© Copyright Ovum. All rights reserved. Ovum is a subsidiary of Informa plc. 1 Ovum IT Research...

© Copyright Ovum. All rights reserved. Ovum is a subsidiary of Informa plc.1

Ovum ITResearch Agenda 2013

© Copyright Ovum. All rights reserved. Ovum is an Informa business.2

Welcome

Welcome to the Ovum IT 2013 Research Agenda. This year we have continued to invest further in primary research and data-driven tools to help you, our customers, gain the insights you need to take business-critical technology decisions.

Whether you are an enterprise buyer or a technology or services supplier, Ovum helps to save you time, save money, and reduce your business risk. We speak to over 5,000 CIOs, CEOs, and senior decision-makers every year, providing advice on technology strategy, product selection and procurement, and managing technology investments for business value.

We have launched a new, simplified web portal, and invested heavily in customer support to provide you with the best quality of service, whether through written reports, analyst advisory, or custom engagement. Thank you for your continued business, and we look forward to serving you in 2013.

Ian Charlesworth

Director, Ovum IT

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2013 Super Themes

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Technology ResearchTopic Descriptions

Note: please view this document in presentation mode to simplify navigation

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Ovum at a glance

A global IT and telecoms advisory firm serving enterprises, the public sector, and industry technology vendors.

Our mission: Helping enterprises make better technology decisions

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Why Ovum? Global reach, collaboration, data-driven

What distinguishes Ovum is our methodologies, collaborative culture, tools, and focus on data-driven research

Ovum’s data is not just product shipment numbers, but hard data on what enterprise and public sector organizations think and plan to do

Ovum is large enough to have a global reach, a broad portfolio of coverage, and the ability to invest in data and research

Yet Ovum is also small enough to permit effective collaboration between analysts and practices, so that we provide integrated analysis and recommendations

Ovum has been jointly named Global Analyst Firm of the Year 2012 by the Institute of Industry Analyst Relations (IIAR)

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Ovum has a 360° view of the market ....

Create

Select

Manage

Assess

Target

Compete

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… supported by data-driven insight and tools …

Macro consumer trends

Strategic marketoutlook

Market opportunities& segmentation

Business &technology priorities

Competitivepositioning

Opportunity-level insight

Needawarenes

s

Consumer technologyimpact on supply side

Business-case

generation

IT spendmetrics

RFPshortlisting

Productselection

Consumer impact

on demand

…. at all points in the

value chain

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2011 2013

2012

Social media monitoringmarket will grow at 16% CAGR

over next 5 years

24% of mobile workplace devices are employee-owned

Sizing the Digital

Opportunity

72% of enterprises rate improving customer experience

as a top priority

Hardware

Software Comms

SaaS is already deployedin 54% of organizations

© Copyright Ovum. All rights reserved. Ovum is an Informa company9

Ovum IT’s research coverage

Market Intelligence (Primary Research, Market Forecasts, Data-Driven Tools)

Government

Education

Energy & Utilities

Media & Broadcast

Telecoms

Horizontal Technology Streams Vertical Industry Technology Streams

* Note: Oil and Gas is a provisionally planned research stream for 2013

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Retail Banking

Financial Markets

Insurance

Life Sciences

Healthcare

IT Services

EnterpriseApplications

EnterpriseCommunications

Enterprise ITManagement

Consumer ImpactTechnology

InformationManagement

Software Lifecycle& Integration

Infrastructure andSecurity

Oil & Gas *


Once distinct, the IT and telecoms domains are rapidly converging around key areas of the ICT supply chain. This provides opportunities and challenges for the varied players involved in delivery and consumption of ICT services. Ovum is uniquely positioned to provide comprehensive research and analysis of these topics across IT and telco perspectives through a collaborative, topic-led research agenda.

Topic Client Imperative

Cloud Computing Already an accepted part of the ICT landscape, cloud is also the catalyst for a longer-term transformation in the delivery of ICT services and capabilities

Mobility Mobility is at the top of the business and ICT agenda, as organizations look to support increasingly virtual workforces, and mobile becomes a primary channel for customer engagement

Unified Communications Combining data, fixed, and wireless infrastructure for the provision of IP-based services, including voice, data, and video, is fundamentally altering the deployment and delivery of communications

Customer Experience Optimizing the customer experience has become a business priority across all sectors, requiring both tactical and transformational approaches to deliver superior value to clients, consumers, or citizens

Machine-to-Machine (M2M) Ubiquitous sensors and connectivity in the physical and built environment are creating new opportunities for digital business processes and for the communications services to enable them

Ovum’s advantage in a converging ICT industry

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OVUM SERVICES

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Ovum Knowledge Center

A subscription to the Ovum Knowledge Center will revolutionize the way you research, with intuitive features, unparalleled content, and ease of use.

Simple navigation

Create saved searches

Open file formats

Powerful search

Receive research alerts

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Ask an analyst


Analyst enquiries and engagement

Ovum’s expert analysts are always available to respond to your enquiries

An Ovum subscription is inclusive of questions relating to existing research

Premium analyst support enables you to use analyst time for a wide range of enquiries and support

We encourage you to think of Ovum analysts as an expert business partner and an extension to your own team

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Fact-based consulting services for enterprises

Select ManageCreate

Strategic Insight and Briefings

Organizational and Design Reviews

Value Assessment and Value Realization

• IT strategy briefings• IT governance

• IT effectiveness review• IT risk assessment

• Value realization• Benchmarking

• Strategic briefings• Tech opportunities• Disruptive technologies

• IT architecture review

• Value assessment

• Vendor landscapes• IT spending trends

• Retained organization review

• Sourcing strategy• Benchmarking

Bespoke Market, Vendor, and Technology Analysis

• Technology trends • Product evaluations• Vendor analysis• Technology analysis

• Market trackers

Vendor and Technology Selection and Bid Support

• Commercial support• M&A support• Selection support

• Vendor capabilities• Vendor cultural fit• Savings predictor

• Relationship checks

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Fact-based consulting services for vendors

Target CompeteAssess

Strategic Insight and Briefings

Organizational and Design Reviews

Value Assessment and Value Realization

• Competitor trends

• Capability assessment• Competitor

weaknesses

• Benchmarking

• Scenario planning• Market trends• Strategic briefings

• M&A support

• Benchmarking

• Competitor messaging

• Go-to-market assessment

• ROI analysis

Bespoke Market, Vendor, and Technology Analysis

• Market segmentation• Market forecasting• Market sizing

• Market positioning• White papers

• Market trackers• White papers• Webinars

Vendor and Technology Selection and Bid Support

• Relationship healthcheck

• Partner assessment

• Due diligence• Win-loss analysis

• Bid support

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Ovum Events

Ovum run a range of leading industry events for the IT and telecoms sectors that are specifically designed to keep CIOs and senior IT management appraised of the latest developments in technology. Through a mix of conferences, dinner debates, webinars, and our annual Ovum Industry Congress, we bring leading IT and telecoms suppliers and solution providers together with senior-level decision-makers from end-user organizations.

2013 Events Schedule Date Location

Ovum IT Development & Operations Conference 19 Mar London

Ovum Industry Congress 14/15 May London

The Enterprise Mobility Forum 5 Jun London

Smart Cities Europe 11/12 Jun London

The Banking Technology Forum 18 Jun London

The BI, Big Data and Analytics Forum 10 Sep London

The Ovum Cloud Forum 11 Sep London

The European Ovum Industry Congress 17 Sep Amsterdam

The Customer Experience Management Forum 8 Oct London

The Annual Banking Technology Forum & Awards 7 Nov London

The Business Process Management Forum 14 Nov London

The Identity and Access Management Forum 3 Dec London

Expert opinion

Practical advice

Industry insight

Interactive discussions

Networking opportunities

Complimentary attendance

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OVUM TOOLS

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ICT Sales Prospector

Revolutionize your approach to lead generation, with information on more than 750,000 companies, including 250,000 with ICT spending data; industry information for over 700 sectors; data on over 20,000 IT services contracts; and geographic coverage that focuses on growth markets as well as more mature regions.

1. ASSESSIndustry AnalyzerAssess the potential of your target marketsWith data on over 700 industries, seeing and comparing the whole landscape just became easier

Company List BuilderIdentify companies that match your target profile With 20 filters and 30 company fields to download, building your custom target list is quicker than ever

2. IDENTIFY

Company AnalyzerConnect using realtime profiles and data on your target companies With comprehensive information for thousands of companies, be assured that you will know your prospects better than your competition

3. CONNECT

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CIO Executive Insights

Understand the business issues driving technology spending and priorities. Capitalize on insight from over 3,000 interviews per year with CIO/IT decision-makers: interrogate the results online, chart, extract, and then analyze.

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Addresses key issues including:

• How does propensity to purchase specific technologies vary by vertical market, country, and size of enterprise?

• Which technologies will IT decision-makers be purchasing in 2013 and 2014?

• What are strategic priorities at major enterprises, and how are these translated to IT imperatives?

Unrivalled coverage:

• 60 technology areas, including mobility, cloud, CRM, security, business intelligence (BI), systems management, and network

• 13 vertical markets, including financial services, telecoms, utilities, media, life sciences, manufacturing, government, oil & gas, and logistics

• Asia-Pacific, Europe, and Latin America, with country-specific breakdown


Technology Trends

Get deep insight into your customers’ technology spending, priorities, perceptions, and influencers. View customer sentiment for eight geographical markets, 10 vertical markets, and five enterprise size bands; compare findings across datasets and extract your results directly to Excel or PowerPoint.

Spending on external IT budget

Expected technology investments

Vendor Selection Criteria Average Rating

Specific functionality expertise/depth 3.26

Leading-edge technology 3.19

Financial stability 3.16

Breadth of solution offerings 3.03

Expertise in your industry 3.01

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IT Services Contracts Analytics

The most comprehensive, up-to-date guide to outsourcing contracts signed within the global IT services market. The database tracks every publicly announced outsourcing deal worth over $1m signed in the marketplace, and contains over 20,000 IT services and BPO deals.

Map Analysis of Deals

Detailed Results View

Discover which vendors are winning major deals

Plan where best to allocate resources based on accurate information around contract expiry dates

+ Identify trends in outsourcing across vertical markets and geographies

+

+

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ICT Spending Predictor

The ICT Spending Predictor offers unique insight into estimated IT expenditure for over 30,000 organizations in Europe, the Middle East & Africa, and Asia-Pacific. The tool leverages the wealth of information that Ovum has collected around the IT spending patterns of enterprises and generates an informed picture of demand in the form of IT spending estimates based on company demographic information.

+ Build lists of organizations with top IT expenditure estimates in your target markets.

+ Leverage IT spending pattern information to tailor account targeting based on demographics.

+ Generate IT budget and spending forecasts on the basis of demographic characteristics.

+ Understand the IT budget breakdown by category in various organization types

IT Spend Segment Sub-Category

Hardware Server & storage infrastructure

Networking infrastructure

End-user computing

Software Software licenses

Support and maintenance

Services Application services

Infrastructure services

Helpdesk & support

Communications Enterprise voice services

Enterprise data services

Converged services

Consulting System design & architecture

DR & business continuity

Training & education

Key metrics

ICT budget estimate for current year

ICT budget estimate for next year

Internal : external spend ratio

Spend by IT segment

Spend by channel segment

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Enterprise IT Spend and Staffing MetricsOvum’s Enterprise IT Spend & Staffing Metrics tool offers a unique insight into estimated IT expenditure and staffing levels for organizations of all types across the globe. The tool leverages the wealth of information that Ovum has collected around the IT spending patterns of enterprises and generates an informed picture of demand in the form of IT spend and staffing estimates based on company demographic information.

IT Spend Segment Sub-Category

Hardware Server & storage infrastructure

Networking infrastructure

End-user computing

Software Software licenses

Support and maintenance

Services Application services

Infrastructure services

Helpdesk & support

Communications Enterprise voice services

Enterprise data services

Converged services

Consulting System design & architecture

DR & business continuity

Training & education

Staffing Segment Sub-Category

IT Infrastructure Data center related

Network related

Telecoms related

End-user computing related

Applications Application management

Application support

Application development

Service Support First-line support

Second- and third-line support

IT Management Strategy and architecture

IT procurement and contract management

Project management

Business relationship management

+ Benchmark your IT spend by category + Benchmark your IT staffing by category

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Industry Profiles

Ovum’s industry profile reports provide a comprehensive formal analysis of a vertical industry that helps technology vendors and service providers to assess market potential, target their offer towards customer needs and business drivers, and understand the competitive landscape.

Profile format

Industry overview

Industry structure

Current developments

Five-year spending forecast

Spend by sub-segment

Spending outlook

Market opportunity analysis

Leading vendors

Major IT deals

Top-of-mind IT issues

Industry coverage

Financial services

Retail banking

Insurance

Financial markets

Healthcare providers

Pharmaceuticals

Biotechnology

Telecoms

Mobile broadband services

Media

Energy

Oil & Gas

Utilities

Transportation

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Ovum Decision Matrix

The Ovum Decision Matrix compares the leading solutions in major enterprise and industry-specific technology categories and greatly reduces the time and risk involved in product and service procurement.

Selecting the wrong product or taking too long to procure a critical piece of infrastructure can open the CIO up to criticism from across the organization. That is why IT needs to have research, tools, and advice on markets and vendors available during procurement projects.

Ovum has a tested and proven set of deliverables that help IT managers make the right decision in a timely manner. The Ovum Decision Matrix is complemented by an interactive tool that enables you to personalize the comparison for your own organization.

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Ovum Decision Matrix for enterprise technologies

Business Intelligence *

Business Process Management *

Content Management *

Customer Relationship Management

Data Warehousing *

Enterprise Collaboration *

Identity and Access Management

Mobile Device Management *

Information Security *

Infrastructure Management *

Integration and Middleware *

IT Service Management

Software Lifecycle Management

Unified Communications

Enterprise Social Networking *

Mobile Application Management Platforms *

Ovum currently provides a Decision Matrix for the following enterprise technologies, refreshed on an 18-month cycle. (* indicates those due for update during 2013)

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Ovum Decision Matrix for industry technologies

Core administration platforms for non-life insurance

Global international core banking platforms

Online banking platforms

Home telemonitoring solutions in healthcare

Asset management solutions for oilfield operations

Advanced CRM solutions for telcos

Institutional performance management solutions for higher education

Energy distribution management systems

CRM for utilities

Clinical trial management systems

CRM for government

Marketing automation management platforms

Traffic and scheduling systems for broadcast

Online video platforms for broadcast

Media asset management

Social analytics for broadcast

Ovum is scheduled to produce a Decision Matrix for the following industry technologies during 2013:

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2013 SUPER THEMES

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Exploiting information for business insight

Managing enterprise risk, security, and compliance

Building the customer-adaptive enterprise

Succeeding in a mobile, social, and connected world

Promoting ICT-enabled business innovation

Modernizing ICT andoperational platforms

Transforming service delivery

Ovum IT Research Agenda

2013

Delivery model

innovation

Adaptiveanalytics

architectures

PaaS: innovating software delivery

Enterprise services in the cloud

Software development

in and on the cloud

Big Data adoption

challenges & opportunities

Game-changingbusiness analytics

Next-generationenterprise

applications

Delivering business value

from data integration

Managing the

innovationprocess

Adding business value through outsourced

services

Agile projectsand platforms

Reference architectures for

emerging technologies

Transitioning to

a virtual IT environment

Managing a service-

centric approach

Established and emerging

styles of integration

Infrastructure consolidation through integrated systems

Mobileapplicationdevelopme

nt

Protecting assetsoutside the firewall

Security in and

for the cloud

BYOD strategies

in a dynamic market

Next-generation

collaboration and info

worker tools

Embracing the consumerized workforce

to drive innovation

Exploiting theM2M

opportunity

Information governance

andcompliance

Managing performance, risk, and compliance

Managed mobilityin the

enterprise

Contact centertechnologies

Customerexperiencemanageme

nt

Managing social

communities and

interactions

Intelligent and on-demand networks

Evolving IT organization and service

modelsStrategies for a customer-adaptive enterprise

Evolving ITgovernance

Redefining digital marketing

planning and buying








2013


Life Sciences& Healthcare

FinancialServices

Telecoms

Energy, Utilities & Sustainability

Government & Public Sector

• Sourcing and managing ICT in the public sector

• The frontiers of ICT-enabled innovation in public services

• The smart city as a catalyst for transforming economies, urban environments, and public services

Retail Banking• Creating the modern banking

platform• Delivering innovation in payments• Securing the retail bank • Enhancing customer experience in

the digital channel ageInsurance• Making better decisions through

analytics• Optimizing insurance core

administration• Strengthening channel

managementFinancial Markets• Managing risk and regulation after

Dodd-Frank and Basel III• Creating a multi-asset trading

platform• Buy-side technology: enabling

client growth

Media &Broadcast

Education

• Telcos connect the dots to turn data into insight

• Can IT vendors push telcos into the cloud?

• Customer experience management: telcos’ new frontier


2013








• Big Data in healthcare, from genomics to RFID

• Mobilizing healthcare• Security, identity, and access to

healthcare• Life sciences applications migrate to

the cloud • Unlocking the potential of emerging

markets

• Managing the migration from linear to hybrid linear and on-demand operations

• Rights and royalties management systems• Social media exploitation strategies and tools

for media• CRM and e-commerce for broadcast• Digital asset management for broadcast and

publishing

• Big Data, small data, and everything in between

• Next-generation online learning and transformation

• Slaying the BYOD and student experience dragons

• Mobile applications and communications in the energy industry

• Smart grids and smart oilfields

• Renewable energy: planning and controlling distributed generation

• Next-generation analytics• IT in the age of

unconventional fuels• Energy management in

buildings, industries, and logistics


2013


Super Theme: Managing enterprise risk, security, and compliance

Description of topic

With ICT an integral part of today’s digital business, organizations must manage the associated risk as a business issue, rather than seeing it as purely an IT concern. Changing delivery models are increasing the complexity of the security landscape, but top-performing organizations treat effective security and risk management as a core capability for managing business performance, and as a competitive differentiator, rather than as a burden. For the CIO and Chief Information Security Officer, cloud and mobility are adding to the complexity of the landscape, and are requiring new approaches to extend security outside of the firewall, and to provide rapid risk intelligence and response. This theme focuses on a joined-up approach to governance, risk, and compliance, which can provide effective insight at operational and strategic levels.

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Exploiting information

for business insight



Succeeding in a mobile,social, and connected world




Ovum ITResearch Agenda

2013


Super Theme: Managing enterprise risk, security, and compliance

Signature research

• Information governance and compliance

• Security in and for the cloud

• Protecting assets outside the firewall

• Managing performance, risk, and compliance

• Evolving IT governance

Related industry topics

• Securing the retail bank: tackling financial crime and IT security

• Privacy and security in healthcare: the battle to keep pace

• Managing risk and regulation in financial markets after Dodd-Frank and Basel III

• Remaining in regulatory compliance in insurance

• Privacy and security: consent-management technologies help telcos forge new roles as trusted identity brokers

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Super Theme: Exploiting information for business insight


New sources of data and advances in technologies for analytics are providing organizations with improved strategic insights, helping to optimize processes, and informing operational decisions, all at a speed that has hitherto been unachievable. However, exploiting these opportunities does require some significant effort on three fronts. Culturally, the organization must promote and enable information sharing, collaboration, and fact-based decision making. Secondly, effective data management processes and strong information governance are essential to provide a consistent view across the organization. Finally, incorporating new capabilities such as Big Data analysis requires architectural change including the definition of a broader analytics platform, and the provision of end-user tools for analysing and visualizing trends in large data sets. This theme focuses on managing the information assets of the business, and applying analytics to create business value and insight.

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2013


Super Theme: Exploiting information for business insight

Signature research

• Game-changing technologies for analytics

• Competing with Big Data

• Big Data adoption challenges and opportunities

• Unlocking business value with analytics

• Next-generation enterprise applications

• Delivering business value from data integration


• Making better decisions in insurance through analytics

• Applying more powerful analytics to institutional data in higher education

• Dealing with the data tsunami in healthcare: BI and analytics come to the fore

• Next-generation analytics in exploration and production

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Super Theme: Transforming service delivery


Providing the high-quality services that underpin business processes is a priority for most organizations, but requires a move beyond a purely IT-centric approach to delivery. Cloud, shared services, and more flexible outsourcing arrangements provide a wider range of options for the CIO, but must be successfully orchestrated into a business service platform that can react quickly to changing business requirements, and to disruptive trends such as bring your own device (BYOD), social networking, and consumerization. This will in turn impact both the operation of the IT organization, as more emphasis is put on software development and deployment in the cloud, and the go-to-market strategies of service providers looking to remain competitive in this changing environment.

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2013


Super Theme: Transforming service delivery

Signature research

• Transformation and modernization in outsourced services

• Go-to-market strategies and partner ecosystems for IT services

• Enterprise services in the cloud

• Managing a service-centric approach

• Platform-as-a-service: innovating software delivery

• Software development in and on the cloud

• Verticalization of IT services


• Optimizing insurance core administration

• Cloud computing in life sciences: not just for data



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Super Theme: Promoting ICT-enabled business innovation


In a digital world, technology is seen by business leaders as a primary source of innovation and competitive advantage, but the most successful companies are better able to build a pipeline of innovation, and to systematically translate this into business improvement and reinvention. This theme focuses on the innovation process, and on aligning the IT organization and service delivery model to support it. It discusses how organizations can adopt a more agile platform and project approach that enables a faster response to new business requirements and opportunities, It also explores how a wider range of inputs from employees, consumers, and suppliers can be leveraged as sources of innovation, and explains the opportunities for service providers and vendors to partner with their customers to support this process.

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2013


Super Theme: Promoting ICT-enabled business innovation

Signature research

• Evolving IT organization and service models

• Managing the innovation process

• Agile projects and platforms

• Managing requirements to meet expectations and exploit an agile approach

• Embracing the consumerized workforce to drive innovation

• Adding business value through outsourced services



• Consumerization of IT: what it means for healthcare

• IT meets tough oil & gas environments and unconventional fuels

• Next-generation online learning and transformation in higher education

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Super Theme: Modernizing ICT andoperational platforms


Organizations must balance the adoption of new technologies while continuing to modernize and extract value from their existing IT investments. From an infrastructure perspective, this involves further virtualization and automation that leads towards a private or hybrid cloud environment, and the adoption of standardized integrated systems to support consolidation and reduce management complexity. For the application portfolio, consolidation is also a key objective with an expanding range of deployment options, but also requires an integration approach that can support both on-premise and public cloud-based applications. However, the convergence of operational and information technology means that IT systems are as likely to be found embedded in a business asset or process as they are to sit in a data center, so modernization is often explicitly linked with business change, and an enterprise architecture is a vital part of managing these in tandem.

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2013


Super Theme: Modernizing ICT andoperational platforms

Signature research

• Transitioning to a virtual IT environment

• Reference architectures for emerging technologies

• Established and emerging styles of integration

• Intelligent and on-demand networks

• Infrastructure consolidation through integrated systems


• Creating the modern banking platform

• Managing the migration to on-demand broadcast operations

• The impact of cloud and multi-platform disruption on the architecture of broadcast

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Super Theme: Succeeding in a mobile, social, and connected world


The highly mobile, social, and always-on connected world in which we now live has had a profound effect on business, extending the reach of IT systems to interact directly with the human and physical environments. The impact of consumerization has been hugely disruptive from employee, customer, and citizen perspectives, and is requiring organizations to adopt new channels for engagement at a frenzied pace. However, disjointed solutions will not stand the test of time, so this theme focuses on the strategies that enterprises must adopt to support mobile and social working, and interaction with customers and citizens over these same channels. It also explores the longer-term impact of machine-to-machine communications, and how this context can enable operational and strategic business change.

