Thai Securities Industry: 2007 CIO Survey and Benchmarking Results

Transcription

1 Thai Securities Industry: 2007 CIO Survey and Benchmarking Results Bangkok, September 7, 2007 Copyright 2007 Freewill Solutions Company Limited We conducted our first annual Thai Securities Industry CIO Survey survey this year. AGENDA Introduction Survey Findings Spending and Investment IT Operations Projects and Issues Observations and Challenges for the Industry Questions and Answers Page 2

2 Freewill Solutions conducted a Securities Industry IT Survey in March All active licensed brokers in Thailand were invited to participate. APPROACH Developed structured questionnaire General company information IT operations information IT Applications information Circulated to 38 securities companies in Thailand Conducted CIO interviews with three CIOs to obtain in depth information on survey responses. Had input from three CEO s as well. Analyzed results Page 3 The survey also requested participants to conduct a self assessment of their internal IT process maturity. Page 4

3 We received responses from 10 brokers. This represents 26% of the active firms RESPONDENT PROFILE Characteristic # Respondents Respondents who are predominantly retail brokers 6 Respondents who are predominantly institutional brokers 1 Respondents who are both retail and institutional 3 Page 5 We received responses from 10 brokers. This represents 26% of the active firms RESPONDENT PROFILE Characteristic # Respondents Respondents with Revenues > ThB 1 billion in Respondents who are foreign brokers 1 Respondents who are publicly listed 4 Respondents with derivatives trading licenses 6 Page 6

4 AGENDA Introduction Survey Findings Spending and Investment IT Operations Applications and Issues Observations and Challenges for the Industry Page 7 We made some overall observations based on survey results. OVERALL OBSERVATIONS Budgeted IT Spending Growing in absolute terms The pack - Most firms staying with the pack. Few break aways. Page 8

5 We see Thai Brokerages falling into three categories. These are defined by how IT is being used to create competitive advantage OPTIONS FOR FUTURE ROLE OF IT? Follow the pack Stay with the pack Break away from the pack Follow the pack Focus on providing basic IT services Keep IT organization and budgets small Implement new IT capabilities after the competitors Stay with the pack Focus on improvement Business-IT Alignment Keep IT organization small Implement new IT capabilities at the speed of the competitors Break away from the pack ( front runners, pioneers ) Focus on improvement Business-IT Alignment first Establish Transformation Agent capabilities Make IT more pro-active Involve IT in Process Improvement and Process ment Implement new IT capabilities faster than the competitors ( pioneering ) Page 9 We made some overall observations based on survey results. OVERALL OBSERVATIONS Budgeted IT Spending Growing in absolute terms The pack - Most firms staying with the pack. Few break aways. IT Skills Emphasis on infrastructure. Process Maturity Most rated themselves stronger on Core IT Processes Outsourcing - static Top IT Issues - Security. Page 10

6 AGENDA Introduction Survey Findings Spending and Investment IT Operations Applications and Issues Observations and Challenges for the Industry Page 11 Respondents are planning to spend an average of 3.9% of revenue on IT in 2007 (combined OPEX + CAPEX). This is down from an average of 6.2% in IT EXPENDITURES % of Revenue 12.0% 10.0% 8.0% 6.0% 4.0% 2.0% 0.0% IT Expenditure as a % of Revenue 10.6% 6.7% 6.2% 3.9% 2.0% 1.6% Total IT Total IT Max Average Min Thailand perspective: We found a broad range of IT spending levels compared to revenue levels among the survey respondents. The average expenditure dropped from 6.2% in 2006 to a planned 3.9% in US perspective: According to an external survey, US investment service firms were spending an average of 16.8% of revenue on IT. (Source: Gartner Inc, Company Size Will Shape IT Spending Priorities for U.S. Investment Services Firms Through 2009, Peter Redshaw, April 12, 2006) Page 12

7 However, in absolute value terms, IT budgets are expected to grow (on average) by 9.1% IT BUDGET GROWTH IN ABSOLUTE TERMS IT Budget Growth 2006>> % 62.4% 60.0% 40.0% 23.1% 16.3% 23.7% 20.0% 0.0% 3.1% 9.1% Growth % CAPEX OPEX -14.0% TOTAL -20.0% -30.2% -40.0% -60.0% -80.0% -73.9% % Expenditure Type Thailand perspective: In absolute IT budget value terms, of the seven respondents who provided this data, four planned total IT budget growth, one steady state and two budget reductions. Max Average Min Page 13 All ten survey respondents were planning new system implementations or improvements to their existing systems. NUMBER OF FUTURE PROJECTS Application Timing undefined Back Office Business Data Warehouse (i.e. employee information portal) 1 CRM 1 Front Office 3 1 Help Desk 1 HR 3 Other (Fixed assets - 1, Internet trading - 2): 3 Payroll 1 Risk ment 2 Work Flow ment 2 3 Page 14

