INFORMATION GENERATION

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1 INFORMATION GENERATION VANSON BOURNE RESEARCH FINDINGS 1

2 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 Financial Services Insurance Retail Manufacturing QUANTITATIVE: 3,600 DIRECTOR, C-SUITE RESPONDENTS ACROSS 18 COUNTRIES I N D U S T R I E S Media & Entertainment Life Sciences/Biotech Oil & Gas Telecom/MSPs Other Commercial GLOBAL R E A C H 18 COUNTRIES 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 2

3 CONTENTS OF THIS DOCUMENT SECTION 1 (P.4) INFORMATION GENERATION SECTION 3 (P.15) SIX KEY BUSINESS ATTRIBUTES SECTION 10 (P.41) APPENDIX The impact of technology on businesses Technologies that have made the biggest impact/mega Trends Increasing Customer Demands & Expectations Customer Demands Going Into the Next Decade 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 3

4 SECTION 1: INFORMATION GENERATION 4

5 TECHNOLOGY S IMPACT ON BUSINESS Mobile devices 66% Data analytics Cloud computing Social media Internet of Things Data visualization Real-time analytics Wearable technology I don't know Not been impacted 3% 4% 51% 45% 40% 34% 34% 33% 30% 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 96% believe that new technologies such as mobile devices, social networking, cloud and Big Data have forever altered the rules of business more than developed markets such as Japan (38%) Figure 1: Which of the following technological advances in the last 5-10 years have impacted the way your organization does business? 5

6 TECHNOLOGY S IMPACT ON CUSTOMER EXPECTATIONS Today 7% Future Our customers want access to services faster than ever 55% Want 24/7 access and connectivity 55% 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 Our customers want to collaborate and share with other customers more easily 25% 53% 50% 47% 38% 93% 93% say technology has changed customer s expectations Want access to services faster than ever Want access on an increasing number of multichannel 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 4% 22% 33% 53% 46% 45% Our customers' expectations have not changed 7% Don't know 5% Figure 2: How have recent advances in technology transformed the expectations that customers have of your organization? Figure 3: Thinking about the next 5-10 years, what ways do you expect customer/consumer expectations to change? 6

7 IMPACT OF MEGATRENDS ON CONSUMER BEHAVIOR Strongly agree 21% 68% China, Russia and Switzerland are most likely to have seen an impact Agree Neither agree nor disagree 23% 47% Japan is the only country reporting minimal impact Disagree 5% Strongly disagree 4% 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 7

8 INFORMATION IMPACT ON BUSINESS 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 68% 73% 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 65% 64% 63% 62% 59% 65% Insights from Information are making companies rethink how they do business 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 49% 49% 54% Struggles to balance cybersecurity risks with demands for ease of access 44% Figure 5: Analysis of respondents that agree that valuable insights from information are making them rethink the way they do business. 8

9 CURRENT ABILITY TO DEAL WITH DATA With these megatrends comes an increasing volume of data to be transferred, processed and analysed Very good Good Average Poor Very poor 5% 1% 24% 23% 47% 71% can transform data into useful insights and information 78% in emerging markets compared with 65% in developed markets 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? 9

10 EFFECT OF ABUNDANCE OF INFORMATION Markedly improving our ability to do our job Helping us, but we are not yet able to turn the "learning" into sizeable, actionable results Resulting in information overload, making it even harder for my organization to make decisions 14% 36% 38% 62% are better able to do their jobs in Mexico, compared with 28% in the US and 15% in Japan My organization does not have an abundance of information 7% Don't know 5% 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? 10

11 SECTION 2: MOVING STRATEGY FORWARD 11

12 REQUIREMENT FOR BETTER USE OF DATA & INSIGHT Customers Competitors Finance IT C-suite/board level Marketing Partners Sales Manufacturing/production R&D Human resources Regulatory/governance bodies Legal 28% 28% 25% 23% 20% 19% 18% 39% 37% 36% 34% 33% 54% 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 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? 12

13 A CUSTOMER-ORIENTED TECHNOLOGY STRATEGY Customer-focused Innovative Adaptive Secure Connected Brand-focused Bold Open Predictive Transparent Inclusive Profit driven Don't know 4% 47% 39% 33% 27% 27% 22% 20% 17% 17% 15% 15% 11% A customer focused technology strategy is 4x more important than a profit-driven strategy and 2x more important than security 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 13

14 MAJOR TECHNOLOGY TRENDS FOR THE FUTURE Big data analytics Automation Cybersecurity Hybrid cloud Smart communities 43% 37% 36% 27% 24% 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 Internet of Things applications 24% Bring Your Own X Employees to develop IT solutions Wearable technology DevOps Robotics 22% 20% 19% 15% 14% Respondents in Australia, India, Mexico, the Netherlands and South Africa believe automation will outrank big data None will impact or don't know 10% Figure 10: Thinking about the next 5-10 years, what major technology trends do you anticipate changing the way your business operates internally? 14