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TechnologyPractices

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2013


Super Theme: Succeeding in a mobile, social, and connected world

Signature research

• Mobile application development

• Building and managing customer-facing native and mobile apps

• Next-generation collaboration and information worker tools

• BYOD strategies in a dynamic market

• Managed mobility in the enterprise

• Exploiting the M2M opportunity


• Social media exploitation strategies and tools for media

• Adopting a long-term mobile strategy in higher education

• Delivering innovation in payments: operational models and the impact of mobile and contactless payments


• Can mobile applications for utilities be made more appealing and effective?

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Super Theme: Building the customer-adaptive enterprise


Understanding customers and engaging with them to provide a personalized, responsive experience is the top priority for business leaders. However, with customers seizing the balance of power in these relationships, and new technologies further disrupting the status quo, engagement is more complex to manage. It is therefore imperative for organizations not only to deliver a seamless multi-channel customer experience, but to manage the customer relationship as a fundamental business strategy, and to align cultural change and enabling technology behind this goal. This theme focuses on customer experience, customer insight and analytics, CRM, and customer lifecycle management, as well as on the supporting capabilities such as workforce optimization, social business, and digital marketing automation that form part of a customer-adaptive strategy.

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2013


Super Theme: Building the customer-adaptive enterprise

Signature research

• Customer experience management

• Contact center technologies

• The customer adaptive enterprise: transformational CRM

• Managing social communities and interactions

• Reaching the connected consumer: redefining digital marketing, planning, and buying


• Enhancing the banking customer experience in the digital channel age

• Telco CEM: a new battleground for IT vendors

• Strengthening channel management in insurance

• Crossing the ratings divide: CRM and e-commerce for broadcast

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INDUSTRY PRACTICE OVERVIEWS

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Practice Overview: Retail Banking Technology

Description of practice

Rather than follow a smooth road to full recovery, 2013 looks set to provide a rough and uneven path for the retail banking industry. Lacklustre economic growth prospects in most developed markets create an uphill setting for income growth, while the impact of political and regulatory demands will congest core revenue lines and drive additional operational costs. While compliance will remain dominant on the executive agenda, with data privacy and tackling financial crime key demands, banks will be forced to address the customer satisfaction issue to improve the revenue growth trajectory. This will drive a focus on enhancing the customer experience, with the need to effectively work across the online and mobile channels, and increasingly social media, in a consistent, user-friendly and integrated manner. In turn, this will demand investment not just in the front office but in the wider banking platform to streamline customer-facing business processes to improve performance and deliver efficiency.

Analysts

Daniel MayoPractice Leader

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Practice Coverage: Retail Banking Technology

Core Coverage

Ovum’s Retail Banking research stream looks at the industry trends and drivers that influence banks’ technology strategies. Aside from general IT investment trends, coverage includes:

• The impact of new regulations

• Renovating the banking platform

• Enhancing online banking

• Developments in mobile banking

• Innovation in retail payments

• The impact of social media

• Data protection and privacy

• Managing risk and compliance

2013 Signature Research

• Delivering innovation in payments: operational models and the impact of mobile and contactless payments

• Creating the modern banking platform: examining the benefits, and best practice in deployment

• Securing the retail bank: tackling financial crime and IT security

• Enhancing customer experience in the digital channel age

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Practice Overview: Financial Markets Technology


The capital markets are in the eye of a perfect storm, resulting from the combination of a sharp increase in regulatory scrutiny in the wake of the global financial crisis, trading volumes depressed by the worldwide economic slowdown, market volatility in response to major problems such as the sovereign debt crisis in the eurozone, and a general lack of investor confidence. The likelihood of a regulated end to proprietary trading on the part of investment banks increases their reliance on fees from buy-side customers as their primary source of revenue, but the buy side has become less faithful to its brokers. It is thus the corporate banking side of major financial institutions that must make up any shortfall in revenue from the investment bank. Wealth management too faces a challenging environment in which return on investment from its customers' portfolios is no longer so easy to guarantee. As a result, the customers are more fickle, so there is a need to demonstrate better service to keep them.

Analysts

Daniel MayoPractice Leader

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Practice Coverage: Financial Markets Technology

Core Coverage

The Financial Markets research stream looks at the industry trends and drivers that influence market participants' technology strategies. As well as general IT investment trends, coverage includes the following topics:

• Regulation and compliance

• Automated trading strategies

• Enhancing alpha generation

• Liquidity risk management

• Cash management and treasury

• Cost optimization


• Managing risk and regulation after Dodd-Frank and Basel III

• Creating a multi-asset trading platform

• Buy-side technology: enabling client growth

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Practice Overview: Insurance Technology


The global insurance industry is facing unprecedented challenges as growth in the mature markets stalls while significant opportunities exist for those insurers that can respond rapidly to the emerging needs of the developing markets in the Asia-Pacific region. In 2013 and beyond, insurers will find themselves competing in a dramatically changed landscape where success will require a significant redesign of strategies, business models, customer engagement, products, distribution channels, and the requisite supporting business operations. The transformation of the landscape of risk is being driven by stricter regulations, continuing economic uncertainty within major markets, more demanding customers, and a seemingly never-ending expansion of the digital domain which exerts pressure on insurers’ go-to-market strategies, business operations, and risk-management practices. As an industry whose essence is entirely information, insurance companies must effectively and efficiently apply current and emerging technologies to best compete in the ever-changing landscape of risk.

Analysts

Barry RabkinPrincipal Analyst

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Practice Coverage: Insurance Technology

Core Coverage

The insurance technology research encompasses the key industry segments of:

• Individual and group life insurance

• Personal and commercial non-life insurance

Major coverage areas include:

• Marketing and distribution

• Customer engagement and channels

• Optimizing operational performance

• Technology and operational sourcing strategies

• The implications of industry dynamics on IT adoption

• Strategies of technology vendors operating in the global insurance industry


• Making better decisions through analytics

• Optimizing insurance core administration

• Strengthening channel management

• Remaining in regulatory compliance

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Practice Overview: Media & Broadcast Technology


Ovum’s Media & Broadcast Technology research practice delivers actionable, value-enhancing advice along the premium video and digital publishing value chains. Ovum is an established advisor to studios, broadcasters, pay-TV providers, and digital entertainment retailers on commercial strategy, next-generation enterprise architecture, and vendor selection. We are positioned to be a facilitator to both the buy side and the sell side of the broadcast technology market to enable complex transition from an audience relationship to a customer relationship. Ovum is also generating unique data sets that are of paramount importance in this rapidly evolving market, such as mapping of 455 OTT players worldwide, including pricing, distribution platform, and technology architecture intelligence.

Analysts

Adrian DruryPractice Leader

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Practice Coverage: Media & Broadcast Technology

Core Coverage

Ovum’s Media & Broadcast Technology research covers topics including, but not restricted to:

• Next-generation digital asset management for multichannel publishing

• Media asset management for broadcast

• The evolution of traffic, scheduling, and air-time sales systems

• The integration of social and broadcast, e-commerce and CRM for multi-screen video services

• Best-practice design configurations for second-screen companion applications.


• Managing the migration to on-demand broadcast operations

• The impact of cloud and multi-platform disruption on the architecture of broadcast

• Rights and royalties management for an on-demand broadcast market

• Getting the marriage right: social media exploitation strategies and tools for media

• Crossing the ratings divide: CRM and e-commerce for broadcast

• Digital asset management for news and magazine publishers

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Practice Overview: Government Technology


Governments and agencies around the world face increasing challenges as they seek to adapt to slowing economies, global population dynamics, and the ever-increasing expectations of citizens and businesses for more effective policy interventions and more innovative public services. The rapidly evolving technology landscape creates additional challenges but is also a source of opportunities for smarter approaches to solving old problems. While ICT is sometimes seen as a cost to be contained, it has never been more important as an enabler of reform and transformation in government. ICT is now so deeply embedded in service delivery that both the day-to-day operations of government and the ability to implement reforms depend on effective and efficient management of public sector ICT capabilities. Sound decisions about ICT are now essential for better government. Ovum’s goal is to provide the relevant and impactful research necessary to enable executives to understand trends and leading practices and to make these sound decisions.

Analysts

Joe DignanChief Analyst

Steve HodgkinsonResearch Director

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Practice Coverage: Government Technology

Core Coverage

• Central/federal government technology

• Local/state government technology

• Strategy, selection, and deployment of ICT solutions in government

• Agency ICT strategies in Europe and Asia-Pacific





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Practice Overview: Education Technology


The rapid pace of change in the education industry coupled with accelerating technological innovation and end-user preferences is requiring education institutions to plan for a future where the only certainty will be increased demand for services and fewer resources with which to deliver them. The campus and classroom experiences will be radically transformed, changing everything from how and where instruction is delivered, to what methods are used to conduct research, and even in what ways faculty, staff, and students engage with one another over the course of the entire student lifecycle. In response to these demands, institutions are reconsidering their strategies for buying, maintaining, and delivering IT services. In the near to medium term, even the most entrenched beliefs and established approaches, such as solution customization and on-premise delivery, will be under review in order to transform the institutional IT landscape into one capable of far more flexibility, agility, and even efficiency.

Analysts

Nicole EngelbertPractice Leader

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Practice Coverage: Education Technology

Core Coverage

• IT adoption and utilization among education institutions at the primary, secondary, and tertiary levels, with a particular focus on universities and colleges

• The impact of important technology-enabled trends such as increased mobility, customer experience (CX), and leveraging analytics to improve institutional performance

• Strategy, selection, and deployment of ICT products and solutions at education institutions in the North America, Europe, and Asia-Pacific regions

• Analysis of education-specific technologies, including SIS, CRM, IPM, and academic technologies such as LMS, digital textbook, and lecture capture solutions


• Big Data, small data, and everything in between: the potential and practicalities of applying more powerful analytics to institutional data

• Slaying the BYOD and student experience dragons: adopting a long-term mobile strategy in higher education

• More of the same or substantive change? Next-generation online learning and transformation in higher education

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Practice Overview: Healthcare Technology


The pressure on healthcare systems and budgets is growing. In developed countries, ageing populations and lifestyle changes have resulted in rising levels of chronic diseases in citizens who also have higher expectations for the quality of healthcare. In developing nations, population growth – combined with an expanding middle class – is resulting in greater demand for better and more equitable health services. These developments far outpace the resources, both professional and financial, of most healthcare systems around the world. Consequently, healthcare reform is at the top of the political agenda in nearly every country from North America to Europe and Asia-Pacific. Technology will increasingly underpin the transformation of healthcare as governments, providers, and users all press for change. The effective use of innovative technology and services, ranging from electronic health records (EHRs) to remote monitoring, from data analytics to mobile health applications, is crucial to ensuring the sustainability of healthcare.

Analysts

Charlotte DaviesLead Analyst

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Practice Coverage: Healthcare Technology

Core Coverage

• IT adoption and utilization among healthcare providers, payers, and patients

• The impact of important technology-enabled trends such as increased mobility, personalized data, and collaborative working on the healthcare sector

• Strategy, selection, and deployment of ICT products and solutions in healthcare in North America, Europe, and Asia-Pacific regions

• Analysis of healthcare-specific technologies, including EHRs, PHRs, telehealth, and PACS

• The integration of healthcare technology and solutions into wider ecosystems such as smart cities and drug discovery


• Dealing with the data tsunami: business intelligence and analytics come to the fore

• Privacy and security: the battle to keep pace

• Consumerization of IT: what it means for healthcare

• EHRs: no longer if but when?

