IDC Financial Insights’ latest insurance research uses the IDC MarketScape model to present a 2018-2019 assessment of 13 vendor companies servicing the insurance organizations across the globe in their digital transformation (DX) initiatives. This research is a quantitative and qualitative assessment of a vendor’s ability to enable insurance organizations to succeed in their DX initiatives and help anticipate its ascendancy. The evaluation is based on a standardized and comprehensive framework and a set of parameters expected to be most conducive to success in providing DX services in the short and long term. The general market’s perception and technology buyers’ perception of vendors’ current capabilities as well as their attitudes to innovation to help insurance carriers and intermediaries thrive in an extremely challenging marketplace are key components of this evaluation.
The device landscape continues to progress at a rapid pace. Existing devices evolve into new, more usable form factors, and brand-new categories enter the market and quickly impact employee productivity, while IT races to manage them. The top 10 predictions for worldwide connected devices are:
Enterprise LOBs are rushing to implement cloud-based SaaS solutions, often without support from IT. However, although initial pilot costs may be minimal, as applications begin to scale, their financial impact becomes significant. What steps can CIOs take to address this problem?
As organizations undertake digital transformation initiatives, cybersecurity concerns rise in significance. Digital transformation efforts often lead to the selection and implementation of new technology solutions, increasing the complexity of the computing environment and, therefore, increasing the attack surface of the organization. Cybersecurity professionals must remain at the top of their fields, keeping abreast of changing technologies. Certification programs provide IT leaders with an objective yardstick as they evaluate their teams’ existing skills and identify potential skill gaps.
The mission in financial services today is driven by the need to improve customer engagement in selling, delivering, and servicing financial products, payments, and services. Included in this mission is the need for some financial service firms to improve their “brand trust,” providing their customers with a more transparent and secure environment. While some of this will be driven by internal strategy, much of it will be dictated through regulation and guidance. Driving all this is a concept called “connected banking,” which is forcing the industry to disrupt its own business model by connecting to adjacent markets in order to expand the relationship with its customers and provide an experience that is being shaped by industries outside of financial services.
The worldwide oil and gas industry continues to face volatility from macroeconomic, geopolitical, and ecological pressures. Oil and gas companies have had to transform themselves into more agile and flexible organizations. Digital technology has enabled a path to digital transformation (DX) that companies are using to build flexible and adaptable organizations that can predict and rapidly respond to shifts in commodity prices. The larger, traditional oil and gas companies are also under threat from smaller start-ups with private investment funding that are using digital technologies like cloud, mobility, big data, and Internet of Things (IoT) to scale rapidly to market demands.
This IDC FutureScape provides the top 10 predictions that will impact stakeholders in the urban ecosystem as regional and local government agencies look to modernize and transform IT systems, operational systems, and business processes. These predictions are designed to provide the strategic context to enable government leaders — from mayors and city managers to council members, CIOs, and innovation officers — to transform their organizations through the application of technology to real business challenges. This document encapsulates the IDC Smart Cities and Communities team’s collective understanding of major urban transitions and their impact on municipalities, counties, states, and regional organizations.
In this study, the global team of IDC analysts presents the top 10 predictions around intelligent ERP (i-ERP) and associated intelligent enterprise applications. i-ERP and intelligent enterprise applications use machine learning (ML), artificial intelligence (AI), and advanced analytics built on a large, curated data set to forecast, track, learn, route, analyze, predict, report, and manage enterprise assets and business processes. Intelligent ERP and intelligent enterprise applications feature an assistive and conversational user experience and free users’ time for higher-value tasks by automating high-volume repeatable tasks and augmenting (via human-machine interaction) the performance of less frequent, more novel tasks. They are capable of processing, analyzing, and acting on massive volumes of data in real time using in-memory computing (IMC) technologies. As systems that learn, i-ERP and intelligent enterprise applications must allow for ongoing reconfiguration to enable process refinements and user experience (UX) adaption.
Technology is changing the concept of work as we know it and the technological advances anticipated over the next several years will dramatically continue to do so. This evolution is expected to have a substantial impact on an organization’s work culture, work space and workforce. Specifically, each of these organizational pillars is influenced in the following manner: