IT Governance and Executive Strategies

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While IT spending is broadly heading in the right direction this year, thanks to upgrade cycles for cloud and mobile, there’s a lot of underlying activity across vertical industries which makes analysing and identifying opportunities a more complex exercise. In fact, having access to a full view of your target markets by industry and company size should be required reading for any strategic or tactical planning exercise. Only by understanding the direction of IT spending at an industry level can you hope to formulate a complete picture of upside and downside scenarios for both the short and the long term.

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While a lot of attention has rightly shifted to the long-term promise of new technologies like IoT, artificial intelligence and augmented reality, we haven’t yet reached the endgame in terms of the opportunities surrounding the migration to cloud and mobile platforms which have largely driven the IT market since 2012. In fact, vendors which have gone through the sometimes painful process of shifting their business focus to the 3rd Platform over the past five years should be rewarded with improving fortunes in the next 12-18 months.

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Welcome to Part 2 of this 5-Part series on digital transformation (DX) in the enterprise. Read on to learn the new IT capabilities required for DX and how enterprise leaders can help implement them.

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This blog identifies four core elements and poses essential questions for enterprise executives to focus on to achieve operational excellence in the enterprise. Focusing on these core elements will help you accelerate digital transformation in your organization.

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ICT Industry trends from 2015 - 2020, based on data from IDC's Worldwide Black Book (3rd Platform Edition). Learn 3rd Platform Opportunities, Impact on IT Spending by Innovation Accelerators and a broader view of worldwide ICT Spending.

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IDC and Digital Transformation Maturity

By Shawn Fitzgerald

I recently spoke with Forbes Insights about some of the findings from IDC's research into business maturity with digital transformation. The following has been edited for length and clarity.

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ERP systems have a scary reputation. Over the years many enterprises have initiated massive ERP implementations and upgrades, only to find themselves behind schedule, way over-budget and only using portions of the ERP functionality. Some of these initiatives have been abandoned mid-project or even ended in litigation. As a result, CIOs must carefully evaluate requests to make major changes to functioning, albeit woefully outdated, ERP systems.

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The new blog series from IDC will inform IT and business leadership teams of the priorities of a digital transformation strategy and required digital capabilities. Part 1 identifies the top goals of digital transformation for enterprise executives and their leadership teams.

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The rapid emergence and spread of digital “innovation accelerators” such as AI/cognitive computing, robotics, and IoT has many businesses scrambling —in a highly competitive and often volatile marketplace — to figure out where and how these innovative technologies fit into their business and technology strategies for digital transformation (DX). Many businesses are exploring or innovating digitally enabling products and services; others are creating new digitally enabled products, services, and customer experiences. Often, this experimentation and product development is taking place in labs or limited test bed prototypes.

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Thomas J. Watson once said "Would you like me to give you a formula for success? It's quite simple, really: Double your rate of failure. You are thinking of failure as the enemy of success. But it isn't at all. You can be discouraged by failure or you can learn from it, so go ahead and make mistakes. Make all you can. Because remember that's where you will find success."

CIOs and their management teams across Application Development and IT Operations and Infrastructure are in a very enviable position. They are increasingly able to “fail”, learn and incorporate the learnings from their mistakes, and do so with limited repercussions.

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