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Practice Overview: Life Sciences Technology


The challenges facing the life science industry have never been greater. Healthcare payers are demanding greater value for their money, at a time when pharmaceutical companies are facing a period of diminishing expectations due to loss of patent protection for many blockbuster drugs and poor pipeline productivity. To meet these challenges, the life science industry is undergoing a transformation, exploring new markets, sourcing more R&D externally, and entering into collaborations with academic, government, and other stakeholders, all of which has led to a fragmentation of the value chain. To support these structural changes within the industry, drive innovation, and optimize efficiency, life science companies are increasingly turning to advances in technology. The expectation is that new technologies will cut cycle times to market, implement new commercial models, facilitate collaboration with diverse partners, and further the promise of personalized medicine.

Analysts

Andrew BrosnanSenior Analyst

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Practice Coverage: Life Sciences Technology

Core Coverage

• Strategy, selection, and deployment of IT products and solutions in the life sciences in North America, Europe, and Asia-Pacific regions

• Analysis of enterprise technologies such BI and analytics, CRM, ERP, and SCM

• Analysis of pharma-specific technologies such as lab informatics, e-clinical IT, drug safety solutions, detailing solutions

• Analysis of regulatory compliance programs such as EHR and track and trace

• The impact of trends such as cloud and Big Data on the healthcare ecosystem

• The contribution of new technologies to drug discovery programs and the advent of personalized medicine


• Dealing with the health sciences data deluge

• Personalized medicine is the ultimate goal

• Cloud computing is not just for data

• Big pharma is turning to emerging markets for growth

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Practice Overview: Utilities Technology


While utilities have traditionally been slow-moving beasts when it comes to adoption of technology, unprecedented change in the industry is forcing utilities’ hands, with pressures at the top of the agenda including the aging workforce, aging infrastructure, operational inefficiencies, fuel price volatility, market liberalization, and technological advancements through smart metering and smart grid projects. Of these pressures, smart metering and smart grids are the principal drivers for technology investment in the utilities industry, and will remain so for the next decade at least. This research stream assists both utilities and technology vendors to better understand the wider business context and benefits of and barriers to investment in new technologies.

Analysts

Stuart RavensPrincipal Analyst

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Practice Coverage: Utilities Technology

Core Coverage

• Advanced distribution management systems and the smart grid

• Distributed generation

• Mobile applications in the utilities industry

• Big Data in the utilities industry

• Energy management


• Managing the smart grid: the applications vital to the operation of a smart grid, or the option to outsource

• Renewable energy: planning and controlling distributed generation

• Can mobile applications for utilities be made more appealing and effective?

• Big Data, big challenge

• Energy management – huge opportunities, huge threats

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Practice Overview: Upstream Oil and Gas Technology*


The oil & gas industry is among the world’s wealthiest, but its upstream segment – exploration and production, known as E&P – has not been a leader in the use of information technology. IT evolves at a lightning pace, while E&P companies, with their extensive fixed assets and deeply embedded processes, are slower to change. The result is a gap that creates an attractive market opportunity for IT providers, and a chance for forward-thinking oil and gas producers to exploit IT more effectively as a strategic advantage. These opportunities form the basis of a new research stream focused on the ways in which innovative IT can help E&P companies improve efficiency, safety, production, and overall competitiveness.

Analysts

Warren WilsonLead Analyst

* Note: Oil and Gas is a provisionally planned research stream for 2013

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Practice Coverage: Upstream Oil and Gas Technology

Core Coverage

• Next-generation IT solutions for asset management and production management

• Competitive dynamics in the oil & gas industry as IT vendors challenge – and partner with – entrenched incumbents

• How IT can help reduce injuries and fatalities in a highly dangerous industry

• New integration and analytics solutions that can help oil & gas companies derive new levels of insight from massive amounts of operations data

• New communications technologies and data standards that can unify formerly isolated domains within oil & gas exploration and production


• Creating the “smart" oilfield: closing the IT gap

• Oilfield communications poised for change

• Next-generation analytics in exploration and production

• IT meets tough oil & gas environments and unconventional fuels

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Practice Overview: Telecoms Technology


Telecommunications operators face huge challenges in an increasingly saturated and competitive market where their services are being commoditized and their margins are shrinking. Telcos are under pressure to reduce operating costs, differentiate service, enhance customer experience, and generate new revenue streams. Telco-focused IT vendors are vying to help their customers manage these thorny issues. They are building next-generation solutions that analyze customers’ usage patterns and future needs so that telcos can optimize their customers’ experience and rapidly roll out profitable new services. Ovum expects telcos will spend substantially on customer experience management and related technologies to secure operations. They will also invest in data management technologies to create new revenue streams by making better use of network assets and customer data they already own.

Analysts

Warren WilsonLead Analyst

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Practice Coverage: Telecoms Technology

Core Coverage

• Reliable data management and analytics technologies for telcos to monetize network operations and customers' data

• The impact of technology-enabled trends such as increased mobility, personalized data, and cloud-based models

• Strategy, selection, and deployment of ICT solutions in the telecoms industry across North America, Europe, and Asia-Pacific regions

• Analysis of telecoms-specific technologies, including subscriber data management (SDM), customer experience management (CEM), proximity marketing, and social media analytics

• Exploring new business models for the telecoms industry


• IT vendors jump on the Big Data bandwagon

• Privacy and security: consent management technologies help telcos forge new roles as trusted identity brokers


• Telco CEM: a new battleground for IT vendors

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INDUSTRY RESEARCH TOPICS

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Delivering innovation in payments: operational models and the impact of mobile and contactless payments


The threat of disintermediation in the payment value chain due to the potential of new players entering the market through the mobile channel has awakened innovation in the payments space. While developing a profitable business model remains an ongoing challenge, banks are being required to invest in m-payment capability regardless to stay ahead of the game, with banks needing to decide whether to leverage m-banking platforms and customer bases or lead with new offerings. They also need to keep abreast of new technology and market development to ensure they retain a position in the end-game value chain.

Analysts

Dan Mayo

Denise Montgomery

Jaroslaw Knapik

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RetailBanking

Technology


Creating the modern banking platform: examining the benefits, and best practice in deployment


Business mindsets around the need for banking platform consolidation and modernization have shifted from denial and deferment to intent for many banks. While this makes it easier to create the business case for modernization, the next stage is for the bank to understand how successful transformation can be achieved. New platforms allow banks to develop improved operating models. Considering best practice here in respect to multi-entity and multi-region structures, while driving business process standardization and consolidation, is essential to maximize value realization.

Analysts

Daniel Mayo

Denise Montgomery

Jaroslaw Knapik

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RetailBanking

Technology


Securing the retail bank: tackling financial crime and IT security


The post-financial-crisis regulatory wave continues unabated, with regulators keen to demonstrate their toughness through record fines for compliance breaches. At an operational level, this is driving an ongoing focus on tackling financial crime and ensuring compliance, with the need to strengthen anti-money laundering controls, prevent and investigate fraud, and maintain data security and privacy. Technology is becoming an ever-important enabler in these across the compliance lifecycle, enabling control, automation, and reporting. However, firms must also manage the increasing cost of the required investment to drive synergies and broader business benefits.

Analysts

Daniel Mayo

Denise Montgomery

Jaroslaw Knapik

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RetailBanking

Technology


Enhancing customer experience in the digital channel age


Banks are slowly realizing that the quality of the end-to-end customer experience, through marketing to sales to origination to servicing, is a key factor in driving up- and cross-sell levels. However, with customer expectations around the interaction experience rising, particularly with the mobile, social world heightening demands around responsiveness, immediacy, and the user experience, banks need to genuinely move into the realtime world, effectively incorporating analytical intelligence into customer communications and interaction.

Analysts

Daniel Mayo

Denise Montgomery

Jaroslaw Knapik

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RetailBanking

Technology


Managing risk and regulation after Dodd-Frank and Basel III


The regulatory tsunami shows no sign of letting up, with Dodd-Frank still requiring two-thirds of its provisions to be transposed into regulation, while in Europe MiFID II is edging towards a 2015 implementation, with a host of other rules and regulations heading for the statute books in both geographies. Basel II, meanwhile, is set to impact banks globally. Compliance with a multitude of regulations across the globe requires a rational approach that lays the common foundations, regardless of geography and specific rule. Risk in all its multiple flavors (credit, market, liquidity, and operational) is very much the order of the day and will remain so, requiring investment to derive enterprise-wide views of exposure and actionable intelligence on how to adjust positions in a timely fashion.

Analysts

Rik Turner

Daniel Mayo

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FinancialMarkets

Technology


Creating a multi-asset trading platform


Trading on the cash equities market, particularly in the most mature economies, has been automated to such a degree that margins have become paper-thin, forcing market participants to look elsewhere for profitability. In part the answer is geographical – hence the interest in markets such as Moscow, Toronto, Hong Kong, and São Paulo – but there is also a diversification dimension, whereby the disciplines already applied to exhaustion in cash equities are extended to new asset classes such as FX, bonds, and even exchange-traded derivatives. This requires the development of multi-asset trading platforms, the ultimate goal being one that can handle so-called multi-leg operations in which several asset classes are traded as part of a single order.

Analysts

Rik Turner

Daniel Mayo

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FinancialMarkets

Technology


Buy-side technology: enabling client growth


While the sell side is characterized by a small number of relatively large institutions whose huge IT budgets have come under pressure as a result of the global financial crisis, the buy side is made up of hundreds of smaller firms whose budgets were already tighter to begin with. In such a scenario, outsourcing of functions such as trade execution has become increasingly attractive, leaving buy-side firms to focus on where they can achieve competitive differentiation for their clients, i.e. in overall trading strategy. They are also becoming less faithful to their sell-side brokers since the Lehman debacle, so managing multi-broker relationships is a further technological challenge.

Analysts

Rik Turner

Daniel Mayo

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FinancialMarkets

Technology


Making better decisions through analytics


The more informed insurers have a competitive advantage over their competitors. Insurers must be able to use a wide spectrum of analytical capabilities from business analytics to location intelligence to unstructured data analysis to identify profitable growth areas, develop products faster than their competitors, provide better service to customers and channels, and remain in regulatory compliance. Our research will encompass the analytical capabilities that insurers should use or are using to become better informed.

Analysts

Barry Rabkin

Charles Juniper

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InsuranceTechnology


Optimizing insurance core administration


The insurance industry faces huge challenges as insurers look to dramatically improve the effectiveness of their core administration function. Many insurers continue to operate with multiple legacy systems that prevent them from delivering the flexibility, responsiveness, and efficiency demanded by today’s customers, intermediaries, and regulators. Our research will investigate the key transformational and sourcing strategies that are emerging as insurers seek to overcome these challenges and how technology vendors are responding to support the insurance industry.

Analysts

Charles Juniper

Barry Rabkin

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InsuranceTechnology


Strengthening channel management


Channels, whether they are face-to-face or indirect, need to become increasingly more technology-enabled to make it easier for insurance agents, brokers, and financial advisors to conduct business with the insurance industry. Our research will investigate how insurers should be or are identifying and implementing a widening (and more social-media-enabled) range of technology solutions to strengthen their channel management portfolio.

Analysts

Barry Rabkin

Charles Juniper

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InsuranceTechnology


Remaining in regulatory compliance


The insurance industry is one of the most regulated industries in the world. Whether from governments (at national level or state level in the case of the US) or from the insurance industry itself, insurers must comply with increasingly more stringent regulations relating to capital adequacy, transparency, product filings, and rates. Our research will delve into the changing regulatory environment and what insurers should be or are doing with technology to comply with all levels of regulation.

Analysts

Charles Juniper

Barry Rabkin

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InsuranceTechnology


Managing the migration from linear to personalized, on-demand broadcast operations


The broadcast industry is now unequivocally in transition to a model where a connected audience is increasingly in control of a multi-platform viewing experience. This creates opportunities to grow audiences, e-commerce, and ad revenues, but it is inverting the traditional service model of broadcast as it shifts from delivering a single stream of curated content to a large number of viewers to delivering a large number of contiguous, personalized streams based on viewer preferences and behaviour. This is requiring new approaches to media management, automation workflow orchestration, and service delivery. Ovum will be examining best practice for IT and broadcast engineering in 2013.

