EMC Information Generation Résultats Complets

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INFORMATION GENERATION VANSON BOURNE RESEARCH FINDINGS


RESEARCH METHODOLOGY VANSON BOURNE

QUALITATIVE: ENGAGED

40+ EXPERTS & ACADEMICS

E X P E R T S

40+ influential global decision-makers, experts and think-tank leaders across multiple industries interviewed by Institute for the Future. Questionnaire created to validate and further explore this discussion via Vanson Bourne

QUANTITATIVE:

3,600 DIRECTOR, C-SUITE RESPONDENTS ACROSS

18 COUNTRIES

Financial Services

Insurance

Retail

Manufacturing

Media & Entertainment

Life Sciences/Biotech

Oil & Gas

Telecom/MSPs

Other Commercial

I N D U S T R I E S A M E R I C A S USA, Argentina, Brazil, Mexico

A P J Australia, China, India, Japan, Singapore

E M E A France, Germany, Italy, Russia, South Africa, Switzerland, The Netherlands, UAE/Saudi Arabia, United Kingdom

GLOBAL REACH

18 COUNTRIES



The impact of technology on businesses

Increasing Customer Demands & Expectations

Customer Demands Going Into the Next Decade

Technologies that have made the biggest impact/Mega Trends

CONTENTS OF THIS DOCUMENT

SECTION

1 (P.4)

INFORMATION GENERATION

SECTION

3 (P.15)

SIX KEY BUSINESS ATTRIBUTES

SECTION

10 (P.41)

APPENDIX

SECTION 4: Predictively spotting new opportunities

SECTION 5: Demonstrate transparency and trust

SECTION 6: Innovate in an agile way

SECTION 7: Deliver a unique, personalized experience

SECTION 8: Always on, operating in real time

SECTION 9: Pursue continuous learning

SECTION 10.1: Regional breakdown by geography

SECTION 10.2: Regional breakdown by developed vs.

emerging

SECTION 10.3: Breakdown by sector

SECTION 10.4: Sustain relevance

SECTION 10.5: Additional questions

Data Playing a Central Role

SECTION 2: Moving strategy forward


SECTION 1: INFORMATION GENERATION


TECHNOLOGY’S IMPACT ON BUSINESS

66%

51%

45%

40%

34%

34%

33%

30%

3%

4%

Mobile devices

Data analytics

Cloud computing

Social media

Internet of Things

Data visualization

Real-time analytics

Wearable technology

I don't know

Not been impacted

Figure 1: “Which of the following technological advances in the last 5-10 years have impacted the way your organization does business?” Base: all respondents (3600)

93%

felt the impact of technology on their

business in the last 5-10 years Emerging markets

such as China (82%) have been affected by

mobile technology more than developed

markets such as Japan (38%)

• 96% believe

that new technologies such as mobile devices, social networking, cloud and Big Data have forever altered the rules of business


TECHNOLOGY’S IMPACT ON CUSTOMER EXPECTATIONS

55%

53%

50%

47%

38%

25%

7%

Our customers want access to

services faster than ever

Our customers want 24/7

access and connectivity

Our customers want access

on an increasing number of

multi-channel platforms

Our customers want a

personalized experience

Our customers want greater

transparency into interactions

with our business

Our customers want to

collaborate and share with

other customers more easily

Our customers' expectations

have not changed

Figure 2: “How have recent advances in technology transformed the expectations that customers have of your organization?” Base: all respondents (3600)

55%

53%

46%

45%

33%

22%

4%

5%

Want 24/7 access and

connectivity

Want access to services

faster than ever

Want access on an

increasing number of multi-

channel platforms

Want a personalized

experience

Want greater transparency

into interactions with our

business

Want to collaborate and

share with other customers

more easily

Expectations will not change

Don't know

Figure 3: “Thinking about the next 5-10 years, what ways do you expect customer/consumer expectations to change?” Base: all respondents (3600)

7%

93% say technology has changed

customer’s expectations

Today Future

93%


IMPACT OF MEGATRENDS ON CONSUMER BEHAVIOR

21%

47%

23%

5%

4%

Strongly agree

Agree

Neither agree nordisagree

Disagree

Strongly disagree

Figure 4: “To what extent do you agree with the statement: “The rapid adoption of mobile, social, cloud and big data technologies is dramatically changing consumer behaviors and creating a new digital world” Base: all respondents (3600)

68%

Japan is the only country

reporting minimal impact

China, Russia and Switzerland are

most likely to have seen an impact


65%

Figure 5: Analysis of respondents that agree that valuable insights from information are making them rethink the way they do business. Base: all respondents (3600)

73%

68%

65%

64%

63%

62%

59%

54%

49%

49%

44%

Over the next 5 years, digital technologies will

have a direct impact on the way we do

business with our customers

Digital technologies are already having a direct

impact on the way we do business with our

customers

Valuable insights are making us rethink how

we do business

Experiences a high demand for increased

speed of delivery for products/services

Our current decision making would be

improved by having the most salient data

available to us at the point we need it

Believe encryption and data security

techniques will be a central component of

future investments in information technologies

Successfully strengthened its brand through

the use of new technology

Totally trust the accuracy of information and

insight produced by my organization

We know we can get more valuable insights

from information and data, but don't know

how

Our adoption of technology is always reactive

to competitor activities

Struggles to balance cybersecurity risks with

demands for ease of access

INFORMATION IMPACT ON BUSINESS

‘Insights from Information are making companies rethink how they do business’


CURRENT ABILITY TO DEAL WITH DATA With these megatrends comes an increasing volume of data to be transferred, processed and analysed

Figure 6: “How would you rate your organization's ability to take captured data and translate it into useful insights and information helpful to decision making around business performance, customer engagement and product innovation?” Base: all respondents (3600)

24%

47%

23%

5%

1%

Very good

Good

Average

Poor

Very poor

…78% in emerging markets

compared with 65% in

developed markets

71% can transform

data into useful insights and information


EFFECT OF ABUNDANCE OF INFORMATION

Figure 7: “Which of the following best characterizes the effect the abundance of information now available to your organization is having on how you do business?” Base: all respondents (3600)

36%

38%

14%

7%

5%

Markedly improving ourability to do our job

Helping us, but we are notyet able to turn the

"learning" into sizeable,

actionable results

Resulting in informationoverload, making it even

harder for my organization

to make decisions

My organization does nothave an abundance of

information

Don't know

62% are better able to do their jobs

in Mexico, compared with

28% in the US and 15% in Japan


SECTION 2: MOVING STRATEGY FORWARD


REQUIREMENT FOR BETTER USE OF DATA & INSIGHT

Figure 8: “Considering both internal and external forces, where do you currently see the demand for the better use of data and insight coming from?” Base: all respondents (3600)

54%

39%

37%

36%

34%

33%

28%

28%

25%

23%

20%

19%

18%

Customers

Competitors

Finance

IT

C-suite/board level

Marketing

Partners

Sales

Manufacturing/production

R&D

Human resources

Regulatory/governance bodies

Legal

External

Internal

Internally, the highest demand for better use of data & insight comes from the C-suite/board

level as well as finance and IT departments


A CUSTOMER-ORIENTED TECHNOLOGY STRATEGY

Figure 9: “Which of the following do you think a forward-thinking technology strategy must be?” Respondents were only able to select top three attributes Base: all respondents (3600)

47%

39%

33%

27%

27%

22%

20%

17%

17%

15%

15%

11%

4%

Customer-focused

Innovative

Adaptive

Secure

Connected

Brand-focused

Bold

Open

Predictive

Transparent

Inclusive

Profit driven

Don't know

A customer focused technology strategy is 4x more important than a profit-driven

strategy and 2x more important than

security


MAJOR TECHNOLOGY TRENDS FOR THE FUTURE

Figure 10: Thinking about the next 5-10 years, what major technology trends do you anticipate changing the way your business operates internally? Base: all respondents (3600)

43%

37%

36%

27%

24%

24%

22%

20%

19%

15%

14%

10%

Big data analytics

Automation

Cybersecurity

Hybrid cloud

Smart communities

Internet of Things applications

Bring Your Own X

Employees to develop IT solutions

Wearable technology

DevOps

Robotics

None will impact or don't know

73% say advances in technology will

continue to transform customers’

expectations of business

90% say major technology trends

will change the way their business

operates

Respondents in Australia, India,

Mexico, the Netherlands and South

Africa believe automation will outrank big data


SECTION 3: SIX KEY BUSINESS ATTRIBUTES


In the changing business environment that is shaped by the information generation, there are required strategic attributes or attitudes for success.

