EMC Information Generation Résultats Complets

INFORMATION GENERATION
VANSON BOURNE RESEARCH FINDINGS

Copyright 2015 EMC Corporation. All rights reserved.
RESEARCH METHODOLOGY
VANSON BOURNE
QUALITATIVE:
QUANTITATIVE:
3,600
ENGAGED
40+
DIRECTOR, C-SUITE
EXPERTS
RESPONDENTS ACROSS
18 COUNTRIES
& ACADEMICS
EXPERTS
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
INDUSTRIES
Financial Services
Media & Entertainment
Insurance
Life Sciences/Biotech
Retail
Oil & Gas
Manufacturing
Telecom/MSPs
Other Commercial
GLOBAL
REACH
18
COUNTRIES
AMERICAS
USA, Argentina, Brazil, Mexico
APJ
Australia, China, India, Japan, Singapore
EMEA
France, Germany, Italy, Russia, South

Africa, Switzerland, The Netherlands,
UAE/Saudi Arabia, United Kingdom
CONTENTS OF THIS DOCUMENT

SECTION
(P.4)
INFORMATION
GENERATION
SECTION
(P.15)
SECTION
10
(P.41)
SIX KEY BUSINESS

ATTRIBUTES
APPENDIX
The impact of technology on

businesses
SECTION 4:
Predictively spotting new opportunities
SECTION 10.1:
Regional breakdown by geography
Increasing Customer Demands &

Expectations
SECTION 5:
Demonstrate transparency and trust
Customer Demands Going Into the

Next Decade
SECTION 6:
Innovate in an agile way
SECTION 10.2:
Regional breakdown by developed vs.
emerging
Technologies that have made the

biggest impact/Mega Trends
SECTION 7:
Deliver a unique, personalized experience
Data Playing a Central Role
SECTION 8:
Always on, operating in real time
SECTION 2:
Moving strategy forward
SECTION 9:
Pursue continuous learning
SECTION 10.3:
Breakdown by sector
SECTION 10.4:
Sustain relevance
SECTION 10.5:
Additional questions
SECTION 1:
INFORMATION GENERATION
TECHNOLOGYS IMPACT ON BUSINESS

66%
Mobile devices
51%
Data analytics
45%
Cloud computing
40%
Social media
Internet of Things
34%
Data visualization
34%
Real-time analytics
33%
30%
Wearable technology
I don't know
3%
Not been impacted
4%
93%
felt the impact of

technology on their
business in the last 510 years
96% believe
that new
technologies such
as mobile devices,
social networking,
cloud and Big
Data have forever
altered the rules
of business
Emerging markets
such as China (82%)
have been affected by
mobile technology
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?
Base: all respondents (3600)
TECHNOLOGYS IMPACT ON CUSTOMER

EXPECTATIONS
7%
Today
Future
Our customers want access to

services faster than ever
55%
Our customers want 24/7

access and connectivity
53%
Want access to services

faster than ever
46%
50%
Want access on an
increasing number of multichannel platforms
Want a personalized
experience
45%
Our customers want access

on an increasing number of
multi-channel platforms
Our customers want a
personalized experience
93%
47%
Our customers want greater

transparency into interactions
with our business
38%
Our customers want to

collaborate and share with
other customers more easily
Our customers' expectations
have not changed
Want 24/7 access and

connectivity
25%
7%
Figure 2: How have recent advances in technology transformed

the expectations that customers have of your organization?
55%
53%
Want greater transparency

into interactions with our
business
93%
say technology has changed

customers expectations
33%
Want to collaborate and

share with other customers
more easily
Expectations will not change
Don't know
22%
4%
5%
Figure 3: Thinking about the next 5-10 years, what ways

do you expect customer/consumer expectations to change?
6
IMPACT OF MEGATRENDS ON
CONSUMER BEHAVIOR
68%
Strongly agree
China, Russia and

Switzerland are
most likely to have
seen an impact
21%
Agree
47%
Neither agree nor

disagree
23%
Disagree
5%
Strongly disagree
4%
Japan is the
only country
reporting
minimal impact
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
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
73%
Digital technologies are already having a direct

impact on the way we do business with our
customers
68%
Valuable insights are making us rethink how

we do business
65%
Experiences a high demand for increased

speed of delivery for products/services
64%
Our current decision making would be

improved by having the most salient data
available to us at the point we need it
63%
Believe encryption and data security

techniques will be a central component of
future investments in information technologies
62%
Successfully strengthened its brand through

the use of new technology
Insights from Information

are making companies
rethink how they do
business
59%
Totally trust the accuracy of information and

insight produced by my organization
54%
We know we can get more valuable insights

from information and data, but don't know
how
49%
Our adoption of technology is always reactive

to competitor activities
49%
Struggles to balance cybersecurity risks with

demands for ease of access
65%
44%
Figure 5: Analysis of respondents that agree that valuable insights from information are making them rethink the way they do business.
CURRENT ABILITY TO DEAL WITH DATA

