These predictions provide a strategic context that will enable CIOs to lead their organizations through a period of multiplied innovation and disruption over the next 5 years. They also lay out IDC’s vision for the 10 most important shifts that will happen in IT organizations over the next 60 months and will help senior IT executives in the formation of their strategic IT plans.
As industries — and the global economy — rapidly realign and consolidate around digital innovation, CXOs must race to reinvent their organizations for the fast-paced multiplied innovation world. This means reinventing IT around a distributed cloud infrastructure, public cloud software stacks, agile and cloud-native app development and deployment, AI as the new user interface, and new, pervasive approaches to security and trust at scale.
Driven by the acceleration of digital transformation within their enterprises, CIOs have engaged in a significant shift in their IT leadership objectives which are driving the development, monitoring, and usage of new IT metrics and KPIs. What are the new guiding principles being used to deal with the “service oriented” IT business required by the rapid introduction of new technologies? Such concepts may seem obvious when listed but are too often unknown during implementation of metrics.
Industrial inspections, regardless of the reason for inspection, can be a very dirty and dangerous job. While not necessarily dull, industrial inspections definitely cover 2 of the 3 D’s of robotics deployment (dull, dirty, and dangerous). Industrial inspections can range from inspecting operational assets and operational facilities to inspecting defunct facilities during the de-commissioning process or evaluating the health and risk of non-operational holding tanks. There is no shortage of reasons to conduct industrial inspections, and there is a big business emerging for robotics to be leveraged in the inspection process.
Commercial service robots are robots that perform some useful task, with the exception of those robots operating within the realm of industrial automation or those considered consumer robots. This basically means that any robot that is not involved in industrial automation or for strictly consumer purposes are commercial service robots. This category includes robots that operate within logistics operations, hospitals, in the retail store, providing security services, and even delivering your takeout orders. There is a massive opportunity for commercial service robots to take on tasks that enable people to spend time doing other things that humans excel at, while stepping away from the dull, dirty, or dangerous tasks.
Combatting a competitive market is no easy task. A growing concern of many manufacturers is the potential that they no longer have a tight bond with their customers which can withstand upstart competitors or third-party service providers who can eat away at profits. Recent IDC Manufacturing Insights data highlighted that the top business concern for service leaders was declining sales closely followed by a desire to expand into new markets. These two concerns combined demand that manufacturers innovate with new service products, differentiate through enhanced value, and wow current customers and prospects via value-add experiences.
Unlike a few years ago, U.S. federal civilian agencies are not seeing double-digit annual growth in information technology spending. But moderate growth is still underway. Some of these spending increases are happening because agencies face significant ongoing expenses related to maintaining legacy systems.
Data governance is no longer optional: regulations such as GDPR will start to be enforced; and organizations are finally realizing the value of data as an asset that needs to be protected, managed and maintained to increase asset value. Because data is a digital asset, and has mostly been managed within the realm of IT, organizations are quick to look at technology, expecting to find data governance software and solutions; but technology is only part of the solution.
Digital transformation (DX) is causing a shift in the enterprise. Business leaders must rely on new KPIs for effective IT measurement. This blog covers the shift from traditional IT KPIs to the new KPIs that are being demanded as organizations are disrupted by digital transformation.
The day-to-day management of fee-for-value (FFV) transactions is virtually 100% manual, with critical calculation of value-based payments performed by spreadsheet or custom programming in SAS or SQL. As the number and breadth of value-based relationships grow, the industry’s administrative burden worsens. Important FFV calculations and financial settlements are months delayed, lacking transparency and accuracy. The ability of payers to launch new value-centric benefit products is hobbled by inflexible contract and payment platforms.