These six have been tested against each other using a ranking and a points allocation question for both now and 5-10 years time

SIX ATTRIBUTES FOR SUCCESS REDEFINING TO SURVIVE – ATTRIBUTES BUSINESS MUST ADOPT

Predictively spot new

opportunities

Innovate in an agile way

Demonstrate transparency

and trust

Deliver a unique and personalized experience

Pursue continuous

learning

Always on, operating in

real time


IMPORTANCE OF ATTRIBUTES TODAY

Figure 11: Analysis of business attribute prioritisation for today, showing percentages of respondents that put the driver in their top three and the percentages that ranked the attribute first (not showing the results for ‘sustain relevance’) Base: all respondents (3600)

60%

56%

55%

45%

38%

23%

28%

18%

18%

14%

11%

6%

Predictively spot newopportunities

Demonstrate transparencyand trust


Deliver a unique andpersonalized experience

Always on, operating in realtime

Pursue continuous learning

Percentage of respondents putting driver in top three

Percentage of respondents putting driver in first place

Predictively spotting new opportunities

ranks highest globally except in Switzerland and

Netherlands where demonstrating

transparency and trust leads


IMPORTANCE OF ATTRIBUTES FOR THE FUTURE

Figure 12: Analysis of business attribute prioritisation for the next 5-10 years, showing percentages of respondents that put the attribute in their top three and the percentages that ranked the attribute first (not showing the results for ‘sustain relevance’) Base: all respondents (3600)

62%

60%

52%

48%

36%

21%

30%

20%

16%

13%

10%

5%

Predictively spot new opportunities


Demonstrate transparency andtrust

Deliver a unique and personalizedexperience

Always on, operating in real time


Percentage of respondents putting driver in top three

Percentage of respondents putting driver in first place

…except innovating in

an agile way becomes

the 2nd most important

moving ahead of

transparency and trust

In the next 5-10 years, the priority rank remains the

same…


THREE TIERS OF IMPORTANCE A final method of comparison used is for the respondents to allocate 100 points between them. Using this and the previous ranking questions, the six attributes can be subdivided into three tiers of importance:

Figure 13: Analysis showing average point allocation for the six business attributes, both now and in 5-10 years time. Respondents had 100 points to allocate between these six attribute in the two timeframes (not showing the results for ‘sustain relevance’) Base: all respondents (3600)

18.7

14.9

15.4

13.5

13.5

12.7

18.8

15.4

14.8

14.0

13.6

12.3







Now

In 5-10 years time

MOST IMPORTANT: • Predictively spot new opportunities

• Demonstrate transparency and trust

• Innovate in an agile way

VERY IMPORTANT: • Deliver a unique and personalized experience

• Always on, operating in real time

LESS IMPORTANT: • Pursue continuous learning


CURRENT ATTRIBUTE ABILITY

17% 17% 14% 18% 19% 16%

49% 58%

52% 55% 52%

50%

34% 25%

35% 27% 29% 34%

Predictively spot

new

opportunities

Innovate in an

agile way

Demonstrate

transparency

and trust

Deliver a unique

and

personalized

experience

Always on,

operating in real

time

Pursue

continuous

learning

Not started doing this Doing this but not organization-wide Do this organization-wide

Figure 15: Analysis of to what extent organizations are addressing each attribute (not showing sustain relevance) Base: all respondents (3600)

Fewer than 4 in 10 report that their organization is addressing each attribute organization-wide. Only 22%-31% believe that they are addressing these attributes extremely well.

23%

22%

27%

25%

26%

31%



Demonstrate transparency and trust




Figure 14: Analysis of organizations that believe their organization addresses each attribute extremely well (not showing ‘sustain relevance’) Base: all respondents. Respondents were only shown the options that their organization is current doing (3600)


FEW ADDRESS THESE VERY WELL AND COMPANY-WIDE 12%

9%

14%

11%

12%

16%



Demonstratetransparency and trust

Deliver a unique andpersonalized experience

Always on, operating inreal time

Pursue continuouslearning

© Copyright 2015 EMC Corporation. All rights reserved.

Organizations in China, India,

Mexico, Brazil, South Africa and

Australia are ahead of the curve

Figure 16: Analysis showing percentage of respondents that believe their organization can address each attribute both organization-wide and extremely well (not showing ‘sustain relevance’) Base: all respondents (3600)


SECTION 4: PREDICTIVELY SPOTTING NEW OPPORTUNITIES

IN THE FOLLOWING

SECTIONS, EACH

ATTRIBUTE WILL BE INVESTIGATED IN FURTHER DETAIL


CURRENT CAPACITY TO PREDICTIVELY SPOT NEW OPPORTUNITIES

Figure 17: “How would you categorize how your company is addressing each of these business attributes to stay competitive and succeed in this new digital world?” Showing results for predictively spotting new opportunities Base: all respondents (3600)

34%

49%

17%

Do this organization-wide

Doing this but notorganization-wide

Not started doing this

Emerging markets are doing this more widely

across organizations – China (51%), Mexico (50%)

and Brazil (50%)

Life science and financial services

are the most likely to be doing this

organization-wide (both 38%)


AREAS OF PREDICTIVE INSIGHT

Figure 18: “Is your business able to generate insight and predict new opportunities in any of the following areas?” Base: all respondents (3600)

43%

40%

39%

38%

34%

32%

31%

30%

29%

24%

19%

7%

Finding cost savings

Consumer trends

Identifying operational inefficiencies

Improving customer service

Identifying new revenue streams

Buying/buyer-intention patterns

Tailoring services to customers

Identifying investment opportunities

Producing accurate overviews

Shifts in working environment

Anticipating competitor behavior

No or don't know


SECTION 5: DEMONSTRATE TRANSPARENCY AND TRUST


CURRENT CAPACITY TO DEMONSTRATE TRANSPARENCY AND TRUST

Figure 19: “How would you categorize how your company is addressing each of these business attributes to stay competitive and succeed in this new digital world?” Showing results for demonstrate transparency and trust Base: all respondents (3600)

35%

52%

14%




Emerging markets (34% ) place higher

than developed markets (22% ) –

with Mexico (48%), Brazil (47%) and

South Africa (46%) in the lead

Life sciences/biotech organizations are most likely to be

doing this organization-wide

(43%)


IMPACT OF BETTER TRANSPARENCY

42%

45%

8%

5%

Yes, being more transparentsignificantly improves trust

Yes, being more transparentsomewhat improves trust

No, transparency has noimpact on trust

Don't know

Figure 20: “Do you believe that your organization's level of transparency is linked to wider customer trust in the business?” Base: all respondents (3600)

87% believe that improving

transparency has a significant effect on

customer trust

Respondents in Japan were the least likely to believe this

(15%)


SECTION 6: INNOVATE IN AN AGILE WAY


CURRENT CAPACITY TO INNOVATE IN AN AGILE WAY

Figure 21: “How would you categorize how your company is addressing each of these business attributes to stay competitive and succeed in this new digital world?” Showing results for innovate in an agile way Base: all respondents (3600)

25%

58%

17%


Doin this but notorganization-wide


83% have now started doing this in some part of their organization

Telecoms/MSPs and financial services are

most likely to be doing this

company-wide (27%)


HOW TO INCREASE INNOVATION

Figure 22: “What steps could your organization take to foster the adoption of innovative technology?” Base: Respondents who believe that their organization's technology strategy is currently innovative or needs to be, or don't know (3286)