15 SECTION 3: SIX KEY BUSINESS ATTRIBUTES 15

16 SIX ATTRIBUTES FOR SUCCESS REDEFINING TO SURVIVE ATTRIBUTES BUSINESS MUST ADOPT In the changing business environment that is shaped by the information generation, there are required strategic attributes or attitudes for success. Predictively spot new opportunities Demonstrate transparency and trust Innovate in an agile way Deliver a unique and personalized experience Always on, operating in real time Pursue continuous learning These six have been tested against each other using a ranking and a points allocation question for both now and 5-10 years time 16

17 IMPORTANCE OF ATTRIBUTES TODAY Predictively spot new opportunities 28% 60% Demonstrate transparency and trust Innovate in an agile way Deliver a unique and personalized experience Always on, operating in real time 18% 18% 14% 11% 56% 55% 45% 38% Predictively spotting new opportunities ranks highest globally except in Switzerland and Netherlands where demonstrating transparency and trust leads Pursue continuous learning 6% 23% Percentage of respondents putting driver in top three Percentage of respondents putting driver in first place 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 ) 17

18 IMPORTANCE OF ATTRIBUTES FOR THE FUTURE Predictively spot new opportunities Innovate in an agile way 30% 20% 62% 60% In the next 5-10 years, the priority rank remains the same Demonstrate transparency and trust Deliver a unique and personalized experience Always on, operating in real time 16% 13% 10% 52% 48% 36% except innovating in an agile way becomes the 2 nd most important moving ahead of transparency and trust Pursue continuous learning 5% 21% Percentage of respondents putting driver in top three Percentage of respondents putting driver in first place 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 ) 18

19 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: 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 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 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 ) 19

20 CURRENT ATTRIBUTE ABILITY 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. Predictively spot new opportunities 23% 34% 25% 35% 27% 29% 34% Innovate in an agile way 22% Demonstrate transparency and trust 27% 49% 58% 52% 55% 52% 50% Deliver a unique and personalized experience Always on, operating in real time Pursue continuous learning 25% 26% 31% 17% 17% 14% 18% 19% 16% 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 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) Figure 15: Analysis of to what extent organizations are addressing each attribute (not showing sustain relevance) 20

21 FEW ADDRESS THESE VERY WELL AND COMPANY-WIDE Predictively spot new opportunities Innovate in an agile way 9% 12% Organizations in China, India, Mexico, Brazil, South Africa and Australia are ahead of the curve Demonstrate transparency and trust Deliver a unique and personalized experience Always on, operating in real time 11% 12% 14% Pursue continuous learning 16% 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 ) 21

22 SECTION 4: PREDICTIVELY SPOTTING NEW OPPORTUNITIES IN THE FOLLOWING SECTIONS, EACH ATTRIBUTE WILL BE INVESTIGATED IN FURTHER DETAIL 22

23 CURRENT CAPACITY TO PREDICTIVELY SPOT NEW OPPORTUNITIES Do this organization-wide Doing this but not organization-wide 34% 49% 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%) Not started doing this 17% 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 23

24 AREAS OF PREDICTIVE INSIGHT 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 43% 40% 39% 38% 34% 32% 31% 30% 29% 24% 19% No or don't know 7% Figure 18: Is your business able to generate insight and predict new opportunities in any of the following areas? 24

25 SECTION 5: DEMONSTRATE TRANSPARENCY AND TRUST 25

26 CURRENT CAPACITY TO DEMONSTRATE TRANSPARENCY AND TRUST Do this organization-wide Doing this but not organization-wide 35% 52% 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%) Not started doing this 14% 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 26

27 IMPACT OF BETTER TRANSPARENCY Yes, being more transparent significantly improves trust 42% Yes, being more transparent somewhat improves trust 45% 87% believe that improving transparency has a significant effect on customer trust No, transparency has no impact on trust 8% Respondents in Japan were the least likely to believe this (15%) Don't know 5% Figure 20: Do you believe that your organization's level of transparency is linked to wider customer trust in the business? 27

28 SECTION 6: INNOVATE IN AN AGILE WAY 28

29 CURRENT CAPACITY TO INNOVATE IN AN AGILE WAY Do this organization-wide Doin this but not organization-wide Not started doing this 17% 25% 58% 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%) 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 29

30 HOW TO INCREASE INNOVATION Increase cooperation between departments Encourage employees to come up with more ideas Increase the budget for IT innovation Empower people to see a bigger "global picture" Increase budget for salaries to attract better talent Contact and seek advice direct from IT vendors Less of a blame culture, scared of failing Having a less risk-adverse board Proven success on a small scale Less pressure on IT, freeing up bandwidth Outsource innovation to external parties Don't know 46% 45% 41% 38% 30% 25% 23% 21% 18% 14% 10% 6% India, Russia, South Africa and Switzerland are the only countries where business leaders top response was encouraging employees to come up with more ideas 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) 30