Analysts

Adrian Drury

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Media andBroadcast

Technology


The impact of cloud and multi-platform disruption on the systems and architecture of broadcast


The cloud and high-speed IP-based networking are impacting or will impact all stages of the production and distribution model for professionally produced video content. Whether new models of collaboration between freelance teams working out of virtualized broadcast facilities or restructuring play-out services to encompass VOD media management, this is a value chain in transition. Ovum will be mapping the evolving players, new service strategies, and technical, operational, and commercial requirements to exploit this new world.

Analysts

Adrian Drury

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Media andBroadcast

Technology


Rights and royalties management, and traffic and scheduling systems for an on-demand broadcast market


As the broadcast industry moves into a multi-platform future, it is exposing the weaknesses in the rights and royalties management systems used by many in the content supply chain. The lack of standardization is also creating massive complexity and risk for any rights and royalties management systems project. Similarly, traffic and scheduling systems are geared to linear operations rather than acting as an integrated linear and multi-platform business management system hub. In 2013, Ovum will be assessing developments in rights and royalties management as well as how next-generation broadcast business management systems are bringing next-generation analytics into home entertainment operations.

Analysts

Adrian Drury

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Media andBroadcast

Technology


Getting the marriage right: social media exploitation strategies and tools for media


Social media is proving to be a highly valuable tool for broadcasters, producers, and pay-TV operators as a way to build brand, acquire audience cheaply, and move beyond the ratings divide to develop a direct dialog with the audience and understand exactly who they are. Companion screen usage has opened up this talk channel it is proving effective. Ovum will explore best practice, the tools available to manage the social communications stream and integrate into live video services while maintaining regulatory compliance, and how this can exploited for programming decisioning and ad spot innovation. Analysts

Adrian Drury

Richard Edwards

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Media andBroadcast

Technology


Crossing the ratings divide: CRM and e-commerce for broadcast


As broadcast becomes personal, so broadcast has to move from an audience relationship to a customer relationship. This is the reality of successfully deploying tVOD and sVOD services to a catch-up platform audience. However, in the past CRM has never been a required system in broadcast. This function has been fulfilled by audience panels. This is creating a new set of requirements for CRM and e-commerce systems for broadcast. Ovum will be examining deployment and implementation case studies, and a range of offerings from vendors in the market.

Analysts

Adrian Drury

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Media andBroadcast

Technology


Digital asset management for news and magazine publishers


As news and magazine publishing adapts to a market in which digital is increasingly the dominant distribution channel, there is a growing need for centralized digital asset management systems that enable assets to be exploited via different publication brands, portals and devices. As analytics and CRM enable service personalization and syndication of digital audiences, in 2013 Ovum will explore best-practice digital asset management for news and magazine publishing.

Analysts

Adrian Drury

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Media andBroadcast

Technology


Sourcing and managing ICT in the public sector


Approaches to sourcing and managing ICT capabilities are rapidly evolving in response to budget pressures, technology trends, and the emergence of new sourcing strategies based on cloud services. Governments and their agencies have an increasing range of ICT options and need better frameworks for understanding the benefits and risks of in-house ICT, internal shared services, traditional outsourcing, and cloud services. Ovum’s research will focus on cloud services trends, exemplars, and leading practices in cloud services, including case studies, catalysts for adoption, and major risk issues such as data sovereignty. Trends in shared services strategies and their implementation will be examined, along with the evolution of the CIO role, the ICT function, and approaches to ICT-enabled business transformation projects.

Analysts

Steve Hodgkinson

Joe Dignan

Jessica Hawkins

Nishant Shah

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GovernmentTechnology


The frontiers of ICT-enabled innovation in public services


Technology is driving and enabling far-reaching transformations in public services. Mobile devices are becoming important new catalysts for service innovation. Social networking and collaboration technologies are being used in new ways to engage citizens and agency staff in policy and service innovation. Data analytics is emerging as an important enabler of better evidence-based policy programs and more responsive services. Ovum’s research will explore leading practices in the adoption of these technologies and the implications for ICT management in agencies.

Analysts

Steve Hodgkinson

Joe Dignan

Jessica Hawkins

Nishant Shah

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The smart city as a catalyst for transforming economies, urban environments, and public services


ICT is emerging as an increasingly important ingredient of all cities as both government services and society itself become more technology-intensive. Smarter use of ICT enables cities to become better places to live, work, learn, and play as well as more economically, socially, and environmentally sustainable. Ovum’s research will explore trends in the evolution of smarter cities and highlight exemplars and leading practices. Smart city enablers such as technologies, funding models, and regulation will be examined, along with trends in co-production of smarter city initiatives and programs.

Analysts

Joe Dignan

Steve Hodgkinson

Jessica Hawkins

Nishant Shah

Jeremy Green

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Big Data, small data, and everything in between: applying more powerful analytics to institutional data


An increasingly turbulent operating environment is driving higher education to consider mining institutional data as a strategy for improving performance and finding efficiencies. While BI and analytics solutions have a long history in the business office, only now are innovative leaders applying these and other powerful tools to core elements such as recruitment, retention, and academic performance. Although early results are promising, more pervasive uptake is tentative as institutions struggle to determine best practice and which solutions are most effective. Answering these questions will be an important step forward towards the future of education. Analysts

Nicole Engelbert

Navneet Johal

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EducationTechnology


Slaying the BYOD and student experience dragons: adopting a long-term mobile strategy in higher education


Creating a sustainable mobile strategy is a top-of-mind issue across every industry, but with a customer base comprised of highly mobile students and decentralized faculty it is especially nettlesome for higher education. Students and faculty have always brought their own devices to campus, and thus contending with BYOD is hardly a new phenomenon. However, with massive device proliferation and a growing preference to use these devices for core institutional activities, colleges and universities are scrambling to find long-term and sustainable approaches to delivering services on whatever device a faculty member or student might choose. Analysts

Nicole Engelbert

Navneet Johal

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EducationTechnology


More of the same or substantive change? Next-generation online learning and transformation in higher education


In response to a myriad of factors, the role of online learning is rapidly moving from an attractive but ancillary part of the educational mission to a core component. As a result, institutions are reconsidering their online learning programs, identifying best practice under new delivery models, and determining the necessary technological capabilities. These new models and requirements are liable to have a significant impact on the competitive landscape for learning management solutions as they will broaden the array of compulsory capabilities and services, not least of which being greater scalability, enhanced collaboration tools, and better content management. Analysts

Nicole Engelbert

Navneet Johal

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EducationTechnology


Dealing with the data tsunami in healthcare: business intelligence and analytics come to the fore


Healthcare organizations retain increasing amounts and types of unstructured and structured medical, administrative, and financial data stored electronically and on paper. This needs to be turned into actionable knowledge. Analytics and BI tools can leverage this data to help organizations perform more effectively. Examples of benefits include payer evaluation of health plan members, ensuring superior hospital care, greater personalization of treatment, and enhancement of research practices and results.

Analysts

Charlotte Davies

Cornelia Wels-Maug

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HealthcareTechnology


Privacy and security in healthcare remain at the top of the CIO and patient agenda


The security and privacy of medical and personal data has always been a key concern within the healthcare sector. Today, three key technology trends are raising the stakes even further. The phenomenon of Big Data, combined with the growing adoption of cloud-based solutions and the rise in connected/mobile devices is creating new threats and challenges. At the same time, patients and advocacy groups are pushing vigorously to ensure that data is protected in a secure way. This inevitably raises the bar for companies helping healthcare organizations to develop and implement measures and solutions in this domain that are flexible enough to accommodate both the need for increased transparency and the need for robust protection.

Analysts

Charlotte Davies

Cornelia Wels-Maug

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Consumerization of IT: what it means for healthcare


The growth in the number and capability of connected devices, combined with the rapidly evolving ecosystem of applications and user-centric forums/social-networking channels presents new challenges and opportunities for the healthcare industry. These developments open the door to a raft of new services and much richer patient insights and interactions, but have ramifications along the supply chain, particularly in terms of integration, security, and personalization. Healthcare organizations must develop effective strategies for incorporating and exploiting this “consumerization of IT.”

Analysts

Charlotte Davies

Cornelia Wels-Maug

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EHR evolution: the foundation for seamless healthcare


Electronic health records (EHRs) form the key foundation in the drive to record, consolidate, and effectively share comprehensive patient datasets. Adoption rates vary between countries, but initiatives ranging from grant funding to incentive programs, implemented by government and healthcare organizations, are starting to pay off. Healthcare providers are now focusing more attention on incorporating EHR functionality into newer services such as telehealth.

Analysts

Charlotte Davies

Cornelia Wels-Maug

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Dealing with the health sciences data deluge


Advances in technology across the drug lifecycle and connected health sciences ecosystem networks are generating increasing amounts and types of unstructured and structured scientific, clinical, and commercial data. This avalanche of data is creating challenges for the life science industry. New frameworks for storing, managing, and mining these large datasets are evolving, empowering the next generation of data-driven, more personalized medicine. Vendors are racing to embrace these new technologies to enable life science companies to leverage diverse data types from multiple sources and translate them into actionable insights. Analysts

Andrew Brosnan

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Life SciencesTechnology


Personalized medicine is the ultimate goal


One of the most eagerly anticipated advances in modern medicine is the development of a therapeutic regimen that is tailor-made to meet the needs of each individual patient. As such, personalized medicine is expected to provide greatly improved medical care at significantly reduced costs. In order to understand these complex systems, biologists need to aggregate large amounts of data from many diverse sources that cut across different scientific disciplines such as genomics, proteomics, transcriptomics, and metabolomics – collectively referred to as “Omics”. The volumes of data being generated are staggering, and assembling and analyzing these data will require added computer processing capabilities.

Analysts

Andrew Brosnan

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Cloud computing not just for data


The Big Data and computing horsepower challenge is compounded by the industry’s intellectual property and privacy concerns. Many companies have established cloud-based services specifically for the life science industry, and many companies are beginning to leverage these resources. Such advances are democratizing high-performance computing, enabling lesser financed organizations to perform complex analysis that was previously reserved for those with deep pockets or access to supercomputers. Furthermore, cloud-based online communities are fostering greater collaboration and innovation among the different stakeholders within the industry.

Analysts

Andrew Brosnan

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Big pharma is turning to emerging markets for growth


It is Ovum’s view that CRM and BI analytic solutions will continue to play an important and increasing role in helping life science companies navigate the continually evolving marketplace. The latest generation of business solutions will assist pharma to address market share preservation in mature markets, support expansion strategies into the emerging markets, and tackle the increase in communication channels brought about by technological advances.

Analysts

Andrew Brosnan

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Managing the smart grid: the applications vital to the operation of a smart grid, or the option to outsource


This research theme looks at developments in the applications that run utility networks: advanced distribution management systems and their interoperation with control systems, outage management, and the proliferation of sensors and other devices that comprise the smart grid.

Analysts

Stuart Ravens

Alaa Owaineh

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UtilitiesTechnology


Renewable energy: planning and controlling distributed generation


It is easy for policymakers to make bold statements about the development of renewable generation. Ensuring the grid can cope with large-scale distributed and intermittent generation is more difficult. This theme examines barriers to ubiquitous renewable generation and some of the technological and regulatory hurdles that must be overcome.

Analysts

Stuart Ravens

Alaa Owaineh

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UtilitiesTechnology


Can mobile applications for utilities be made more appealing and effective?


Mobile applications for the remote utility field force have not developed at quite the same speed as consumer applications. However, advances in underlying technologies, device proliferation, the requirement to improve field-force efficiency, and demands for improved user friendliness could force utilities to rethink their mobile strategies. This theme takes a forward look at what could prove to be a second wave of mobile in utilities.

Analysts

Stuart Ravens

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UtilitiesTechnology


Big Data, big challenge


Smart metering and smart grid promise to cause an exponential growth in data within a utility. This theme looks at the problems, challenges, and benefits of analyzing this data and the technological upheaval required to extract full value from smart data. Utilities will have to revisit their application architectures and information and data governance strategies, and take a cultural leap of faith where IT and different business lines work together towards common goals.