46%

45%

41%

38%

30%

25%

23%

21%

18%

14%

10%

6%

Increase cooperation betweendepartments

Encourage employees to come upwith more ideas

Increase the budget for ITinnovation

Empower people to see a bigger"global picture"

Increase budget for salaries toattract better talent

Contact and seek advice directfrom IT vendors

Less of a blame culture, scared offailing

Having a less risk-adverse board

Proven success on a small scale

Less pressure on IT, freeing upbandwidth

Outsource innovation to externalparties

Don't know

India, Russia, South

Africa and Switzerland

are the only countries

where business leaders’

top response was

“encouraging

employees to come up

with more ideas”


SECTION 7: DELIVER A UNIQUE AND PERSONALIZED EXPERIENCE


Figure 23: “How would you categorize how your company is addressing each of these business attributes to stay competitive and succeed in this new digital world?” Showing results for delivering a unique and personalized experience Base: all respondents (3600)

CURRENT CAPACITY TO DELIVER A UNIQUE AND PERSONALIZED EXPERIENCE

27%

55%

18%




Countries most likely to be doing this

organization-wide are South Africa (47%), Mexico

(42%) and Australia (35%)

Telecoms/MSPs are the most likely to be doing this

organization-wide (35%)


SECTION 8: ALWAYS ON, OPERATING IN REAL TIME


CURRENT CAPACITY TO BE ALWAYS ON, OPERATING IN REAL TIME

Figure 24: “How would you categorize how your company is addressing each of these business attributes to stay competitive and succeed in this new digital world?” Showing results for always on, operating in real time Base: all respondents (3600)

29%

52%

19%




Emerging markets are more likely to do this organization-wide (34%, vs.

25% in developed) – with South Africa

(45%), Mexico (44%) and China (40%) most likely

Media and

entertainment companies are the least likely to have started at all (30%)


24/7 ACCESS TO PRODUCTS AND SERVICES

43%

23%

18%

10%

6%

Yes

No, but we plan to introducethis over the next 12 months

No, but we plan to introducethis after the next 12 months

No, and we have no plans todo so

Don't know

Figure 25: “Does your organization currently provide 24/7 connectivity and availability/access to products and services for customers?” Base: all respondents (3600)

Brazil and South Africa rated highest in providing 24/7 connectivity and access to their

customers (both 58%) while those in

Switzerland rated lowest (23%)


CONSEQUENCES OF NO 24/7 ACCESS

Figure 26: “What consequences has your organization experienced as a result of inability to provide 24/7 access to products and services for customers/consumers?” Base: all respondents (3600)

27%

25%

25%

25%

24%

22%

19%

16%

14%

13%

9%

9%

6%

18%

Loss of business to a competitor

Loss of revenue

Loss of customer confidence/loyalty

Loss of a new business opportunity

Loss of customers

Loss of an incremental businessopportunity

Loss of repeat business

Loss of employee productivity

Damage to company brand andreputation

Delay in product/servicedevelopment

Delay in getting products/servicesto market

Damage to company stock priceand/or shareholder confidence

We have never been unable toprovide this

Not experienced or don’t know

While others do not know, 76% have

experienced at least one negative

consequence as a result of inability


SECTION 9: PURSUE CONTINUOUS LEARNING


CURRENT CAPACITY TO PURSUE CONTINUOUS LEARNING

Figure 27: “How would you categorize how your company is addressing each of these business attributes to stay competitive and succeed in this new digital world?” Showing results for pursue continuous learning Base: all respondents (3600)

34%

50%

16%




84% say their organization has started to pursue

continuous learning to some extent,

although only a third do it organization-

wide

Most likely to be doing this

organization-wide are Brazil (52%), Mexico

(52%) and South Africa

(52%)

41% of those in emerging markets

are doing this organization-wide compared to 29%

in developed countries


KEEPING EXECUTIVES INFORMED

Figure 28: “Does your business have a structured, systematic way for executives to stay informed on the use of business analytics and technological advances on a continuous basis?” Base: all respondents (3600)

29%

39%

16%

9%

8%

Yes, we have had this in place for anumber of years

Yes, but it is new and not widelyadopted

No, but we are planning to do thissoon

No, we have no plans to do this

Don't know

68% of organizations already have a

structured, systematic way to keep their

executives informed about analytics and

technology on a continuous basis


ACCESS TO BUSINESS ANALYTICS

Figure 29: “What level of access, if any, do you have to business analytics and how it is leveraged in the business?” Base: all respondents (3600)

22%

40%

19%

7%

6%

5%

I have access to a wealth of analyticsand data on our business, which

changes regularly, and access to ateam of data scientists

I have access to a wealth of analyticsand data on our business, which

changes regularly, with no access todata scientists

I do not personally have access tothis information, but I have people on

my team who share relevantinformation

I have no insight or access to thisinformation, but have asked for it

I have no access and do not wantaccess

Don't know

62% have some degree of access to their organization’s business analytics, although just 22% have access to a

team of data scientists

China reports the greatest access to analytics & access to data scientists

(44%)


SECTION 10 APPENDIX (ADDITIONAL QUESTIONS, REGIONAL & SECTOR ANALYSIS)


SECTION 10.1 REGIONAL BREAKDOWN – BY GEOGRAPHY


OVERALL MEGATREND IMPACT BY COUNTRY Globally 68% agree that rapid adoption of IT megatrends have dramatically changed consumer behaviour, including 21% who strongly agree

76% 72% 70%

64%

87%

76% 70%

60%

42%

80% 78% 76% 75% 69%

62% 62% 60% 57%

Figure 30: Analysis of whether rapid adoption of IT megatrends have dramatically changed consumer behaviour, split by country Base: all respondents (3600)

AMERICAS: 70%

EMEA: 69%

APJ: 67%


ABILITY TO TRANSFORM DATA BY COUNTRY Overall 71% said their ability to take captured data and translate it into useful insights and information is good or very good, including 24% who said it was very good

86% 82%

70%

60%

92% 88%

82%

65%

23%

80% 76% 75% 74%

68% 67% 65% 63% 62%

Figure 31: Analysis of organization's ability to take captured data and translate it into useful insights and information, split by country Base: all respondents (3600)

AMERICAS: 74%

EMEA: 70%

APJ: 70%


INFORMATION IMPROVING JOB PERFORMANCE BY COUNTRY Respondents in the US (45%), France (45%), India (43%), Germany (43%) and Singapore (43%) are the most likely to believe that the abundance of information has improved their ability to do their job. Those in Mexico (26%) are the least likely to have benefited from the abundance of information, despite having confidence in their ability to produce it – compared to a global average of 36%

45%

35% 32%

26%

43% 43% 40% 40%

31%

45% 43% 42% 42%

39% 38% 37% 36%

31%

Figure 32: Analysis of respondents that have seen a marked improvement in their ability to do their job due to the increasing abundance of information, split by country Base: all respondents (3600)

AMERICAS: 34%

EMEA: 39%

APJ: 39%


INSIGHTS CHANGING THE BUSINESS 65% say that valuable insights from information is making their organization rethink how it does business. With the exception of Mexico and Switzerland, the top seven countries are the BRICS regions

74% 73%

60% 56%

85%

76%

65%

57%

45%

78% 76% 75% 69% 67%

62% 56% 56%

53%

Mexico Brazil USA Argentina China India Singapore Australia Japan Russia South Africa Switzerland France UK Italy Germany UAE/Saudi

Arabia

Netherlands

Figure 33: Analysis of respondents that agree that valuable insights from information are making them rethink the way they do business, split by country. Base: all respondents (3600)

AMERICAS: 66%

EMEA: 65%

APJ: 65%


DATA TO IMPROVE DECSION-MAKING 63% of business leaders believe their decision-making would be improved by having the most salient data available to them at the right time