8 AGENDA Introduction Survey Findings Spending and Investment IT Operations Applications and Issues Observations and Challenges for the Industry Page 15 We found a wide range of company headcount per IT headcount ratios. However, headcount ratios are of limited value to measure IT effectiveness. IT LEVERAGE: RATIO OF TOTAL EMPLOYEES TO IT # of Employees to 1 IT Typical drivers: Critical mass Nature of business Level of outsourcing Ratio of Total Employees to IT Staff Year Maximum Average Minimum Thailand Perspective: The average ratio of total headcount to IT headcount is expected to move from 19.4:1 (2006) to 19.8:1 (2007). US Perspective: According to a 2005 survey done in the US, the ratio was about 8.9 employees to 1 IT headcount. (Source: Gartner Inc, Company Size Will Shape IT Spending Priorities for U.S. Investment Services Firms Through 2009, Peter Redshaw, April 12, 2006) Page 16

9 In spite of declining expenditure levels, survey respondents are still expecting to grow their IT headcount an average of 7% in IT HEADCOUNT GROWTH % 30% 25% 20% 15% 10% 5% 0% -5% -10% IT Staff Head Count Growth 25% 25% 13% 7% 0% 2006>> >>2008-5% Maximum Average Minimum Thailand Perspective: Of the seven companies that responded, three are remaining static, one is expecting negative growth and the other three are expecting positive growth. Period Page 17 On in 2007 respondents expect that an average 55% of IT staff will work in the Infrastructure area followed by an average of 28% in Development. IT STAFF DISTRIBUTION 7% 11% 55% IT Staff Distribution % Average of Development Average of Infrastructure Average of Admin support Average of ment Among the respondents, infrastructure staff represent the largest component of IT organizations within Thai Securities companies in 2006 and IT Staff Distribution % 10% 28% Average of Development Average of Infrastructure 53% Average of Admin support Average of ment Page 18

10 We used a IT Process taxonomy to gather maturity data from survey respondents. Respondents were asked to rank their process maturity on a scale of 0-3 IT PROCESS MATURITY 9 Page 19 Survey respondents assessed their own maturity in Core IT and ment & Support Processes. Results were unrealistically high. IT PROCESS MATURITY IT Process Maturity 4 Average Score Maximum Score Average Score Minimum Score 0 Develop IT Strategy and Develop Business and Design and Build Systems Test Systems Deploy Systems Maintain & Operate Configuration Problems & Resources Business-IT Vendors and Demand & Releases and Quality Business 0.0 Budget and Core Process Area ment & Support Process Industry Average Page 20

11 Respondents rated themselves stronger in Core IT processes than IT ment Processes IT PROCESS MATURITY Industry: On a scale of 0 3, Thai securities companies rated themselves weakest in the following IT process areas: Core Processes: Overall Average Rating: Develop IT Strategy and Architecture 2. Develop Business and System Requirements 3. Design and Build Systems 4. Configuration & Changes ment & Support Processes: Overall Average rating: Business-IT Relationships 2. Vendors and Suppliers 3. Demand & Plan Delivery 4. Quality 5. Budget and Performance Page 21 AGENDA Introduction Survey Findings Spending and Investment IT Operations Applications and Issues Observations and Challenges for the Industry Page 22

12 Seven of the 10 respondents have outsourced non-core business processes or some software development activities. OUTSOURCING ACTIVITIES Only one respondent expressed an intention to outsource another process area next year. The highest broker was planning to have seven areas outsourced by 2008, the lowest no areas outsourced. The average was: 2.2 Page 23 Respondents expect to be faced with similar IT issues to those they were facing last year. IT Security and Privacy being seen as a #1 issue by all respondents. IT ISSUES Security, security, security! Aligning IT and business requirements Cost at the expense of benefits 2007 year of systems consolidation Page 24

13 AGENDA Introduction Survey Findings Spending and Investment IT Operations Applications and Issues Observations and Challenges for the Industry Page 25 Based on survey feedback and other research, we noted the following observations about the industry. OBSERVATIONS Focus keeping the lights on Securities firm IT departments are still largely focused on core transaction processing and reacting to SET regulations and changes. Clustering Most respondents appear to keep with the pack. I.e., they have the same applications and same plans for the coming year. No break away firm has been defined. Page 26