31 SECTION 7: DELIVER A UNIQUE AND PERSONALIZED EXPERIENCE 31

32 CURRENT CAPACITY TO DELIVER A UNIQUE AND PERSONALIZED EXPERIENCE Do this organizationwide Doing this but not organization-wide 27% 55% Countries most likely to be doing this organization-wide are South Africa (47%), Mexico (42%) and Australia (35%) Not started doing this 18% Telecoms/MSPs are the most likely to be doing this organizationwide (35%) 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 32

33 SECTION 8: ALWAYS ON, OPERATING IN REAL TIME 33

34 CURRENT CAPACITY TO BE ALWAYS ON, OPERATING IN REAL TIME Do this organization-wide Doing this but not organization-wide 29% 52% Emerging markets are more likely to do this organizationwide (34%, vs. 25% in developed) with South Africa (45%), Mexico (44%) and China (40%) most likely Not started doing this 19% Media and entertainment companies are the least likely to have started at all (30%) 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 34

35 24/7 ACCESS TO PRODUCTS AND SERVICES Yes 43% No, but we plan to introduce this over the next 12 months No, but we plan to introduce this after the next 12 months No, and we have no plans to do so 10% 18% 23% 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%) Don't know 6% Figure 25: Does your organization currently provide 24/7 connectivity and availability/access to products and services for customers? 35

36 CONSEQUENCES OF NO 24/7 ACCESS 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 business opportunity Loss of repeat business Loss of employee productivity Damage to company brand and reputation Delay in product/service development Delay in getting products/services to market Damage to company stock price and/or shareholder confidence We have never been unable to provide this Not experienced or don t know 27% 25% 25% 25% 24% 22% 19% 16% 14% 13% 9% 9% 6% 18% While others do not know, 76% have experienced at least one negative consequence as a result of inability 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? 36

37 SECTION 9: PURSUE CONTINUOUS LEARNING 37

38 CURRENT CAPACITY TO PURSUE CONTINUOUS LEARNING Do this organization-wide Doing this but not organization-wide Not started doing this 16% 34% 50% 84% say their organization has started to pursue continuous learning to some extent, although only a third do it organizationwide Most likely to be doing this organizationwide 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 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 38

39 KEEPING EXECUTIVES INFORMED Yes, we have had this in place for a number of years 29% Yes, but it is new and not widely adopted No, but we are planning to do this soon 16% 39% 68% of organizations already have a structured, systematic way to keep their executives informed about analytics and technology on a continuous basis No, we have no plans to do this 9% Don't know 8% 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? 39

40 ACCESS TO BUSINESS ANALYTICS I have access to a wealth of analytics and data on our business, which changes regularly, and access to a team of data scientists 22% I have access to a wealth of analytics and data on our business, which changes regularly, with no access to data scientists I do not personally have access to this information, but I have people on my team who share relevant information I have no insight or access to this information, but have asked for it I have no access and do not want access 7% 6% 19% 40% 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%) Don't know 5% Figure 29: What level of access, if any, do you have to business analytics and how it is leveraged in the business? 40

41 SECTION 10 APPENDIX (ADDITIONAL QUESTIONS, REGIONAL & SECTOR ANALYSIS) 41

42 SECTION 10.1 REGIONAL BREAKDOWN BY GEOGRAPHY 42

43 OVERALL MEGATREND IMPACT BY COUNTRY Globally 68% agree that rapid adoption of IT megatrends have dramatically changed consumer behaviour, including 21% who strongly agree AMERICAS: 70% APJ: 67% EMEA: 69% 87% 76% 72% 70% 64% 76% 70% 60% 80% 78% 76% 75% 69% 62% 62% 60% 57% 42% Figure 30: Analysis of whether rapid adoption of IT megatrends have dramatically changed consumer behaviour, split by country 43

44 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 AMERICAS: 74% APJ: 70% EMEA: 70% 86% 82% 70% 60% 92% 88% 82% 65% 80% 76% 75% 74% 68% 67% 65% 63% 62% 23% Figure 31: Analysis of organization's ability to take captured data and translate it into useful insights and information, split by country 44

45 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% AMERICAS: 34% APJ: 39% EMEA: 39% 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 45

46 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 AMERICAS: 66% APJ: 65% EMEA: 65% 85% 74% 73% 60% 56% 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. 46

47 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 AMERICAS: 64% APJ: 62% EMEA: 63% 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 47