76%

65%

58% 58%

84%

69%

61% 59%

37%

78% 77%

69% 67% 61% 59% 58%

53%

45%

Mexico Brazil USA Argentina China India Singapore Australia Japan South Africa Switzerland UK Russia Italy France UAE/Saudi

Arabia

Germany Netherlands

Figure 34: Analysis of respondents that agree their current decision making would be improved by having the most salient data available to them at the point they need it, split by country Base: all respondents (3600)

AMERICAS: 64%

EMEA: 63%

APJ: 62%


PILLAR-SPECIFIC REGIONAL BREAKDOWN – BY GEOGRAPHY


PRIORITIZATION OF ATTRIBUTES BY REGION, NOW VS. 5-10 YEARS’ TIMES

62%

58%

52%

45%

33%

27%

64%

54%

60%

42%

38%

18%

57%

56%

54%

46%

41%

24%







Americas

APJ

EMEA

Figure 35: Analysis showing percentages of respondents that prioritized each pillar in their top three for now, split by region (not showing the results for ‘sustain relevance’) Base: all respondents (3600)

65%

58%

49%

48%

35%

24%

66%

67%

51%

46%

33%

19%

59%

57%

54%

48%

38%

22%







Americas

APJ

EMEA

Figure 36: Analysis showing percentages of respondents that prioritized each pillar in their top three for 5-10 years time, split by region (not showing the results for ‘sustain relevance’) Base: all respondents (3600)


PREDICTIVELY SPOTTING NEW OPPORTUNITIES BY COUNTRY 34% of business leaders globally are already predictively spotting new opportunities organization-wide

8% 7% 16%

34%

9% 14% 14% 11%

33%

10% 11% 14% 9% 8% 12%

33% 17%

44% 43% 44%

48%

50%

40% 45% 47%

63%

52%

44% 45% 48% 55% 58%

59%

46% 64%

44%

50% 50% 36%

16%

51% 41% 40%

27% 16%

47% 45% 39% 37% 35% 29% 22% 20% 13%

Mexico Brazil USA Argentina China India Australia Singapore Japan South Africa Germany Russia Italy UK Netherlands UAE/Saudi

Arabia

France Switzerland


Figure 37: Analysis of to what extent organizations are addressing the driver, predictively spotting new opportunities, split by country Base: all respondents (3600)

AMERICAS: 38%

EMEA: 32%

APJ: 35%

R E G I O N A L A V E R A G E D O I N G T H I S O R G A N I Z A T I O N – W I D E :


ABILITY TO PREDICTIVELY SPOT NEW OPPORTUNITIES BY COUNTRY Of those that are currently predictively spotting new opportunities, at least to some extent, 23% estimate that they address it extremely well

34% 33%

23%

16%

35%

29% 29%

17%

7%

27% 26% 24%

19% 18% 18% 15% 14%

8%

Brazil Mexico USA Argentina Australia China India Singapore Japan South Africa Switzerland Russia UAE/Saudi

Arabia

UK Germany Italy France Netherlands

Figure 38: Analysis of organizations that believe they can predictively spot new opportunities extremely well, split by country Base: only asked to respondents whose organizations are currently predictively spotting new opportunities (2335)

AMERICAS: 28%

EMEA: 19%

APJ: 25%


DEMONSTRATING TRANSPARENCY AND TRUST BY COUNTRY Globally 35% of business leaders say they are already demonstrating transparency and trust organization-wide

6% 6% 16%

27% 13% 7%

16% 11% 28%

9% 6% 8% 14% 13% 16% 10% 18%

25%

47% 47% 44%

40%

47% 54% 50%

67%

57%

46% 54% 54% 48% 50% 53% 63%

59% 54%

48% 47% 41% 33%

41% 40% 35% 22% 16%

46% 40% 39% 38% 38% 32% 28% 24% 22%

Mexico Brazil USA Argentina India China Australia Singapore Japan South Africa Germany Netherlands UK Switzerland Russia Italy France UAE/Saudi

Arabia


Figure 39: Analysis of to what extent organizations are addressing the driver, demonstrate transparency and trust, split by country Base: all respondents (3600)

AMERICAS: 42%

EMEA: 34%

APJ: 31%



ABILITY TO DEMONSTRATE TRANSPARENCY AND TRUST BY COUNTRY Respondents in Mexico (45%), Brazil (40%) and South Africa (39%) are far more likely to believe this is true

45%

40%

32% 29%

34% 34% 32%

22%

6%

39%

34%

24% 21%

18% 18% 17% 15% 14%

Mexico Brazil USA Argentina India Australia China Singapore Japan South Africa UK Russia France Italy UAE/Saudi

Arabia

Germany Netherlands Switzerland

Figure 40: Analysis of organizations that believe they can demonstrate transparency and trust extremely well, split by country Base: only asked to respondents whose organizations are currently demonstrating transparency and trust (2277)

AMERICAS: 37%

EMEA: 23%

APJ: 27%


INCREASES IN TRANSPARENCY BY COUNTRY Globally, 66% believe that their organization has managed to increase transparency over the last 5-10 years

81% 78%

61% 59%

87% 80%

73%

57%

44%

81% 76%

70% 66%

62% 60% 56% 54% 54%

Brazil Mexico Argentina USA China India Australia Singapore Japan Switzerland South Africa Russia Italy Germany UK France Netherlands UAE/Saudi

Arabia

Figure 41: Analysis of respondents’ organizations that have increased their transparency over the last 5-10 years, split by country Base: all respondents (3600)

AMERICAS: 69%

EMEA: 64%

APJ: 68%


INNOVATE IN AN AGILE WAY BY COUNTRY A quarter (25%) of organizations are innovating in an agile way organization-wide — though (17%) have not yet started yet

9% 6% 20%

39%

9% 11% 16% 15% 30%

11% 18%

11% 13% 13% 14% 21% 26% 24%

56% 63%

54%

42%

58% 60%

59% 62%

57%

59% 52% 60% 60% 62%

66% 61% 55% 62%

36% 32% 26% 20%

34% 29% 25% 24% 13%

31% 31% 30% 28% 26% 21% 19% 19% 14%

Mexico Brazil USA Argentina China India Singapore Australia Japan Germany Russia South Africa Italy Netherlands UK France UAE/Saudi

Arabia

Switzerland


Figure 42: Analysis of to what extent organizations are addressing the driver, innovate in an agile way, split by country Base: all respondents (3600)

AMERICAS: 28%

EMEA: 24%

APJ: 25%



ABILITY TO INNOVATE IN AN AGILE WAY BY COUNTRY Overall, only 22% think their organization currently can innovate in an agile way extremely well. This is the lowest of all six attributes

32% 29%

26%

14%

30% 28%

27%

18%

8%

24% 22% 22%

19% 18%

16% 15% 15%

11%

Mexico Brazil USA Argentina India China Australia Singapore Japan Russia South Africa UAE/Saudi

Arabia

Italy UK Germany Switzerland France Netherlands

Figure 43: Analysis of organizations that believe they can innovate in an agile way extremely well, split by country Base: only asked to respondents whose organizations are currently innovating in an agile way (2163)

AMERICAS: 26%

EMEA: 18%

APJ: 23%


INNOVATIVE STRATEGY BY COUNTRY Those countries where more respondents believe that their organization can innovate in an agile way are also likely to consider their current technology strategy as innovative

48% 47%

56% 46%

54% 49% 47% 48%

42% 60% 56%

47% 56% 59%

51% 56%

45% 44%

38% 38%

19% 22%

43% 35% 32% 17%

9% 23% 21%

30% 17% 14%

21% 14%

20% 17%

Mexico Brazil USA Argentina China India Australia Singapore Japan Russia Italy South Africa Germany France UK Netherlands Switzerland UAE/Saudi

Arabia

Yes, our current technology strategy is somewhat innovative Yes, our current technology strategy is very innovative

Figure 44: Analysis of the percentage of respondents who consider their organization’s strategy innovative, split by country Base: all respondents (3600)