Analysts

Stuart Ravens

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UtilitiesTechnology


Energy Management – huge opportunities, huge threats


"The old utility business model is dead." As utilities migrate from energy suppliers to energy service providers, the battleground for customers will extend well beyond the delivery of electrons or molecules of water and gas. While there is a potential goldmine for utilities seeking to deliver home energy management services, the entire model is at risk from competitive encroachment: high-street retailers, telcos, and media companies are all eyeing the space as well. Meanwhile, a significant market is developing for tools that can reduce the large amounts of energy wasted in buildings of all types through inefficient systems for managing heating, cooling, lighting, ventilation, and office equipment.

Analysts

Stuart Ravens

Alaa Owaineh

Surupa Mahto

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UtilitiesTechnology


Creating the “smart" oilfield: closing the IT gap


The IT industry evolves at lightning speed; the asset-intensive oil & gas industry is slower to change. The result is an "IT gap" that creates a rich market opportunity for IT vendors that successfully tailor their applications for this industry, and for forward-thinking oil & gas producers to use IT for greater strategic advantage.

Analysts

Warren Wilson

Stuart Ravens

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Oil & GasTechnology


Oilfield communications: poised for change


The exploration and production industry has become steadily more data-intensive over the years, but has had to rely on communications technologies with relatively low bandwidth and high latency. In addition, various segments within exploration and production have developed separate markup languages for managing their own data. Now the push is on to unify those languages and adopt next-generation communications technologies that can transmit data quickly enough, and in sufficient volumes, that exploration and production companies can optimize its value.

Analysts

Warren Wilson

Stuart Ravens

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Oil & GasTechnology


Next-generation analytics for exploration and production


Many exploration and production companies struggle with siloed exploration, drilling, and production data. Technologies such as data warehousing, integration, analytics, and performance optimization tools can deliver greater business insight, but the providers of such technologies face challenges conveying their value to those that could benefit most.

Analysts

Warren Wilson

Stuart Ravens

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Oil & GasTechnology


IT meets tough oil & gas environments and unconventional fuels


Oil and gas fields are inherently hazardous to individual health and safety, and can cause significant environmental harm if not properly managed. IT can help address these challenges by linking sensors, mobile devices, wireless networks and software in safety and environmental management solutions that minimize injuries, downtime, and environmental risks.

Analysts

Warren Wilson

Stuart Ravens

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Oil & GasTechnology


IT vendors jump on the Big Data bandwagon


Vendors in the telco space are well aware that operators today face a quandary: data is more important than ever, but exponential data growth has outpaced operators' ability to manage and monetize it. As a result, vendors are working to deliver data-management applications, BI tools, and advanced analytics applications that perform well enough to meet telcos' growing needs for information on demand and realtime decision-making – and that deliver a demonstrable ROI. The market is witnessing an explosion in vendors offering unique ways to analyze large sets of structured and unstructured data. In additional to large established software providers, small startups are also delivering compelling technologies that telcos must consider.

Analysts

Shagun Bali

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TelecomsTechnology


Privacy and security: consent management technologies help telcos forge new roles as trusted identity brokers


Privacy and security concerns are a constant challenge for vendors and end users alike. The explosion in e-commerce transactions has increased concerns regarding online fraud and information privacy for service providers and end users. Telcos are rightly placed to take advantage of their trusted relationship with subscribers, and turn identity services into a new revenue stream with consent management technologies. At the same time, subscribers and advocacy groups are pushing vigorously to ensure that data is protected in a secure way. This raises the bar for achieving the right measures and standards to ensure the appropriate privacy and security parameters are in place. The onus is on vendors to generate new solutions to combat potential threats.

Analysts

Shagun Bali

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TelecomsTechnology


Can IT vendors push telcos into the cloud?


Vendors are working to introduce data management and analytics technologies in cloud-based models to overcome scalability and cost challenges, and leading vendors have defined roadmaps to introduce subscriber data management (SDM) to the cloud in the next few years. Cloud-based technologies will provide operators with the ability to scale up or down as their needs change. They will also help vendors to accommodate broader uses and enable them to provide data management functions as software-as-a-service (SaaS). Although vendors are aware that security and privacy considerations may sometimes limit the use of cloud solutions, overall cloud-based data management will help operators minimize the number of isolated information silos that they have to deal with. Due to a strong regulatory environment, telcos fear any security or privacy breach could have a long-term negative impact on their reputation. so IT vendors need to weigh the options and approach telcos with solutions that can overcome their fears.

Analysts

Shagun Bali

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TelecomsTechnology


Telco CEM: a new battleground for IT vendors


In today's highly competitive telecoms industry, customer satisfaction has become the key to success. Telcos must focus on the quality of their customers' overall experience, rather than the quality of service of separate applications. Accordingly, they are turning towards customer experience management (CEM) solutions to manage subscribers' experience at each touch point. The CEM market is at a very nascent stage; vendors are launching products, forging partnerships, and developing advanced analytics tools to analyze network performance along with customer behavior, preferences, and sentiments. Vendors have ample opportunity to develop technologies such as social media analytics, speech analytics, and behavioral analytics to become integral parts of CEM solutions. One of the most critical capabilities that CEM solutions must have, in order to analyze the customer experience in its totality, is the ability to bridge the gap between IT and network data.

Analysts

Clare McCarthy

Shagun Bali

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TelecomsTechnology


TECHNOLOGY PRACTICE OVERVIEWS

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Practice Overview: Enterprise IT Management


Ovum’s Enterprise IT Management research stream addresses both strategic and operational aspects of an organization’s IT function. Coverage reflects the full IT investment lifecycle, from strategy development, enterprise architecture, and portfolio management, through service design and operation, to benefits realization and measurement. This is complemented by research into IT governance, including IT organization structures, risk management, change management, and standards. This area of Ovum’s research includes in-depth reports on topics in IT management and strategy, best-practice insights and case studies on deployment and operational issues, and powerful tools to help compare IT expenditure against industry norms.

Analysts

Tim JenningsChief Analyst

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Practice Coverage: Enterprise IT Management

Core Coverage

• Enterprise architecture

• IT governance

• IT risk management

• IT strategic planning

• IT investment and value

• Portfolio management


• Evolving IT governance

• Information governance andcompliance

• Evolving IT organization and service models

• Managing the innovation process

• Reference architectures for emerging technologies

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Practice Overview: IT Services


2013 presents not just challenges but opportunities for services vendors and their clients. In order to profit from the start of an economic rebound in the world’s developed economies (coupled with ongoing growth in many emerging countries), enterprises need to find commercially focused outsourcing partners to help them manage new business opportunities. Based around primary research, quantitative modeling, and expert analysis, Ovum’s 2013 Services research themes help both outsourcers and enterprises determine the major trends in how to optimally engage with a delivery partner from the standpoint of an enterprise. This coverage will be instrumental in explaining to outsourcers in clear detail what they need to know in order to win business in their respective horizontal markets.

Analysts

Peter RyanPractice Leader

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Practice Coverage: IT Services

Core Coverage

• Business process outsourcing

• Application-led outsourcing

• Infrastructure-led outsourcing

• Service delivery models


• Transformation and modernization in outsourced services

• Client engagement models in BPO and IT services

• Verticalization of IT services

• Go-to-market strategies and partner ecosystems for IT services

• Adding business value through outsourced services

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Practice Overview: Information Management


The traditional corporate practice of using lagging financial indicators to guide business decisions is giving way to a more proactive, forward-looking approach guided by agile and quick analysis of all of their business data. Organizations are gathering, managing, and analyzing not only more information about their business but more types of data – in structured, semi-structured, and unstructured formats and flowing at various speeds. This presents numerous IT challenges and business opportunities for information management, which Ovum’s 2013 research focuses on. The evolution of Big Data changes the rules for traditional data management practices, raises the bar for providing quicker and more sophisticated analytic insights, and puts a sharper spotlight on regulatory data compliance. Visual self-service BI tools, specialized analytic platforms, mobile accessibility, and predictive analytics techniques are combining to help organizations improve their internal business operations to get closer to customers, market products more effectively across physical and digital commerce channels, and outperform competition.

Analysts

Madan SheinaLead Analyst

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Practice Coverage: Information Management

Core Coverage

• Business intelligence

• Data warehousing

• Analytics

• Data management

• Big data

• Content management


• Managing performance, risk, and compliance

• Game-changing technologies for analytics

• Competing with big data

• Big data adoption challenges and opportunities

• Unlocking business value with analytics

• Managing the content explosion

• Information governance and compliance

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Practice Overview: Enterprise Applications


Organizations of all sizes are reliant on their enterprise applications, and indeed these applications influence the way in which an organization is run. However, consumers are having an ever-greater impact on how they want to interact with businesses, and these disruptive technologies, alongside aggressive new and existing players, are having a real influence on the development of enterprise applications. Ovum’s in-depth research encompasses the specific enterprise application areas of customer relationship management, business process management, human capital management, and integration of the data across these systems. Furthermore, across the spectrum of enterprise applications we look at those changes taking place at the edge, and how these changes are influencing an evolution from a series of discrete applications to a vendor ecosystem that leverages web services, disruptive technologies, and broad partner portfolios, to deliver new capabilities and business value to organizations.

Analysts

Maxine HoltPractice Leader

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Practice Coverage: Enterprise Applications

Core Coverage

• Customer relationship management

• Business process management

• Business integration

• Enterprise applications ecosystem


• Next-generation enterprise applications

• The customer-adaptive enterprise – transformational CRM

• BPM and the cloud: closing the functional gap

• Social media monitoring and analytics

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Practice Overview: Software Lifecycle and Integration


A software lifecycle management approach, coupled with the use of Agile methodologies throughout the lifecycle, is considered the best way to keep projects closely in touch with the business objectives, as well as exploit the cloud computing and mobile paradigms. Ovum’s research in this area provides insight into the software lifecycle process and philosophy, along with software solutions supporting the process. The goal of end-to-end-integration is a flexible IT architecture that can respond quickly to business needs. Ovum believes that integration is a high priority for organizations as they strive to create an agile environment. However, despite the arrival of new technologies and services many integration projects fail to meet the needs of the enterprise and the IT function. Integration research coverage includes the use of service-oriented architecture, as well as integration middleware and modernization techniques.

Analysts

Mark BlowersPractice Leader

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Practice Coverage: Software Lifecycle and Integration

Core Coverage

• Software development

• Requirements management

• Quality assurance and testing

• Software lifecycle management

• Integration and middleware

• Service-oriented architecture


• Software development in and on the cloud

• Managing requirements to meet expectations and exploit an agile approach

• Integration architecture: combining established and emerging technologies with SOA

• Mobile application development: catering for diverse endpoints

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Practice Overview: Infrastructure and Security


The IT infrastructure is becoming increasingly service-centric, virtualized, and abstracted from the workloads it supports, so the challenge of managing and securing the IT environment has been brought into sharper focus. Ovum’s research encompasses all aspects of end-to-end security required by organizations to protect against an increasing number of threats and ensure the secure use of new technologies and approaches. The complexity of enterprise IT, coupled with the need for the organization to reduce costs and also take advantage of new opportunities, has created an unmanaged plethora of equipment, services, data sources, and endpoints that support business services. IT management software research looks at desktop, network, and systems management, as well as the use of IT service management. At the infrastructure software layer, research coverage includes virtualization, cloud computing, and integrated systems.