48 PILLAR-SPECIFIC REGIONAL BREAKDOWN BY GEOGRAPHY 48

49 PRIORITIZATION OF ATTRIBUTES BY REGION, NOW VS YEARS TIMES Predictively spot new opportunities 62% 64% 57% Predictively spot new opportunities 65% 66% 59% Demonstrate transparency and trust 58% 54% 56% Innovate in an agile way 58% 67% 57% Innovate in an agile way 52% 60% 54% Demonstrate transparency and trust 49% 51% 54% Deliver a unique and personalized experience 45% 42% 46% Deliver a unique and personalized experience 48% 46% 48% Always on, operating in real time 33% 38% 41% Always on, operating in real time 35% 33% 38% Pursue continuous learning 27% 18% 24% Americas APJ EMEA Pursue continuous learning 24% 19% 22% 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 ) 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 ) 49

50 PREDICTIVELY SPOTTING NEW OPPORTUNITIES BY COUNTRY 34% of business leaders globally are already predictively spotting new opportunities organization-wide AMERICAS: 38% 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 : APJ: 35% EMEA: 32% 50% 50% 43% 44% 8% 7% 36% 48% 16% 16% 50% 34% 51% 40% 41% 40% 45% 47% 27% 63% 9% 14% 14% 11% 16% 52% 33% 47% 45% 44% 45% 39% 37% 35% 29% 48% 55% 58% 59% 10% 11% 14% 9% 8% 12% Mexico Brazil USA Argentina China India Australia Singapore Japan South Africa Germany Russia Italy UK Netherlands UAE/Saudi Arabia 22% 20% 46% 33% 64% 17% France 13% 44% 44% Switzerland Not started doing this Doing this but not organization-wide Do this organization-wide Figure 37: Analysis of to what extent organizations are addressing the driver, predictively spotting new opportunities, split by country 50

51 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 AMERICAS: 28% APJ: 25% EMEA: 19% 34% 33% 35% 23% 29% 29% 27% 26% 24% 16% 17% 19% 18% 18% 15% 14% 7% 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) 51

52 DEMONSTRATING TRANSPARENCY AND TRUST BY COUNTRY Globally 35% of business leaders say they are already demonstrating transparency and trust organizationwide AMERICAS: 42% 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 : APJ: 31% EMEA: 34% 48% 47% 41% 33% 41% 40% 35% 22% 16% 46% 40% 39% 38% 38% 32% 28% 24% 22% 47% 47% 44% 40% 47% 54% 50% 67% 57% 46% 54% 54% 48% 50% 53% 63% 59% 54% 6% 6% 16% 27% 13% 7% 16% 11% 28% 9% 6% 8% 14% 13% 16% 10% Mexico Brazil USA Argentina India China Australia Singapore Japan South Africa Germany Netherlands UK Switzerland Russia Italy France UAE/Saudi Arabia Not started doing this Doing this but not organization-wide Do this organization-wide 18% 25% Figure 39: Analysis of to what extent organizations are addressing the driver, demonstrate transparency and trust, split by country 52

53 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 AMERICAS: 37% APJ: 27% EMEA: 23% 45% 40% 32% 29% 34% 34% 32% 22% 39% 34% 24% 21% 18% 18% 17% 15% 14% 6% 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) 53

54 INCREASES IN TRANSPARENCY BY COUNTRY Globally, 66% believe that their organization has managed to increase transparency over the last 5-10 years AMERICAS: 69% APJ: 68% EMEA: 64% 81% 78% 61% 59% 87% 80% 73% 57% 81% 76% 70% 66% 62% 60% 56% 54% 54% 44% 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 54

55 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 AMERICAS: 28% 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 : APJ: 25% EMEA: 24% 36% 32% 26% 20% 34% 29% 25% 24% 13% 31% 31% 30% 28% 26% 21% 19% 19% 14% 56% 63% 54% 42% 58% 60% 59% 62% 57% 59% 52% 60% 60% 62% 66% 61% 55% 62% 9% 6% 20% 39% 9% 11% 16% 15% 30% 11% 18% 11% 13% 13% 14% Mexico Brazil USA Argentina China India Singapore Australia Japan Germany Russia South Africa Italy Netherlands UK France UAE/Saudi Arabia Not started doing this Doing this but not organization-wide Do this organization-wide 21% 26% 24% Switzerland Figure 42: Analysis of to what extent organizations are addressing the driver, innovate in an agile way, split by country 55

56 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 AMERICAS: 26% APJ: 23% EMEA: 18% 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) 56

57 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 AMERICAS: 78% 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 : APJ: 75% EMEA: 72% 38% 38% 19% 22% 43% 35% 32% 17% 9% 23% 21% 30% 17% 14% 21% 14% 20% 17% 48% 47% 56% 46% 54% 49% 47% 48% 42% 60% 56% 47% 56% 59% 51% 56% 45% 44% 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 57