AMERICAS: 78%

EMEA: 72%

APJ: 75%



DELIVERING A UNIQUE AND PERSONALIZED EXPERIENCE BY COUNTRY Overall, 27% of organizations are already delivering a unique and personalized experience organization-wide

9% 14% 20% 28%

14% 21% 14% 17%

41%

11% 12% 19% 19% 20% 14% 17% 23% 18%

49% 56%

52% 54%

52% 46% 56%

60%

50%

43% 59%

53% 59% 59% 65% 63% 58% 63%

42% 31% 28%

19% 35% 33% 30% 24%

10%

47% 30% 28% 23% 22% 22% 21% 20% 19%

Mexico Brazil USA Argentina Australia India China Singapore Japan South Africa Switzerland Russia Netherlands Germany Italy UK France UAE/Saudi

Arabia


Figure 45: Analysis of to what extent organizations are addressing the driver, delivering a unique and personalized experience, split by country Base: all respondents (3600)

AMERICAS: 30%

EMEA: 26%

APJ: 26%



ABILITY TO DELIVER A UNIQUE AND PERSONALIZED EXPERIENCE BY COUNTRY 64% of business leaders think their organization can provide a unique and personalizes experience well, - but only 25% say they do it extremely well

38%

30%

25%

20%

37% 34%

31%

21%

12%

39%

31%

26% 25% 22%

19%

13% 10%

7%

Mexico Brazil USA Argentina China Australia India Singapore Japan South Africa Russia UK France Italy Germany Netherlands UAE/Saudi

Arabia

Switzerland

Figure 46: Analysis of organizations that believe they can deliver a unique and personalized experience extremely well, split by country Base: only asked to respondents whose organizations are currently deliver a unique and personalized experience (2065)

AMERICAS: 30%

EMEA: 22%

APJ: 29%


ALWAYS ON – OPERATING IN REAL TIME BY COUNTRY 29% of organizations are already always on and operating in real time organization-wide

8% 9% 20%

30%

12% 17% 20% 18% 33%

8% 15% 14% 18% 18% 21%

34% 18%

41%

49% 53%

51%

54%

49% 48%

51% 56%

54%

48%

51% 55% 55% 58% 56%

45% 61%

46%

44% 39% 30%

17%

40% 36% 30% 27% 14%

45% 35% 32% 28% 25% 24% 22% 21%

13%

Mexico Brazil USA Argentina China Australia India Singapore Japan South

Africa

Russia UK Netherlands Italy France UAE/Saudi

Arabia

Germany Switzerland


Figure 47: Analysis of to what extent organizations are addressing the driver, always on, operating in real time, split by country Base: all respondents (3600)

AMERICAS: 32%

EMEA: 27%

APJ: 29%



ABILITY TO BE ALWAYS ON AND OPERATE IN REAL TIME BY COUNTRY 26% of business leaders believe that their organization addresses being always on and operating in real-time extremely well

41% 40%

20% 17%

36% 36% 34%

18%

9%

38%

25% 24% 22% 21%

19% 19%

14% 13%

Mexico Brazil USA Argentina Australia China India Singapore Japan South Africa France Russia Italy UK Germany Netherlands Switzerland UAE/Saudi

Arabia

Figure 48: Analysis of organizations that believe they can be always on, operating in real time extremely well, split by country Base: only asked to respondents whose organizations are currently always on, operating in real time (2125)

AMERICAS: 32%

EMEA: 23%

APJ: 28%


ACTING IN REAL TIME WITH INSIGHT 30% of business leaders say their organization can act in real time, and a further significant portion (43%) say they can do so, but not always with the insights that they need

10% 14%

37% 26%

7% 21% 16%

31% 47%

21% 19% 27%

38% 30% 29% 25%

40% 52%

44% 46%

36% 50%

44%

38% 48%

46%

39%

34% 39%

45%

39% 49% 49% 54%

44%

37% 47% 41%

28% 25%

50% 42% 36%

24% 15%

46% 43% 29% 24% 22% 22% 21% 17% 12%

Mexico Brazil Argentina USA China Australia India Singapore Japan South Africa Russia Italy Netherlands UK Germany France UAE/Saudi

Arabia

Switzerland

No or don't know Yes, the business can sometimes act in real time, but we don't always have the insights we need Yes, our business turns data into information, is "always on" and can act in real time

Figure 49: Analysis of whether the business has the ability to utilize information and act in real time, split by country Base: all respondents (3600)

AMERICAS: 35%

EMEA: 26%

APJ: 33%



PURSUING CONTINUOUS LEARNING BY COUNTRY 34% of organizations are addressing the objective of pursue continuous learning organization-wide

9% 5% 17%

28% 8% 16% 15% 18%

27% 9% 7% 15% 15% 16%

30% 12% 19%

29%

40% 44%

49%

50%

43% 46% 50%

55%

59%

40% 50% 44% 50% 56%

44% 66%

62% 52%

52% 52% 35%

23%

49% 39% 36% 28%

15%

52% 43% 42% 36% 29% 26% 23% 20% 20%

Brazil Mexico USA Argentina China India Australia Singapore Japan South AfricaNetherlands Russia UK Germany Switzerland Italy France UAE/Saudi

Arabia


Figure 50: Analysis of to what extent organizations are addressing the driver, pursue continuous learning, split by country Base: all respondents (3600)

AMERICAS: 40%

EMEA: 32%

APJ: 33%



ABILITY TO PURSUE CONTINUOUS LEARNING BY COUNTRY Of those who are currently addressing pursue continuous learning, 31% overall believe they do it extremely well, more than any of the other six attributes

46% 44%

31% 30%

50%

38% 36%

20%

9%

46%

34%

29%

22% 21% 21% 20% 20% 20%

Mexico Brazil USA Argentina China Australia India Singapore Japan South Africa Russia UK UAE/Saudi

Arabia

France Germany Netherlands Switzerland Italy

Figure 51: Analysis of organizations that believe they can pursue continuous learning extremely well, split by country Base: on asked to respondents whose organizations are currently pursuing continuous learning (2288)

AMERICAS: 39%

EMEA: 27%

APJ: 33%


SECTION 10.2 BREAKDOWN BY DEVELOPED VS. EMERGING


OVERALL MEGATREND IMPACT DEVELOPED VS. EMERGING Globally 68% agree that the rapid adoption of IT megatrends has dramatically changed consumer behaviour, 21% strongly agree

64%

74%

Developed Emerging

Figure 52: Analysis of whether rapid adoption of IT megatrends have dramatically changed consumer behaviour, split by developed and emerging countries Base: all respondents (3600)


ABILITY TO TURN DATA INTO USEFUL INFORMATION – DEVELOPED VS. EMERGING

65%

78%

Developed Emerging

Figure 53: Analysis of organization's ability to take captured data and translate it into useful insights and information, split by developed and emerging countries Base: all respondents (3600)


INFORMATION IMPROVING JOB PERFORMANCE DEVELOPED VS. EMERGING 36% of business leaders globally say that their organization has seen a marked improvement in their ability to do their job due to the increasing abundance of information

29%

43%

Developed Emerging

Figure 54: Analysis of respondents that have seen a marked improvement in their ability to do their job due to the increasing abundance of information, split by developed and emerging countries Base: all respondents (3600)


INSIGHTS CHANGING BUSINESSES DEVELOPED VS. EMERGING

61%

71%

Developed Emerging

Figure 55: Analysis of respondents that agree that valuable insights from information are making them rethink the way they do business, split by developed and emerging countries Base: all respondents (3600)

65% say that valuable insights from information is making their organization rethink how it does business


IMPROVING DECSION-MAKING DEVELOPED VS. EMERGING 63% believe that their decision-making would be improved by having the most salient data available to them at the right time

58%

69%

Developed Emerging

Figure 56: Analysis of respondents that agree their current decision making would be improved by having the most salient data available to them at the point they need it, split by developed and emerging countries Base: all respondents (3600)