Analysts

Mark BlowersPractice Leader

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Practice Coverage: Infrastructure and Security

Core Coverage

• Infrastructure management

• IT service management

• Information security

• Identity and access management

• Virtualization

• Cloud computing

• Storage


• Protecting assets outside the firewall

• Security in and for the cloud

• Enterprise services in the cloud

• Managing a service-centric approach

• Platform-as-a-service: innovating software delivery

• Transitioning to a virtual IT environment

• Infrastructure consolidation through integrated systems

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Practice Overview: Consumer Impact Technology


The mission of Ovum’s Consumer Impact Technology practice is to help CIOs as they adapt to the people, process, and technology challenges of the global phenomenon of consumerization and what this means for how businesses engage with both their connected employees and connected customers. In the past 18 months, Ovum has established itself as the industry thought leader in fields such as BYOD and next-generation enterprise collaboration and enterprise social networking. No other firm is investing so deeply in helping the CIO understand exactly the behaviour of consumerized employees and how they will respond to the enterprise social and mobility strategies of the future. In 2013, Ovum moves into the next phase of its connected customer research as it moves to helping both CMO and CIO to collaborate to exploit the new generation of marketing automation and customer experience optimization platforms and services that are enabling enterprises to harness the power of Big Data and the mobile, social connected customer.

Analysts

Adrian DruryPractice Leader

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Practice Coverage: Consumer Impact Technology

Core Coverage

• Strategies for the connected employee

• Strategies for the connected customer

• Bring your own device (BYOD)

• Enterprise social networking

• Next-generation collaboration tools

• Marketing automation

• Customer experience optimization


• Best-practice BYOD, next-generation employee mobility, and enterprise app stores.

• BYOD strategies in a dynamic market

• Next-generation collaboration, knowledge management, and enterprise social networks

• Embracing the consumerized workforce to drive IT and business innovation

• Reaching the connected consumer: algorithmic marketing automation and media procurement optimization

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Practice Overview: Enterprise Communications


Enterprise networking and communications remains a market in flux: traditional suppliers face challenges ranging from new delivery models such as cloud, to increasing competition from both new upstarts and established service providers with an IT heritage. Unified communications has evolved to include immersive video, and service providers are moving up the value chain to provide application services on top of the networks they already manage. Ovum’s Enterprise team covers how businesses interact with each other, with their employees, and with customers. This includes managed and cloud communications services, evolving network services, and enabling technologies. With this as our remit, in 2013 we will focus on unified communications, customer experience, enterprise mobility, machine to-machine, global ICT services, evolving network (WAN) services, and telcos’ role in providing enterprise with cloud infrastructure, software, and communications.

Analysts

Evan KirchheimerPractice Leader

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Practice Coverage: Enterprise Communications

Core Coverage

• Unified communications

• Customer experience

• Enterprise mobility

• Machine-to-machine

• Global ICT services

• Network (WAN) services

• Communication services

• Cloud services

• Contact center technologies


• Managed and intelligent networks

• Managing mobility and BYOD in the enterprise

• Unified communications and collaboration

• Customer experience management

• Cloud services

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TECHNOLOGY RESEARCH TOPICS

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Evolving IT governance


In today’s complex environments, the governance of enterprise IT must ensure that the appropriate policies and controls are in place for effective service delivery, informed decision-making, management of risk, and optimization of value. Increased business dependency and disruptive technology trends will require changes to IT governance so that aspects such as risk management, IT strategic planning, and portfolio management are developed as business capabilities rather than remaining siloed within the IT organization.

Analysts

Tim Jennings

Alan Rodger

Roy Illsley

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2013


Managing performance, risk, and compliance


Traditional enterprise performance management (EPM) systems are adapting to a new set of requirements that demand quick analytic insights at critical decision points of business planning processes aligned both within and outside of the office of finance. EPM systems are tapping into cloud and in-memory technologies for greater agility and more accurate forecasting, and increasingly converging with governance, risk, and compliance programs to mitigate performance risks in an environment of tightening regulatory scrutiny.

Analysts

Madan Sheina

Fredrik Tunvall

Surya Mukherjee

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2013


Protecting assets outside the firewall


BYOD and the availability of new-generation mobile devices demands new approaches to user, device, and data protection. Looking beyond basic MDM demands, the security industry needs to push forward on its application control initiatives, its approach to device separation (secure container) controls, and its ability to develop professional security services that align user and business protection requirements.

Analysts

Andy Kellett

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2013


Security in and for the cloud


The use of cloud-based services continues to be a key theme. In the security space there are two particular reasons: the need for security as an infrastructure service in support of service providers, and efficiencies associated with delivering security from the cloud. Lack of security and trust has consistently been positioned as an inhibitor of cloud take-up. However, there is a growing recognition that cloud-based service providers are better at security than the average organization.

Analysts

Andy Kellett

Laurent Lachal

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2013


Information governance and compliance


Making effective use of information within the business requires managing that information as an asset, with regard to aspects such as usage, quality, privacy and security, and storage. At the same time, organizations also struggle to adhere to a growing number of regulations that affect this information for compliance purposes. They therefore must implement a suitable framework for information management and governance that meets both these objectives and that can apply policies across all information systems and processes.

Analysts

Sue Clarke

Tim Jennings

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2013


The role of ECM in compliance


Regulations demand that organizations retain the same information for different periods of time. Furthermore, deleting information to ensure compliance with one regulation while retaining it for another is a difficult proposition for organizations to address. Today’s content management strategies must include compliance as part of the agenda to ensure that the Chief Compliance Officer’s responsibilities are fully aligned with geographic and industry-specific regulations as well as corporate governance guidelines. An appropriate content management platform, supported by services if required, can help achieve this strategy. Analysts

Sue Clarke

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2013


Adaptive analytics architectures


Organizations face a bewildering array of options for how they build and deploy their BI and analytic infrastructure. Technological advancements such as cloud, in-memory, and purpose-built appliances have encouraged a rethink in strategies. Organizations are driven to explore these alternative models and approaches in order to reconcile the pressing need to deliver necessary levels of high performance and scale that modern business analytic requirements demand without sacrificing expectations of rapid, easy, and cost-effective implementation.

Analysts

Madan Sheina

Fredrik Tunvall

Surya Mukherjee

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2013


Competing with Big Data


Big Data is not just an IT challenge but a new business opportunity. Organizations are continuing to search for the best way to harness a new wave of social media, web data, and mobile/location and sensor data for better insights and decision-making. Robust analytics and reliable data management is key to unlocking business value, but organizations will need to evolve traditional BI and data management processes if they are to achieve this cost effectively and grasp the benefits of deeper and richer analytics insights into their business.

Analysts

Tony Baer

Madan Sheina

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2013


Big Data adoption challenges and opportunities


Behind all the hype, enterprises are challenged to understand the opportunity that Big Data presents, and how they can accommodate it within the data center and the skills and roles required within their IT organizations. The core themes of Ovum’s 2013 Big Data research will focus on making Big Data a first-class citizen in the data center and analyzing the business cases for the sectors addressed by Ovum Industries.

Analysts

Tony Baer

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2013


Game-changing business analytics


Enterprises are constantly looking for new ways to gain competitive advantage from their data, leading BI vendors to evolve and develop new analytics technologies and techniques to stay on top. Demand for quicker, accurate, and more pervasive business decision-making, coupled with the increased volume and velocity of business data, is ushering in a new generation of BI solutions. With increased speed, agility, and ease of use, these enable faster and more relevant insight for highly informed decision-making.

Analysts

Madan Sheina

Fredrik Tunvall

Surya Mukherjee

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2013


Next-generation enterprise applications


Enterprise applications are undergoing significant changes as the boundaries between back-office transactional systems and front-office systems of engagement become increasingly blurred. Embedded analytics, collaborative, and social capabilities are changing the user experience, while new delivery models including cloud and mobile enable new styles of working. Businesses are now seeking to define a more flexible software foundation on which to deploy digital business processes and engage more closely with both employees and customers.

Analysts

Somak Roy

Carter Lusher

Jeremy Cox

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2013


Delivering business value from data integration


A company’s data is its most valuable business asset. High costs and inefficiencies in a business often stem from poor-quality data, even if business users are not aware of it. As such, it can no longer be relegated to an IT plumbing function, but is an imperative for the success of any business-driven IT initiative that demands complete, consistent, clean, and current data flows in the organization in order to ensure efficient business processes and create a single or 360-degree view of the business to drive accurate business transactions and decisions.

Analysts

Madan Sheina

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2013


Transformation and modernization in outsourced services


Outsourcing has undergone significant changes in the past decade, both in delivery model evolution and client requirements. This theme will evaluate the need for IT and BPO vendors to modernize their service-provision platforms in a dynamic economy for enterprises that are more discerning than ever. Part of this research will also cover discussion of services commoditization and its impact on vendor revenue models.

Analysts

Tom Reuner

Ian Brown

John Madden

Jens Butler

Margaret Goldberg

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2013


Client engagement models in BPO and IT services


This research examines how BPO and IT services vendors can reinforce existing contracts with clients, and grow these engagements both in terms of profitability and duration. Part of this research will be analyzing the break-up of traditional outsourcing segments and the resulting approaches to bundling. Equally important is to describe how innovative delivery models such as cloud services will impact engagement models and whether these really help enterprises in achieving the desired cost efficiencies.

Analysts

Jens Butler

Tom Reuner

Peter Ryan

Ed Thomas

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2013


Verticalization of IT services


Understanding an enterprise’s vertical market and knowing how best to deliver value-added services in that industry has long been an important differentiator for successful outsourcers. This research theme will explain how to manage ever-complex relationships using industry knowledge as a differentiator. Critical in this assessment will be to understand the level of verticalization and whether vendors have the sufficient scale to deliver these services across their organization (or whether verticalization could prove counterproductive).

Analysts

Margaret Goldberg

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2013


Go-to-market strategies and partner ecosystems for IT services


This theme will discuss how service providers need to reposition themselves (and their partner relationships) in order to stay competitive and profitable. This includes technical, operational, and locational aspects. Innovative propositions such as cloud services will lead to fundamentally revised partner ecosystems that need to be understood and evaluated. The articulation of how both go-to-market and channel partnerships are being addressed will become a critical differentiator for successful vendor organizations.

Analysts

Tom Reuner

John Madden

Jens Butler

Ian Brown

Peter Ryan, Ed Thomas

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2013


Enterprise services in the cloud


The debate over whether cloud services will play a role in enterprise IT is settled. However, customers have many lingering questions on just how extensively and for what functions cloud services should be deployed. Such decisions will be influenced by trends such as the growing connection between cloud, mobility, and data; cloud services governance and integration; and continuing development of cloud ecosystems among vendors. Some businesses are also beginning to consider cloud more strategically, in terms of what it could mean for improving business processes, entering new markets and geographies, and increasing overall business efficiency. Analysts

John Madden

Laurent Lachal

Ian Brown

Steve Hodgkinson

Tom Reuner

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2013


BPM and the cloud: closing the functional gap


Cloud technology is set to impact the BPM market in 2013 and beyond. The key aspects of this will see organizations consider a buy-versus-build model for processes, as has happened in a larger way with the outsourcing of back-office functions. The cloud will also impact the development as well as the deployment aspect of process creation, with a greater emphasis on ad-hoc collaborative development.

Analysts

Somak Roy

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2013


Managing a service-centric approach


ITSM continues to be a pivotal capability for IT organizations, especially as they move to a more service-centric approach and DevOps gains more traction. The impact of disruptive trends such as BYOD, social IT, and gamification will also continue to be at the forefront of both enterprise and vendor strategies. Best-practice frameworks such as ITIL and COBIT 5 and how they can help IT in better enabling business value will also be a key focus.

Analysts

Adam Holtby

Roy Illsley

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2013


Platform-as-a-service: innovating software delivery


Platform-as-a-service (PaaS) will redefine the way companies develop, deploy, and manage their applications. It will increasingly impact ICT market segments such as mobile application development. It is becoming multi-language and less open to criticism of lock-in than it used to be. Database-as-a-service and integration-as-a-service are currently the most important PaaS sub-segments.

Analysts

Laurent Lachal

Michael Azoff

Saurabh Sharma

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2013


Software development in and on the cloud


The initial sweep of hype over cloud computing has passed and we are now witnessing the substance of what cloud services can offer. For application developers, public cloud services can offer quickly procured and self-managed build and test environments. Developers also have a greater choice of developer tools and frameworks offered as SaaS for building a range of applications, including those destined to be deployed on clouds (private, public, or hybrid).