58 DELIVERING A UNIQUE AND PERSONALIZED EXPERIENCE BY COUNTRY Overall, 27% of organizations are already delivering a unique and personalized experience organization-wide AMERICAS: 30% 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 : APJ: 26% EMEA: 26% 42% 49% 31% 28% 56% 52% 9% 14% 20% 19% 54% 28% 35% 33% 30% 52% 14% 46% 56% 21% 24% 60% 14% 17% 10% 50% 41% 47% 43% 59% 11% 12% 30% 28% 23% 22% 22% 21% 20% 19% 53% 59% 59% 65% 63% 58% 63% 19% 19% 20% 14% 17% 23% 18% Mexico Brazil USA Argentina Australia India China Singapore Japan South Africa Switzerland Russia Netherlands Germany Italy UK France UAE/Saudi Arabia Not started doing this Doing this but not organization-wide Do this organization-wide Figure 45: Analysis of to what extent organizations are addressing the driver, delivering a unique and personalized experience, split by country 58

59 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 AMERICAS: 30% APJ: 29% EMEA: 22% 38% 30% 37% 34% 31% 39% 31% 25% 20% 21% 26% 25% 22% 19% 12% 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) 59

60 ALWAYS ON OPERATING IN REAL TIME BY COUNTRY 29% of organizations are already always on and operating in real time organization-wide AMERICAS: 32% 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 : APJ: 29% EMEA: 27% 44% 39% 49% 53% 8% 9% 30% 51% 20% 17% 54% 30% 40% 36% 49% 48% 30% 27% 51% 56% 12% 17% 20% 18% 14% 54% 33% 45% 48% Mexico Brazil USA Argentina China Australia India Singapore Japan South Africa 8% 35% 32% 28% 25% 24% 22% 21% 51% 55% 55% 58% 56% 15% 14% 18% 18% 21% 45% 34% Russia UK Netherlands Italy France UAE/Saudi Arabia 61% 18% Germany 13% 46% 41% Switzerland Not started doing this Doing this but not organization-wide Do this organization-wide Figure 47: Analysis of to what extent organizations are addressing the driver, always on, operating in real time, split by country 60

61 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 realtime extremely well AMERICAS: 32% APJ: 28% EMEA: 23% 41% 40% 36% 36% 34% 38% 20% 17% 18% 9% 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) 61

62 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 AMERICAS: 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 : APJ: 33% EMEA: 26% 47% 44% 41% 46% 10% 14% 28% 25% 36% 37% 50% 26% 50% 44% 7% 42% 36% 38% 48% 21% 16% 24% 46% 31% 15% 39% 47% 46% 43% 34% 39% 21% 19% 29% 24% 22% 22% 21% 17% 45% 27% 39% 38% 49% 49% 54% 30% 29% 25% Mexico Brazil Argentina USA China Australia India Singapore Japan South Africa Russia Italy Netherlands UK Germany France UAE/Saudi Arabia 44% 40% 12% 37% 52% 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 62

63 PURSUING CONTINUOUS LEARNING BY COUNTRY 34% of organizations are addressing the objective of pursue continuous learning organization-wide AMERICAS: 40% 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 : APJ: 33% EMEA: 32% 52% 52% 35% 23% 49% 39% 36% 28% 15% 52% 43% 42% 36% 29% 26% 23% 20% 20% 40% 44% 9% 5% 49% 17% 50% 28% 43% 8% 46% 50% 55% 16% 15% 18% 59% 27% 40% 50% 9% 7% 44% 50% 56% 15% 15% 16% Brazil Mexico USA Argentina China India Australia Singapore Japan South AfricaNetherlands Russia UK Germany Switzerland Italy France UAE/Saudi Arabia Not started doing this Doing this but not organization-wide Do this organization-wide 44% 30% 66% 12% 62% 19% 52% 29% Figure 50: Analysis of to what extent organizations are addressing the driver, pursue continuous learning, split by country 63

64 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 AMERICAS: 39% APJ: 33% EMEA: 27% 46% 44% 31% 30% 50% 38% 36% 46% 34% 29% 20% 22% 21% 21% 20% 20% 20% 9% 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) 64

65 SECTION 10.2 BREAKDOWN BY DEVELOPED VS. EMERGING 65

66 OVERALL MEGATREND IMPACT DEVELOPED VS. EMERGING Globally 68% agree that the rapid adoption of IT megatrends has dramatically changed consumer behaviour, 21% strongly agree 74% 64% Developed Emerging Figure 52: Analysis of whether rapid adoption of IT megatrends have dramatically changed consumer behaviour, split by developed and emerging countries 66

67 ABILITY TO TURN DATA INTO USEFUL INFORMATION DEVELOPED VS. EMERGING 78% 65% 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 67

68 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 43% 29% 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 68

69 INSIGHTS CHANGING BUSINESSES DEVELOPED VS. EMERGING 65% say that valuable insights from information is making their organization rethink how it does business 71% 61% 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 69