PILLAR-SPECIFIC BREAKDOWN BY DEVELOPED VS EMERGING


PRIORITIZATION OF ATTRIBUTES DEVELOPED VS. EMERGING, NOW VS. 10 YEARS’ TIME

59%

58%

57%

43%

39%

22%

60%

53%

54%

47%

37%

25%







Developed

Emerging

62%

56%

60%

45%

37%

19%

63%

48%

60%

50%

35%

24%







Developed

Emerging

Figure 57: Analysis showing percentages of respondents that prioritized each pillar in their top three for now, split by developed and emerging countries (not showing the results for ‘sustain relevance’) Base: all respondents (3600)

Figure 58: Analysis showing percentages of respondents that prioritized each pillar in their top three for 5-10 years time, split by developed and emerging countries (not showing the results for ‘sustain relevance’) Base: all respondents (3600)


PREDICTIVELY SPOTTING NEW OPPORTUNITIES DEVELOPED VS EMERGING Overall 34% say that they are already predictively spotting new opportunities organization-wide

Figure 59: Analysis of to what extent organizations are addressing the driver, predictively spotting new opportunities, split by developed and emerging countries Base: all respondents (3600)

17% 16%

53% 45%

30% 39%

Developed Emerging



18%

26%

Developed Emerging

ABILITY TO PREDICTIVELY SPOT NEW OPPORTUNITIES DEVELOPED VS. EMERGING Of organizations that are currently doing this, only 23% estimate that they address it extremely well. Emerging countries are almost 1.5X more likely to report they are doing this extremely well compared to developed countries

Figure 60: Analysis of organizations that believe they can predictively spot new opportunities extremely well, split by developed and emerging countries Base: only asked to respondents whose organizations are currently predictively spotting new opportunities (2335)


DEMONSTRATING TRANSPARENCY AND TRUST DEVELOPED VS. EMERGING

Figure 61: Analysis of to what extent organizations are addressing the driver, demonstrate transparency and trust, split by developed and emerging countries Base: all respondents (3600)

14% 13%

54% 48%

32% 38%

Developed Emerging


The most likely throughout their entire business are Mexico (48%) and Brazil (47%). Globally 35% are able to demonstrate transparency and trust organization-wide


ABILITY TO DEMONSTRATE TRANSPARENCY AND TRUST BY DEVELOPED VS. EMERGING

22%

34%

Developed Emerging

Figure 62: Analysis of organizations that believe they can demonstrate transparency and trust extremely well, split by developed and emerging countries Base: only asked to respondents whose organizations are currently demonstrating transparency and trust (2277)

The global average for being able to demonstrate transparency and trust well, is 27%. Respondents in Mexico (45%), Brazil (40%) and South Africa (39%) are far more likely to be positive about their ability


INCREASES IN TRANSPARENCY DEVELOPED VS. EMERGING Overall 66% believe that their organization has managed to increase transparency over the last 5-10 years

Figure 63: Analysis of respondents’ organizations that have increased their transparency over the last 5-10 years, split by developed and emerging countries Base: all respondents (3600)

61%

73%

Developed Emerging


INNOVATING IN AN AGILE WAY DEVELOPED VS. EMERGING

18% 16%

60% 56%

23% 29%

Developed Emerging


Figure 64: Analysis of to what extent organizations are addressing the driver, innovate in an agile way, split by developed and emerging countries Base: all respondents (3600)


ABILITY TO INNOVATE IN AN AGILE WAY DEVELOPED VS. EMERGING

18%

26%

Developed Emerging

Figure 65: Analysis of organizations that believe they can innovate in an agile way extremely well, split by developed and emerging countries Base: only asked to respondents whose organizations are currently innovating in an agile way (2163)

Overall, only 22% think that their organization can currently innovate in an agile way extremely well. This is the lowest of all attributes. Mexico, Brazil, China and India skew the averages upwards


INNOVATIVE STRATEGY DEVELOPED VS. EMERGING Countries where more business leaders believe that their organization can innovate in an agile way are also likely to consider their current technology strategy as innovative.

18% 31%

51% 49%

Developed Emerging

Yes, our current technology strategy is somewhat innovative

Yes, our current technology strategy is very innovative

Figure 66: Analysis of the percentage of respondents who consider their organization’s strategy innovative, split by developed and emerging Base: all respondents (3600)


DELIVERING A UNIQUE AND PERSONALIZED EXPERIENCE DEVELOPED VS. EMERGING 27% of business leaders deliver a unique, personalized experience organization-wide

19% 17%

57% 52%

23% 31%

Developed Emerging


Figure 67: Analysis of to what extent organizations are addressing the driver, delivering a unique and personalized experience, split by developed and emerging countries Base: all respondents (3600)


ABILITY TO DELIVER A UNIQUE AND PERSONALIZED EXPERIENCE DEVELOPED VS. EMERGING

21%

31%

Developed Emerging

Figure 68: Analysis of organizations that believe they can deliver a unique and personalized experience extremely well, split by developed and emerging countries Base: only asked to respondents whose organizations are currently deliver a unique and personalized experience (2065)


BEING ALWAYS ON AND OPERATING IN REAL TIME DEVELOPED VS. EMERGING Globally, 29% are always on, operate in real time organization-wide

22% 17%

54% 50%

25% 34%

Developed Emerging


Figure 69: Analysis of to what extent organizations are addressing the driver, always on, operating in real time, split by developed and emerging countries Base: all respondents (3600)


ABILITY TO BE ALWAYS ON AND OPERATE IN REAL TIME DEVELOPED VS. EMERGING One quarter (26%) of business leaders globally believe that their organization addresses being always on and operating in real time extremely well

21%

32%

Developed Emerging

Figure 70: Analysis of organizations that believe they can be always on, operating in real time extremely well, split by developed and emerging countries Base: only asked to respondents whose organizations are currently always on, operating in real time (2125)


ACTING IN REAL TIME DEVELOPED VS. EMERGING 30% are ‘always on’ and can act in real time. Developed countries are less likely to be able to act in real time than those from emerging countries. China (93%), Mexico (90%) and Brazil (86%) are the most likely to say that their organization does this

Figure 71: Analysis of whether the business has the ability to utilize information and act in real time, split by developed and emerging countries Base: all respondents (3600)

32% 20%

44%

42%

23% 38%

Developed Emerging

Yes, our business turns data into information, is "always on" and can act in real time

Yes, the business can sometimes act in real time, but we don't always have the insights we need

No or don't know


PURSUING CONTINUOUS LEARNING DEVELOPED VS. EMERGING 34% of organizations pursue continuous learning across the entire business *further figures in notes

17% 15%

54% 45%

29% 41%

Developed Emerging


Figure 72: Analysis of to what extent organizations are addressing the driver, pursue continuous learning, split by developed and emerging countries Base: all respondents (3600)


PURSUING CONTINUOUS LEARNING DEVELOPED VS. EMERGING Of those who are currently addressing pursue continuous learning, 31% overall believe they do it extremely well

24%

40%

Developed Emerging

Figure 73: Analysis of organizations that believe they can pursue continuous learning extremely well, split by developed and emerging countries Base: only asked to respondents whose organizations are currently pursuing continuous learning (2288)


SECTION 10.3 SECTOR BREAKDOWN


OVERALL MEGA TREND IMPACT BY SECTOR 68% agree that rapid adoption of IT megatrends have dramatically changed consumer behaviour, including 21% who strongly agree

77%

70% 69% 69% 68% 68% 68% 67%

58%

Insurance Life sciences/biotech

Financial services Retail Other commercial Media andentertainment

Telecoms/MSPs Manufacturing Oil and gas

Figure 74: Analysis of whether rapid adoption of IT megatrends have dramatically changed consumer behaviour, split by sector Base: all respondents (3600)


ABILITY TO TRANSFORM DATA BY SECTOR Overall 71% said their ability to take captured data and translate it into useful insights and information is good or very good, including 24% who said it was very good