Analysts

Michael Azoff

Chandranshu Singh

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2013


Evolving IT organization and service models


Cloud services, shared service arrangements, and extended value chains are all challenging the traditional structure of the IT organization, which is in danger of losing its monopoly over the provision of ICT services. This will be a significant test of leadership for the CIO, and requires a strategic, outward-looking, organizational response rather than a rigid, inward-looking defence of the enterprise ICT perimeter. CIOs must be proactive in evolving the role and structure of the IT organization and the nature of service delivery, to be a value creator for the enterprise.

Analysts

Roy Illsley

Tim Jennings

Steve Hodgkinson

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2013


Managing the innovation process


Innovation is one of the big hot topics for today's industry leaders and CEOs, but each enterprise must confront the need for innovation within the context of its own business realities. The most successful organizations have established a strong pipeline of ideas from internal and external sources, and can effectively transform this into innovation within their business models, processes, products, and services. Technology-led innovation and the CIO are playing an increasingly important part in this process, and can help to define and manage the innovation process as a business capability.

Analysts

Steve Hodgkinson

Kevin Noonan

Michael Azoff

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2013


Agile projects and platforms


The elements of more agile thinking revolve around a growing recognition that for many solutions "good enough, delivered quickly, and iteratively evolving" is better than "perfect, delivered late." It can also be better, faster, and cheaper to adapt internal processes and systems to standard application functionality and services than it is to persist with the old paradigm of customized applications installed and operated in-house. Modern platforms (either on-premise or in-cloud) enhance agility by enabling efficient reuse and assembly of applications and components and the speedy deployment of systems into production. Analysts

Michael Azoff

Steve Hodgkinson

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2013


Managing requirements to meet expectations and exploit an agile approach


Well-defined requirements are the foundation of quality for any software development or modernization project. Requirements need to be managed throughout the lifecycle to ensure that delivered software conforms to quality standards, as well as meets business expectations. The focus of software requirements management will be on industry practices and tool support provided by vendors, in the context of development methodologies such as Agile and Lean.

Analysts

Chandranshu Singh

Michael Azoff

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2013


Embracing the consumerized workforce to drive IT and business innovation


In the mobile, social, consumerized workforce, rigid process-led hierarchies are becoming increasingly irrelevant. New collaboration tools and agile modes of working mean that employees can be assigned to deliver business outcomes, not constrained by the parameters of a process. This newly empowered workforce is far from homogenous. Generation XYZA are behaving differently from the Boomers. However, they are redefining the relationship between the technology they use and enterprise IT. This demands a new approach and new set of methods for IT resource allocation more akin to a micro venture capitalist model than traditional ITIL. Analysts

Adrian Drury

Richard Edwards

Richard Absalom

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2013


Adding business value through outsourced services


Cost savings have long been the main driver for the adoption of outsourced services, but enterprises are now looking for vendors that can also add to the overall value of their IT and business processes. This theme examines how outsourcing vendors can move beyond a simple cost play and emerge as the client’s business partner. Potential levers for these new kinds of partnerships include ways to capture and manage innovation, introduce more agile contractual arrangements, and increasingly provide additional commitment beyond the contract.

Analysts

Jens Butler

Tom Reuner

Ian Brown

John Madden

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2013


Transitioning to a virtual IT environment


Virtualization has become an all-encompassing technology and now covers everything from data center server virtualization to endpoint virtualization, and all the different layers in between. More production-grade workloads are moving to server and storage virtualized environments, which will require new thinking on how the data center is managed. The question will be how virtualization affects the organization and how the IT department can be ready for the transition.

Analysts

Roy Illsley

Tim Stammers

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2013


Reference architectures for emerging technologies


The adoption of emerging technologies within the enterprise is increasingly driven by employees, consumers, and business users, rather than in a closely controlled fashion by the IT department. If organizations are to avoid the problems of piecemeal, disconnected solutions then it is important for CIOs to act as an influencer in these decisions and set a pragmatic framework for adoption. Reference architectures are a useful way to highlight the opportunities and challenges that arise from new technologies and guide their incorporation into the existing IT and business environment. Analysts

Tim Jennings

Mark Blowers

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2013


Established and emerging styles of integration


Cloud computing and consumerization of IT are driving changes in the integration architecture landscape, and the boundaries between application, B2B, cloud services, and data integration paradigms are starting to blur. As organizations look for suitable alternatives to traditional approaches, cloud-based integration platforms are starting to gain traction. Meanwhile, SOA remains a solution to a wide range of complex integration needs, including cloud service and mobile application integration.

Analysts

Saurabh Sharma

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2013


Intelligent and on-demand networks


Several telcos are beginning to see their network as “a platform.” What this means may not always be crystal clear, but we expect to see more network services offerings featuring application acceleration, application-aware networks, and dynamic bandwidth allocation, self-managed through portals or managed by providers. Essentially, this is a manifestation of the cloud model applied to enterprise network access itself.

Analysts

David Molony

Mike Sapien

Peter Hall

Claudio Castelli

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2013


Infrastructure consolidation through integrated systems


Integrated systems address complexity by delivering technology with prescribed capability in an easy-to-deploy solution. The cost of implementing and managing increasingly complex infrastructure required by modern applications is moving the balance in favor of integrated systems. Different types of integrated systems are being created to make it easier to attain the benefits of new architectures such as virtualization, cloud, mobile, and SOA.

Analysts

Roy Illsley

Tim Jennings

Saurabh Sharma

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2013


Mobile application development


The rise in adoption of smart mobile devices, from phones to tablets, within the enterprise is the result of the revolution in consumer choice sparked by Apple's iconic devices. The more advanced technology choice available to consumers has left enterprise-owned employee machines looking antiquated. The wave of BYOD and adaptation of enterprise applications to include diverse edge devices, as well as the need to build and test on mobile devices, has raised the prominence of enterprise mobile development.

Analysts

Michael Azoff

Chandranshu Singh

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2013


Building and managing customer-facing native and mobile apps


The mobile connected employee is increasingly engaging with businesses online and offline via Android and iOS smart devices. Location-based notifications, integrated mobile payment, ticketing and voucher platforms, and augmented reality are creating opportunities for new customer experiences and to guide the customer to transaction. However, platform fragmentation, the ongoing native versus hybrid versus web app debate, and the challenges of managing a native application mean that it is not a risk-free process to exploit the mobile channel.

Analysts

Richard Edwards

Adrian Drury

Richard Absalom

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2013


Next-generation collaboration, knowledge management, and enterprise social networks


SaaS enterprise social networking tools are revolutionizing how businesses share knowledge, communicate, and collaborate, but this just the beginning of the journey to the social enterprise and social supply chain. Ovum will cover best-practice implementation approaches in a rapidly evolving market place, examine the impact on the collaboration, knowledge management, and human capital management markets, and map the spectrum of vendors competing to offer the enterprise the next generation of business cloud platforms that they will be using in 2020.

Analysts

Richard Edwards

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2013


BYOD strategies in a dynamic market


The growing role of iOS and Android in the enterprise is shaping approaches to device, application, expense, and service desk management. It is also shaping role-based approaches for tablet deployment beyond the c-suite as a laptop-replacement strategy. Windows 8 is vital for Microsoft adapting to a consumerized IT market, and it comes accompanied by Office 2013 and future integration of Yammer and SharePoint. Ovum will be exploring the impact on the consumerized workplace, Microsoft's role within it, and best-practice transition to the market alternatives.

Analysts

Richard Edwards

Pauline Trotter

Richard Absalom

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2013


Best-practice BYOD, next-generation employee mobility, and enterprise app stores


The connected employee is self-selecting both devices and apps, bypassing the traditional device fleet and enterprise app portfolio. Prohibition is an unpopular and unwinnable strategy. This is not only creating new demands for the service desk but is also defining the parameters of mobile enterprise application development and management. Building on Ovum's market-leading employee behavior research, as well as analysis of the vendors delivering tools for device and enterprise application management, we will deliver the guidance that today's CIO needs to create business value from a consumerized, mobile workforce. Analysts

Richard Absalom

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2013


Managed mobility in the enterprise


Managed mobility may have got off to a rocky start a few years ago, but bring-your-own-device (BYOD) has created the catalyst for enterprises to grapple with mobility on a strategic level which simply didn’t exist before. Operators are now developing more complete managed mobility strategies that include BYOD, with the goal of supporting multiple enterprises’ mobility deployment and management models.

Analysts

Pauline Trotter

Evan Kirchheimer

Claudio Castelli

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2013


Exploiting the M2M opportunity


Telecoms operators have embraced the M2M opportunity with vigor. There has been a stream of announcements about new partnerships, centers of excellence, and customer wins. Forecasts of very large numbers of connected devices have been quoted widely. Ovum believes there is a new approach being taken by operators: while their appetite for M2M has not diminished, most now have a realistic appreciation of their position in the M2M value chain.

Analysts

Pauline Trotter

Evan Kirchheimer

Jeremy Green

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2013


Contact center technologies


Competing in today's highly competitive environment requires enterprises to have an agile technology infrastructure to support customer service effectively and efficiently and to improve the overall customer experience. The contact center is at the heart of customer care for enterprises and therefore it is prudent for them to adopt a systematic approach to enhancements in performance, channel support and engagement, self-service, and reporting and analytics to successfully support a customer base where customer preferences keep changing.

Analysts

Daniel Hong

Aphrodite Brinsmead

Keith Dawson

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2013


Customer experience management


Customer experience management (CEM) is the process of tracking a customer’s path through the experience lifecycle; integrating data from all interaction channels encountered across that lifecycle; integrating the view of that data across internal departments; using this holistic view to improve the revenues derived from customers; and measuring the results of business processes that attempt to monetize the customer experience. The emergence of social, mobile, cloud, and Big Data are directly impacting how customers engage with businesses and how businesses service customers.

Analysts

Daniel Hong

Aphrodite Brinsmead

Keith Dawson

Adrian Drury

Jeremy Cox, Carter Lusher

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2013


The customer-adaptive enterprise: transformational CRM


The increasing volatility of markets and the rise in customer power are driving organizations to rethink CRM – moving from a nearly static approach focused on internal activities to one of continuous and fast adaptation to customer expectations. In this topic we will define the customer-adaptive enterprise concept, implementation, and how CRM applications have to evolve.

Analysts

Jeremy Cox

Carter Lusher

Somak Roy

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2013


Managing social communities and interactions


Enterprises are leveraging social media networks as a source of information on customer opinion and as a new customer experience management channel. Applications providing analysis of social media data will increasingly inform a wide range of processes within the enterprise, including marketing, competitive intelligence, strategic planning, and new product development. As consumers spend ever-more time using social media, not being present on the networks to listen and engage is increasingly not an option.

Analysts

Somak Roy

Adrian Drury

Richard Edwards

Margaret Goldberg

TechnologyTopics

TechnologyPractices

IndustryTopics

IndustryPractices

SuperThemes

OvumTools

OvumServices

ValueProposition










2013


Reaching the connected consumer: redefining digital marketing, planning, and buying


Digital media and smart devices present new ways to reach the connected customer with unique, engaging, personalized cross-channel customer experiences. The fragmented digital marketing landscape is consolidating as the major IT vendors position to arm the CMO with the systems to reach this new customer. This is creating micro-revolutions in the sales and marketing process. In 2013, Ovum will be examining the impact on the process and value chain of media planning, campaign management, and procurement. Who will be the trusted technology and data services partner of the marketing organization: IT vendor, systems integrator, or media holding company?

Analysts

Adrian Drury

TechnologyTopics

TechnologyPractices

IndustryTopics

IndustryPractices

SuperThemes

OvumTools

OvumServices

ValueProposition










2013

© Copyright Ovum. All rights reserved. Ovum is a subsidiary of Informa plc. 1 Ovum IT Research...

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Transcript of © Copyright Ovum. All rights reserved. Ovum is a subsidiary of Informa plc. 1 Ovum IT Research...