70 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 69% 58% 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 70

71 PILLAR-SPECIFIC BREAKDOWN BY DEVELOPED VS EMERGING 71

72 PRIORITIZATION OF ATTRIBUTES DEVELOPED VS. EMERGING, NOW VS. 10 YEARS TIME Predictively spot new opportunities 59% 60% Predictively spot new opportunities 62% 63% Demonstrate transparency and trust 58% 53% Demonstrate transparency and trust 56% 48% Innovate in an agile way 57% 54% Innovate in an agile way 60% 60% Deliver a unique and personalized experience 43% 47% Deliver a unique and personalized experience 45% 50% Always on, operating in real time 39% 37% Always on, operating in real time 37% 35% Pursue continuous learning 22% 25% Pursue continuous learning 19% 24% Developed Developed Emerging 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 ) 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 ) 72

73 PREDICTIVELY SPOTTING NEW OPPORTUNITIES DEVELOPED VS EMERGING Overall 34% say that they are already predictively spotting new opportunities organization-wide 30% 39% 53% 45% 17% 16% Developed Emerging Not started doing this Doing this but not organization-wide Do this organization-wide Figure 59: Analysis of to what extent organizations are addressing the driver, predictively spotting new opportunities, split by developed and emerging countries 73

74 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 26% 18% Developed Emerging 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) 74

75 DEMONSTRATING TRANSPARENCY AND TRUST DEVELOPED VS. 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 32% 38% 54% 48% 14% 13% Developed Emerging Not started doing this Doing this but not organization-wide Do this organization-wide Figure 61: Analysis of to what extent organizations are addressing the driver, demonstrate transparency and trust, split by developed and emerging countries 75

76 ABILITY TO DEMONSTRATE TRANSPARENCY AND TRUST BY DEVELOPED VS. EMERGING 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 34% 22% 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) 76

77 INCREASES IN TRANSPARENCY DEVELOPED VS. EMERGING Overall 66% believe that their organization has managed to increase transparency over the last 5-10 years 73% 61% Developed Emerging Figure 63: Analysis of respondents organizations that have increased their transparency over the last 5-10 years, split by developed and emerging countries 77

78 INNOVATING IN AN AGILE WAY DEVELOPED VS. EMERGING 23% 29% 60% 56% 18% 16% Developed Emerging Not started doing this Doing this but not organization-wide Do this organization-wide Figure 64: Analysis of to what extent organizations are addressing the driver, innovate in an agile way, split by developed and emerging countries 78

79 ABILITY TO INNOVATE IN AN AGILE WAY DEVELOPED VS. EMERGING 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 26% 18% 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) 79

80 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. 51% 49% 18% 31% 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 80

81 DELIVERING A UNIQUE AND PERSONALIZED EXPERIENCE DEVELOPED VS. EMERGING 27% of business leaders deliver a unique, personalized experience organization-wide 23% 31% 57% 52% 19% 17% Developed Emerging Not started doing this Doing this but not organization-wide Do this organization-wide Figure 67: Analysis of to what extent organizations are addressing the driver, delivering a unique and personalized experience, split by developed and emerging countries 81

82 ABILITY TO DELIVER A UNIQUE AND PERSONALIZED EXPERIENCE DEVELOPED VS. EMERGING 31% 21% 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) 82

83 BEING ALWAYS ON AND OPERATING IN REAL TIME DEVELOPED VS. EMERGING Globally, 29% are always on, operate in real time organization-wide 25% 34% 54% 50% 22% Developed 17% Emerging Not started doing this Doing this but not organization-wide Do this organization-wide Figure 69: Analysis of to what extent organizations are addressing the driver, always on, operating in real time, split by developed and emerging countries 83

84 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 32% 21% 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) 84

85 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 23% 38% 44% 42% 32% Developed 20% 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 Figure 71: Analysis of whether the business has the ability to utilize information and act in real time, split by developed and emerging countries 85

86 PURSUING CONTINUOUS LEARNING DEVELOPED VS. EMERGING 34% of organizations pursue continuous learning across the entire business *further figures in notes 29% 41% 54% 45% 17% 15% Developed Emerging Not started doing this Doing this but not organization-wide Do this organization-wide Figure 72: Analysis of to what extent organizations are addressing the driver, pursue continuous learning, split by developed and emerging countries 86

87 PURSUING CONTINUOUS LEARNING DEVELOPED VS. EMERGING Of those who are currently addressing pursue continuous learning, 31% overall believe they do it extremely well 40% 24% 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) 87

88 SECTION 10.3 SECTOR BREAKDOWN 88

89 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 and entertainment Telecoms/MSPs Manufacturing Oil and gas Figure 74: Analysis of whether rapid adoption of IT megatrends have dramatically changed consumer behaviour, split by sector 89

90 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 and entertainment 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 90

91 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 and entertainment 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. 91