81% 79% 74% 74%

71% 70% 70% 69%

57%

Telecoms/MSPs Life sciences/biotech

Financial services Insurance Media andentertainment

Manufacturing Retail Other commercial Oil and gas

Figure 75: Analysis of organization's ability to take captured data and translate it into useful insights and information, split by sector Base: all respondents (3600)


INFORMATION IMPROVING JOB PERFORMANCE BY SECTOR 36% of organizations have benefited from the abundance of information

50%

40% 40% 39% 38% 37% 37% 35%

32%

Media andentertainment

Life sciences/biotech

Telecoms/ MSPs Insurance Manufacturing Retail Other commercial Financial services Oil and gas

Figure 76: Analysis of respondents that have seen a marked improvement in their ability to do their job due to the increasing abundance of information, split by sector. Base: all respondents (3600)


INSIGHTS CHANGING THE BUSINESS 65% of business leaders say that having insight changes the way they do business

73% 69% 68%

65% 65% 65% 63% 63% 60%

Lifesciences/biotech

Insurance Retail Other commercial Manufacturing Financial services Telecoms/MSPs Media andentertainment

Oil and gas

Figure 77: Analysis of respondents that agree that valuable insights from information are making them rethink the way they do business, split by sector Base: all respondents (3600)


DATA TO IMPROVE DECISION-MAKING 63% believe that their decision making could be made better with up-to-date data available at the right time

74%

66% 66% 65% 62% 61% 61% 60% 58%


Telecoms/MSPs Insurance Manufacturing Other commercial Retail Financial services Oil and gas Media andentertainment

Figure 78: Analysis of respondents that agree their current decision making would be improved by having the most salient data available to them at the point they need it, split by sector Base: all respondents (3600)


PILLAR-SPECIFIC SECTOR BREAKDOWN


PREDICTIVELY SPOTTING NEW OPPORTUNITIES BY SECTOR 34% of organizations are able to predictively spot new opportunities organization-wide

15% 15% 16% 15% 21%

15% 11%

32% 27%

46% 47% 49% 50% 45% 52% 57%

45% 52%

38% 38% 36% 35% 34% 33% 32% 24% 21%


Financial services Retail Other commercial Insurance Manufacturing Telecoms/MSPs Oil and gas Media andentertainment


Figure 79: Analysis of to what extent organizations are addressing the driver, predictively spotting new opportunities, split by sector Base: all respondents (3600)


ABILITY TO PREDICT NEW OPPORTUNITIES BY SECTOR Only 23% of all business leaders say that their organization is able to address predictively spotting new opportunities extremely well

33% 30% 25% 25% 24% 23% 19% 18% 17%

Insurance Lifesciences/biotech

Telecoms/MSPs Oil and gas Other commercial Financial services Manufacturing Media andentertainment

Retail

Extremely well

Figure 80: Analysis of organizations that believe they can predictively spot new opportunities extremely well, split by sector Base: only asked to respondents whose organizations are currently predictively spotting new opportunities (2335)


DEMONSTRATING TRANSPARENCY AND TRUST BY SECTOR Globally 35% are able to demonstrate transparency and trust organization-wide

5% 7% 11% 13% 12% 13% 15% 24% 24%

52% 53% 50% 49% 52% 55% 55% 47% 51%

43% 40% 40% 37% 35% 32% 30% 29% 25%


Telecoms/MSPs Insurance Other commercial Financial services Manufacturing Retail Media andentertainment

Oil and gas


Figure 81: Analysis of to what extent organizations are addressing the driver, demonstrate transparency and trust, split by sector Base: all respondents (3600)


ABILITY TO DEMONSTRATE TRANSPARENCY AND TRUST BY SECTOR 27% say they demonstrate transparency and trust extremely well

30% 29% 27%

26% 26% 25% 24% 23% 21%

Other commercial Lifesciences/biotech

Financial services Retail Manufacturing Media andentertainment

Telecoms/MSPs Insurance Oil and gas

Figure 82: Analysis of organizations that believe they can demonstrate transparency and trust extremely well, split by sector Base: only asked to respondents whose organizations are currently demonstrating transparency and trust (2277)


INCREASES IN TRANSPARENCY BY SECTOR 25% organizations have become far more transparent, and a further 42% say they have become slightly more transparent in the last 5-10 years

78% 74%

68% 68% 68% 65% 65% 65%

52%


Insurance Telecoms/MSPs Financial services Manufacturing Other commercial Retail Media andentertainment

Oil and gas

Figure 83: Analysis of respondents’ organizations that have increased their transparency over the last 5-10 years, split by sector Base: all respondents (3600)


INNOVATING IN AN AGILE WAY BY SECTOR 66% believe that their organization has managed to increase transparency over the last 5-10 years

12% 15% 19% 15% 15% 20% 12%

28% 27%

61% 58% 55% 59% 60% 55%

64%

53% 56%

27% 27% 26% 26% 25% 25% 24% 19% 18%

Telecoms/MSPs Financial services Retail Other commercial Manufacturing Insurance Lifesciences/biotech

Oil and gas Media andentertainment


Figure 84: Analysis of to what extent organizations are addressing the driver, innovate in an agile way, split by sector Base: all respondents (3600)


ABILITY TO INNOVATE IN AN AGILE WAY BY SECTOR Only 22% think that their organization can currently innovate in an agile way extremely well. This is the lowest of all attributes

30%

26%

23% 20% 20% 20% 20% 20%

18%

Media andentertainment

Insurance Other commercial Financial services Oil and gas Manufacturing Lifesciences/biotech

Retail Telecoms/MSPs

Figure 85: Analysis of organizations that believe they can innovate in an agile way extremely well, split by sector Base: only asked to respondents whose organizations are currently innovating in an agile way (2163)


INNOVATIVE STRATEGY BY SECTOR Sectors where more say that their organization can innovate in an agile are also likely to consider their current technology strategy as innovative

58% 54% 55% 52% 51% 49% 49% 43% 42%

28% 29% 22% 24% 23% 25% 22% 24% 15%


Telecoms/MSPs Manufacturing Financial services Insurance Other commercial Retail Media andentertainment

Oil and gas

Yes, our current technology strategy is somewhat innovative Yes, our current technology strategy is very innovative

Figure 86: Analysis of the percentage of respondents who consider their organization’s strategy innovative, split by sector Base: all respondents (3600)


DELIVERING A UNIQUE & PERSONALIZED EXPERIENCE BY SECTOR 82% of business leaders say their organizations have started addressing the objective for a more personal user experience – but only 27% do it organization wide

13% 13% 14% 18% 17% 21% 20% 18% 31%

52% 57% 56% 54% 56%

54% 56% 59%

49%

35% 30% 30% 28% 27% 25% 24% 23% 20%

Telecoms/MSPs Lifesciences/biotech

Insurance Other commercial Financial services Media andentertainment

Manufacturing Retail Oil and gas


Figure 87: Analysis of to what extent organizations are addressing the driver, delivering a unique and personalized experience, split by sector Base: all respondents (3600)


31%

28%

25% 25% 24% 24% 24% 24%

19%

Retail Financial services Insurance Media andentertainment

Other commercial Manufacturing Oil and gas Lifesciences/biotech

Telecoms/MSPs

ABILITY TO DELIVER A UNIQUE AND PERSONALIZED EXPERIENCE BY SECTOR Despite being the most likely to be working on delivering a more personalized experience, those in the life sciences/biotech industry (24%) and telecoms (19%) are the least likely to believe that their organizations are extremely good at it. Retail (31%) are the most confident, followed by financial services (28%) *global figures in notes

Figure 88: Analysis of organizations that believe they can deliver a unique and personalized experience extremely well, split by sector Base: only asked to respondents whose organizations are currently deliver a unique and personalized experience (2065)


BEING ALWAYS ON AND OPERATING IN REAL TIME BY SECTOR 29% of organizations are addressing the driver of always on, operating in real time organization-wide

