operational risk.
� Demands increase for management consulting, systems integration
� Derivates market reform, risk data aggregation, LEI integration, and CCAR 2014 changes draw management and vendor attention
� New wave of treasury service platforms will focus on liquidity risk, asset financing, mobility and multi-bank solutions
� Fraud analytics drives more vendor M&A and venture investments, specialized services
10. Mobile and "Alternative" Payment Adoption Will Remain Muted In 2014 As A Wide Array Of Providers Try To Find A Value Proposition That Resonates For Both Merchants And Consumers.
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� While some areas build out NFC, focus remains on payment functionality and security
� Payment data analytics will focus on fraud, risk analytics, and cross-sell opportunities
� No significant shift in 2014, modest enthusiasm around mobile payments
� Activity will be focused on services like interactions, loyalty, ticketing, couponing, and targeted marketing
� Latin America market continues to make small steps towards solidifying a mobile payment strategy
� Solutions targeted towards the unbanked and under-banked may focus on basic applications like m-commerce, account transfer and bill payments
� ISIS and MCX consortium solutions will stir more press interest than consumer interest
� NFC continues to be unsettled in the near term, particularly because of modest early adoption and presence of different technologies
Essential Guidance
� IT spend continues to grow, strongest in developing regions
� Need to look beyond GRC as a burden and focus on ways to drive value
� Reducing expenses and finding new revenue streams to help drive down efficiency ratios
� Third platform will allow legacy upgrades to occur faster and cheaper
� Key business drivers in 2014 (and beyond):• More regulatory pressure• Deeper customer engagement• Desire to increase efficiency
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Feliz Navidad
y
Próspero Año 2014
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91
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