92 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% Life sciences/biotech Insurance Retail Other commercial Manufacturing Financial services Telecoms/MSPs Media and entertainment 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 92

93 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% Life sciences/biotech Telecoms/MSPs Insurance Manufacturing Other commercial Retail Financial services Oil and gas Media and entertainment 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 93

94 PILLAR-SPECIFIC SECTOR BREAKDOWN 94

95 PREDICTIVELY SPOTTING NEW OPPORTUNITIES BY SECTOR 34% of organizations are able to predictively spot new opportunities organization-wide 38% 38% 36% 35% 34% 33% 32% 24% 21% 45% 52% 46% 47% 49% 50% 45% 52% 57% 15% 15% 16% 15% 21% 15% 11% 32% 27% Life sciences/biotech Financial services Retail Other commercial Insurance Manufacturing Telecoms/MSPs Oil and gas Media and entertainment Not started doing this Doing this but not organization-wide Do this organization-wide Figure 79: Analysis of to what extent organizations are addressing the driver, predictively spotting new opportunities, split by sector 95

96 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 Life sciences/biotech Telecoms/MSPs Oil and gas Other commercial Financial services Manufacturing Media and entertainment 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) 96

97 DEMONSTRATING TRANSPARENCY AND TRUST BY SECTOR Globally 35% are able to demonstrate transparency and trust organization-wide 43% 40% 40% 37% 35% 32% 30% 29% 25% 52% 53% 50% 49% 52% 55% 55% 47% 51% 5% 7% 11% 13% 12% 13% 15% Life sciences/biotech Telecoms/MSPs Insurance Other commercial Financial services Manufacturing Retail Media and entertainment Not started doing this Doing this but not organization-wide Do this organization-wide 24% 24% Oil and gas Figure 81: Analysis of to what extent organizations are addressing the driver, demonstrate transparency and trust, split by sector 97

98 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 Life sciences/biotech Financial services Retail Manufacturing Media and entertainment 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) 98

99 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% Life sciences/ biotech Insurance Telecoms/MSPs Financial services Manufacturing Other commercial Retail Media and entertainment Oil and gas Figure 83: Analysis of respondents organizations that have increased their transparency over the last 5-10 years, split by sector 99

100 INNOVATING IN AN AGILE WAY BY SECTOR 66% believe that their organization has managed to increase transparency over the last 5-10 years 27% 27% 26% 26% 25% 25% 24% 19% 18% 61% 58% 55% 59% 60% 55% 64% 53% 56% 12% 15% 19% 15% 15% 20% 12% 28% 27% Telecoms/MSPs Financial services Retail Other commercial Manufacturing Insurance Life sciences/biotech Oil and gas Media and entertainment Not started doing this Doing this but not organization-wide Do this organization-wide Figure 84: Analysis of to what extent organizations are addressing the driver, innovate in an agile way, split by sector 100

101 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 and entertainment Insurance Other commercial Financial services Oil and gas Manufacturing Life sciences/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) 101

102 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 28% 29% 22% 24% 23% 25% 22% 24% 15% 58% 54% 55% 52% 51% 49% 49% 43% 42% Life sciences/ biotech Telecoms/MSPs Manufacturing Financial services Insurance Other commercial Retail Media and entertainment Yes, our current technology strategy is somewhat innovative Yes, our current technology strategy is very innovative Oil and gas Figure 86: Analysis of the percentage of respondents who consider their organization s strategy innovative, split by sector 102

103 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 35% 30% 30% 28% 27% 25% 24% 23% 20% 52% 57% 56% 54% 56% 54% 56% 59% 49% 13% 13% 14% 18% 17% 21% 20% 18% 31% Telecoms/MSPs Life sciences/biotech Insurance Other commercial Financial services Media and entertainment Manufacturing Retail Oil and gas Not started doing this Doing this but not organization-wide Do this organization-wide Figure 87: Analysis of to what extent organizations are addressing the driver, delivering a unique and personalized experience, split by sector 103

104 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 31% 28% 25% 25% 24% 24% 24% 24% 19% Retail Financial services Insurance Media and entertainment Other commercial Manufacturing Oil and gas Life sciences/biotech Telecoms/MSPs 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) 104

105 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 35% 33% 31% 29% 29% 28% 25% 24% 21% 51% 50% 44% 53% 52% 54% 44% 57% 52% 15% 17% 26% 18% 19% 18% 30% 18% 27% Telecoms/MSPs Financial services Insurance Other commercial Life sciences/biotech Manufacturing Media and entertainment Retail Oil and gas Not started doing this Doing this but not organization-wide Do this organization-wide Figure 89: Analysis of to what extent organizations are addressing the driver, always on, operating in real time, split by sector 105

106 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 and entertainment Retail Other commercial Telecoms/MSPs Life sciences/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) 106