15% 17% 26%

18% 19% 18% 30%

18% 27%

51% 50% 44%

53% 52% 54%

44% 57%

52%

35% 33% 31% 29% 29% 28% 25% 24% 21%

Telecoms/MSPs Financial services Insurance Other commercial Lifesciences/biotech

Manufacturing Media andentertainment

Retail Oil and gas


Figure 89: Analysis of to what extent organizations are addressing the driver, always on, operating in real time, split by sector Base: all respondents (3600)


ABILITY TO BE ALWAYS ON AND OPERATE IN REAL TIME BY SECTOR One quarter (26%) of business leaders globally believe that their organization addresses this

34% 32%

28% 28% 27% 25%

24% 23%

19%

Insurance Media andentertainment

Retail Other commercial Telecoms/MSPs Lifesciences/biotech

Financial services Manufacturing Oil and gas

Figure 90: Analysis of organizations that believe they can be always on, operating in real time extremely well, split by country Base: only asked to respondents whose organizations are currently always on, operating in real time (2125)


ACTING IN REAL TIME WITH INSIGHT 30% are ‘always on’ and can act in real time. 43% report that they can sometimes act in real time, but don't always have the insights they need

23% 24% 25% 27% 27% 27% 28% 32% 39%

44% 42% 47% 48%

42% 43% 43% 41%

37%

33% 34% 28% 25% 31% 30% 29% 27% 24%

Financial services Telecoms/ MSPs Manufacturing Life sciences/biotech

Other commercial Retail Insurance Media andentertainment

Oil and gas

Yes, our business turns data into information, is "always on" and can act in real time

Yes, the business can sometimes act in real time, but we don't always have the insights we need

No or don't know

Figure 91: Analysis of whether the business has the ability to utilize information and act in real time, split by sector Base: all respondents (3600)


PURSUING CONTINUOUS LEARNING BY SECTOR 34% of organizations pursue continuous learning across the entire business

10% 20% 15% 17% 14% 17% 18% 19%

27%

50% 41% 50% 47% 52% 50% 48%

58% 50%

40% 40% 36% 36% 35% 33% 33% 23% 23%


Telecoms/MSPs Other commercial Insurance Manufacturing Financial services Retail Media andentertainment

Oil and gas


Figure 92: Analysis of to what extent organizations are addressing the driver, pursue continuous learning, split by sector Base: all respondents (3600)


ABILITY TO PURSUE CONTINUOUS LEARNING BY SECTOR 31% overall believe they do it extremely well, more than any of the other attributes

40%

34% 32% 32% 31% 30% 30% 29% 28%

Insurance Lifesciences/biotech

Other commercial Telecoms/MSPs Retail Manufacturing Oil and gas Media andentertainment

Financial services

Figure 93: Analysis of organizations that believe they can pursue continuous learning extremely well, split by sector Base: only asked to respondents whose organizations are currently pursuing continuous learning (2288)


SECTION 10.4 SUSTAIN RELEVANCE


CURRENT CAPACITY TO SUSTAIN RELEVANCE

Figure 94: “How would you categorize how your company is addressing each of these business attributes to stay competitive and succeed in this new digital world?” Showing results for sustain relevance Base: all respondents (3600)

28%

54%

18%



Not started this yet


SUSTAINING RELEVANCE BY COUNTRY

10% 9% 19%

31% 15% 14% 19% 17%

30%

11% 13% 12% 16% 12%

32% 15% 19%

38%

52% 57% 53%

49%

53% 56% 55% 63%

55%

47% 47% 59% 56% 61%

45% 62%

63% 45%

39% 35% 28% 21% 32% 31% 27% 21% 16%

43% 41% 29% 28% 28% 24% 23% 18% 18%

Mexico Brazil USA Argentina China Australia India Singapore Japan South

Africa

Russia Germany UK Netherlands Switzerland Italy France UAE/Saudi

Arabia


Figure 95: Analysis of to what extent organizations are addressing the driver, sustain relevance, split by country Base: all respondents (3600)

AMERICAS: 30%

EMEA: 28%

APJ: 25%



SUSTAINING RELEVANCE BY SECTOR

9% 17% 16% 21% 18% 23% 26%

17% 25%

46%

54% 55% 52% 56% 51% 49% 59%

52%

46%

29% 28% 27% 26% 26% 25% 24% 23%


Other commercial Telecoms/MSPs Financial services Manufacturing Insurance Media andentertainment

Retail Oil and gas


Figure 96: Analysis of to what extent organizations are addressing the driver, sustain relevance, split by sector Base: all respondents (3600)


SUSTAINING RELEVANCE DEVELOPED VS. EMERGING

19% 18%

57% 50%

24% 32%

Developed Emerging


Figure 97: Analysis of to what extent organizations are addressing the driver, sustain relevance, split by developed and emerging countries Base: all respondents (3600)

Business leaders in Brazil (91%) and Mexico (90%) are the most likely to say that their organization addresses this *global figures in notes


ABILITY TO SUSTAIN RELEVANCE BY COUNTRY

37%

29%

24% 23%

38% 36%

32%

17%

8%

33%

27%

22%

18% 17% 17% 16% 14%

9%

Mexico Brazil USA Argentina India Australia China Singapore Japan South

Africa

Russia France Italy UAE/Saudi

Arabia

UK Germany Switzerland Netherlands

Figure 98: Analysis of organizations that believe they can sustain relevance extremely well, split by country Base: only asked to respondents whose organizations are currently sustaining relevance (2119)

AMERICAS: 29%

EMEA: 20%

APJ: 27%


ABILITY TO SUSTAIN RELEVANCE BY SECTOR Unusually, those in life sciences/biotech industry, along with business leaders in the retail sector, are the least likely to have confidence in their organization’s current ability to sustain relevance (both 21%)

*global figures in notes

32% 29%

26% 25% 24% 24% 24%

21% 21%

Insurance Media andentertainment

Oil and gas Telecoms/MSPs Manufacturing Financial services Other commercial Retail Lifesciences/biotech

Figure 99: Analysis of organizations that believe they can sustain relevance extremely well, split by sector Base: only asked to respondents whose organizations are currently sustaining relevance (2119)


ABILITY TO SUSTAIN RELEVANCE DEVELOPED VS. EMERGING

18%

30%

Developed Emerging

Figure 100: Analysis of organizations that believe they can sustain relevance extremely well, split by developed and emerging countries Base: only asked to respondents whose organizations are currently sustaining relevance (2119)

Business leaders in emerging countries are 1.5X more likely to report that their organization currently addresses sustaining relevance extremely well. Japan (8%) and the Netherlands (9%) are the least likely to believe their organization is very good at this, compared to 22% globally


SECTION 10.5 ADDITIONAL QUESTIONS

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EVOLVING TECHNOLOGY STRATEGIES

15%

42%

33%

11%

Sudden transformative change inresponse to internal and/or external

issues

Gradual/incremental development aspart of a long-term strategy

Both of the above: it varies across theorganization and across projects

Status quo: gradual improvementsimplemented as required

Figure 101: Which of these best describes the technology evolution in your organization over the last 5-10 years? Base: all respondents (3600)

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DATA PLATFORMS AND CHALLENGES Around half of organizations store data and runs applications using on-premise infrastructure (49%), private cloud (46%), and hybrid cloud (28%). The biggest challenges associated with effectively making data and information actionable are security concerns (35%) and lack of in-house expertise (34%)

49%

46%

28%

23%

15%

10%

On-premiseinfrastructure

Private cloud

Hybrid cloud

Public cloud

Data Lakes

Don't know

Figure 102: “Which of the following platforms does your organization use to run applications or store data?” Base: all respondents (3600)

35%

34%

31%

29%

29%

27%

19%

19%

19%

8%

4%

Security concerns

Lack of in-house expertise

Resources/workload constraints

Culture (flexibility, acceptance)

Lack of funds

Planning and anticipation

Lack of management support

Lack of trust in technology

Regulatory challenges

We have no limits

Don't know

Figure 103: Which of the following currently limit your organization's ability to effectively use the data and information you acquire in an actionable manner? Base: all respondents (3600)

EMC Information Generation Résultats Complets

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