14 Given this as is situation, and the upcoming changes in the Thai securities industry, we see a number of challenges for IT departments. CHALLENGES FOR THE INDUSTRY Positioning IT in the organization What role should it play in the organization? Primarily back office support, strategic partner or transformation agent. Page 27 IT organizations can play a combination of roles in an organization ROLES OF IT DEPARTMENTS Potential Value To Company Transformation Agent Strategic Partner Operations Expert A) Operations Expert Delivers IT processes, operational services and support ( Keeps the lights on ) Efficiently administers support processes Delivers IT systems and support according to predefined targets Complexity B) Strategic Partner Plays a key role in defining and achieving business strategies and goals Ensures that IT services and applications and infrastructure are aligned with business strategies Viewed as a strategic partner by the business Spends time dealing with strategic business issues. Active in business planning activities C) Transformation Agent Understands business processes and identifies how technology can Improve operational efficiency Helps to transform the organization by introducing new technologies and ways of working Helps the organization anticipate and adapt to future issues Defines how technology can be used to keep the company competitive Page 28

15 Given this as is situation, and the upcoming changes in the Thai securities industry, we see a number of challenges for IT departments. CHALLENGES FOR THE INDUSTRY Positioning IT in the organization What role should it play in the organization? Primarily back office support, strategic partner or transformation agent. Attracting and retaining the right team what kinds of people will IT need to have to maintain leading IT delivery practices, e.g., act as a solution broker etc.? Making the right IT investments What IT investments are going to enable the brokerage firm to compete in the coming years by: Reducing transaction costs (e.g., STP, BPM) Enabling new products (e.g., SBL, Equity Traded Fund - EFT, OTC for derivatives) Increasing differentiation in the eyes of the customer (e.g., CRM) Increasing agility of the IT systems landscape (e.g., adoption of SOA IDM) Page 29 We conducted our first annual Thai Securities Industry CIO Survey survey this year. AGENDA Introduction Survey Findings Spending and Investment IT Operations Projects and Issues Observations and Challenges for the Industry Questions and Answers Page 30

16 If you are interested in receiving a full copy of this report or in participating in next year s study, please contact me at: FOR A COPY OF THE FULL REPORT david_ald@freewillsolutions.com Tel. (66) ext.104 Page 31 Thai Securities Industry 2007 CIO Survey and Benchmarking Results Bangkok, September 7, 2007 Page 32

17 [BACKUP] BACKUP SLIDES Page 33 Respondents are planning to spend an average of 0.9% of revenue on IT CAPEX in This is down from an average of 2.9% in IT EXPENDITURES % of Revenue 6.0% 5.0% 4.0% 3.0% 2.0% 1.0% 0.0% IT Expenditure as a % of Revenue 5.3% 2.9% 2.0% 0.9% 0.2% 0.0% CAPEX CAPEX Max Average Min Thailand perspective: Last year s CAPEX level was partly attributed to investments made by companies preparing for the TFEX. Page 34

18 Respondents are planning to spend an average of 3.0% of revenue on IT OPEX in This is down from an average of 4.1% in IT EXPENDITURES % of Revenue 8.0% 7.0% 6.0% 5.0% 4.0% 3.0% IT Expenditure as a % of Revenue 6.9% 4.6% 4.1% 3.0% Thailand perspective: Last year s CAPEX level was partly attributed to investments made by companies preparing for the TFEX. 2.0% 1.0% 1.2% 1.5% 0.0% OPEX OPEX Max Average Min Page 35 In 2007, IT department head count distribution will change slightly with an increase in development teams and a reduction in infrastructure. IT STAFF DISTRIBUTION Category Infrastructure 55% 53% Development 26% 28% Page 36

19 Survey respondents indicated a tendency to use package software, especially with core IT systems (front and back office). PACKAGE VS CUSTOM System # of Co s using Package # of Co s using Custom Back Office 7 2 Business Data Warehouse (i.e. employee information portal) CRM 2 ERP/Accounting 2 Front Office 9 Not available Help Desk 2 4 HR 5 1 New non-core applications (e.g., CRM & risk management) are more likely to be custom developed. Payroll 7 1 Risk ment 1 3 Work Flow ment 1 1 Page 37 Thai Securities companies are allocating their total IT budgets between CAPEX and OPEX in similar proportion to their US counterparts. CAPITAL VS OPERATING EXPENDITURES Average OPEX, 57% Average CAPEX, 43% Thailand perspective: Respondents were consistently spending more on OPEX than CAPEX for both 2006 and However, one securities company was planning to spend 81% on CAPEX and 19% on OPEX. 9 Average OPEX, 65% Average CAPEX, 35% US perspective: According to a US survey, brokers in North America tend to spend 41% on CAPEX and 59% on OPEX (Source: Gartner Inc., IT Spending for Investment Services Firms, 2007, Peter Redshaw, May 22, 2007) Page 38