107 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 33% 34% 28% 25% 31% 30% 29% 27% 24% 44% 42% 47% 48% 42% 43% 43% 41% 37% 23% 24% 25% 27% 27% 27% 28% 32% 39% Financial services Telecoms/ MSPs Manufacturing Life sciences/ biotech Other commercial Retail Insurance Media and entertainment 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 107

108 PURSUING CONTINUOUS LEARNING BY SECTOR 34% of organizations pursue continuous learning across the entire business 40% 40% 36% 36% 35% 33% 33% 23% 23% 50% 41% 50% 47% 52% 50% 48% 58% 50% 10% 20% 15% 17% 14% 17% 18% 19% 27% Life sciences/biotech Telecoms/MSPs Other commercial Insurance Manufacturing Financial services Retail Media and entertainment Not started doing this Doing this but not organization-wide Do this organization-wide Oil and gas Figure 92: Analysis of to what extent organizations are addressing the driver, pursue continuous learning, split by sector 108

109 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 Life sciences/biotech Other commercial Telecoms/MSPs Retail Manufacturing Oil and gas Media and entertainment 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) 109

110 SECTION 10.4 SUSTAIN RELEVANCE 110

111 CURRENT CAPACITY TO SUSTAIN RELEVANCE Do this organization-wide 28% Doing this but not organization-wide 54% Not started this yet 18% 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 111

112 SUSTAINING RELEVANCE BY COUNTRY AMERICAS: 30% 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 : APJ: 25% EMEA: 28% 39% 35% 28% 21% 32% 31% 27% 21% 16% 43% 41% 29% 28% 28% 24% 23% 18% 18% 52% 57% 53% 49% 53% 56% 55% 63% 55% 47% 47% 59% 56% 61% 45% 62% 63% 45% 10% 9% 19% 31% 15% 14% 19% 17% 30% Mexico Brazil USA Argentina China Australia India Singapore Japan South Africa 11% 13% 12% 16% 12% 32% 15% 19% 38% Russia Germany UK Netherlands Switzerland Italy France UAE/Saudi Arabia Not started doing this Doing this but not organization-wide Do this organization-wide Figure 95: Analysis of to what extent organizations are addressing the driver, sustain relevance, split by country 112

113 SUSTAINING RELEVANCE BY SECTOR 46% 29% 28% 27% 26% 26% 25% 24% 23% 54% 55% 52% 56% 51% 49% 59% 52% 46% 9% 17% 16% 21% 18% 23% 26% 17% 25% Life sciences/biotech Other commercial Telecoms/MSPs Financial services Manufacturing Insurance Media and entertainment Not started doing this Doing this but not organization-wide Do this organization-wide Retail Oil and gas Figure 96: Analysis of to what extent organizations are addressing the driver, sustain relevance, split by sector 113

114 SUSTAINING RELEVANCE DEVELOPED VS. EMERGING Business leaders in Brazil (91%) and Mexico (90%) are the most likely to say that their organization addresses this *global figures in notes 24% 32% 57% 50% 19% 18% Developed Emerging Not started doing this Doing this but not organization-wide Do this organization-wide Figure 97: Analysis of to what extent organizations are addressing the driver, sustain relevance, split by developed and emerging countries 114

115 ABILITY TO SUSTAIN RELEVANCE BY COUNTRY AMERICAS: 29% APJ: 27% EMEA: 20% 37% 29% 24% 23% 38% 36% 32% 33% 27% 22% 17% 18% 17% 17% 16% 14% 8% 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) 115

116 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 and entertainment Oil and gas Telecoms/MSPs Manufacturing Financial services Other commercial Retail Life sciences/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) 116

117 ABILITY TO SUSTAIN RELEVANCE DEVELOPED VS. EMERGING 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 30% 18% 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) 117

118 SECTION 10.5 ADDITIONAL QUESTIONS 118

119 EVOLVING TECHNOLOGY STRATEGIES Sudden transformative change in response to internal and/or external issues 15% Gradual/incremental development as part of a long-term strategy 42% Both of the above: it varies across the organization and across projects 33% Status quo: gradual improvements implemented as required 11% Figure 101: Which of these best describes the technology evolution in your organization over the last 5-10 years? 119

120 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%) On-premise infrastructure 49% Security concerns Lack of in-house expertise 35% 34% Private cloud 46% Resources/workload constraints Culture (flexibility, acceptance) 31% 29% Hybrid cloud 28% Lack of funds Planning and anticipation 29% 27% Public cloud 23% Lack of management support 19% Data Lakes 15% Lack of trust in technology Regulatory challenges 19% 19% Don't know 10% We have no limits Don't know 4% 8% Figure 102: Which of the following platforms does your Figure 103: Which of the following currently limit your organization use to run applications or store data? organization's ability to effectively use the data and information you acquire in an actionable manner? 120

121

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