With these megatrends comes an increasing volume of data to be transferred, processed and analysed
Very good
24%
Good
47%
Average
Poor
Very poor
23%
5%
1%
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?
EFFECT OF ABUNDANCE OF
INFORMATION
Markedly improving our
ability to do our job
36%
Helping us, but we are not

yet able to turn the
"learning" into sizeable,
actionable results
38%
Resulting in information
overload, making it even
harder for my organization
to make decisions
My organization does not
have 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
14%
7%
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
SECTION 2:
MOVING STRATEGY FORWARD

11
REQUIREMENT FOR BETTER USE OF

DATA & INSIGHT
Customers
54%
Competitors
39%
Finance
37%
IT
36%
C-suite/board level
34%
Marketing
33%
Partners
28%
Sales
28%
Manufacturing/production
R&D
25%
23%
Human resources
20%
Regulatory/governance bodies
19%
Legal
Internally, the
highest demand for
better use of data &
insight comes from
the C-suite/board
level as well as
finance and IT
departments
18%
External
Internal
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
A CUSTOMER-ORIENTED TECHNOLOGY
STRATEGY
Customer-focused
47%
Innovative
39%
Adaptive
33%
Secure
27%
Connected
27%
Brand-focused
22%
Bold
20%
Open
17%
Predictive
17%
Transparent
15%
Inclusive
15%
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
11%
4%
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
MAJOR TECHNOLOGY TRENDS FOR

THE FUTURE
43%
Big data analytics
37%
Automation
36%
Cybersecurity
27%
Hybrid cloud
Smart communities
24%
Internet of Things applications
24%
22%
Bring Your Own X
20%
Employees to develop IT solutions
19%
Wearable technology
DevOps
15%
Robotics
14%
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
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
SECTION 3:
SIX KEY BUSINESS ATTRIBUTES

15
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
IMPORTANCE OF ATTRIBUTES TODAY

60%
Predictively spot new

opportunities
28%
56%
Demonstrate transparency
and trust
18%
55%

Deliver a unique and
Always on, operating in real
time
18%
45%
14%
38%
Predictively spotting
new opportunities
ranks highest
globally except in
Switzerland and
Netherlands where
demonstrating
transparency and
trust leads
11%
23%
6%
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
IMPORTANCE OF ATTRIBUTES FOR THE

FUTURE
62%
Predictively spot new opportunities
30%
60%
20%
52%
Demonstrate transparency and

trust
16%
48%
Deliver a unique and personalized

experience
13%
36%
In the next 5-10

years, the priority
rank remains the
same
10%
except innovating in
an agile way becomes
the 2nd most important
moving ahead of
transparency and trust
21%
5%
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
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:
18.7
18.8

opportunities
14.9
15.4

trust
15.4
14.8

experience
13.5
14.0
13.5
13.6
Now
In 5-10 years time
12.7
12.3
MOST IMPORTANT:
VERY IMPORTANT:
Deliver a unique and personalized experience
LESS IMPORTANT:
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
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.
34%
23%
25%
27%
29%
55%
52%
18%
19%
34%
22%

experience
27%
49%
58%
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)
52%
50%
25%
26%
31%
17%
17%
14%
Predictively spot Innovate in an

new
agile way
opportunities
Not started doing this
35%
Demonstrate Deliver a unique

Always on,
transparency
and
operating in real
and trust
personalized
time
experience
Doing this but not organization-wide
16%
Pursue
continuous
learning
Do this organization-wide
Figure 15: Analysis of to what extent organizations are

addressing each attribute (not showing sustain relevance)
20
FEW ADDRESS
THESE VERY WELL
AND COMPANY-WIDE

opportunities
Organizations in
China, India,
Mexico, Brazil,
South Africa and
Australia are
ahead of the curve
Demonstrate
transparency and trust
Deliver a unique and

Always on, operating in
real time
Pursue continuous
learning
12%
9%
14%
11%
12%
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
SECTION 4:
IN THE
FOLLOWING
SECTIONS, EACH
ATTRIBUTE WILL BE
INVESTIGATED IN
FURTHER DETAIL
PREDICTIVELY SPOTTING NEW OPPORTUNITIES

22
CURRENT CAPACITY TO PREDICTIVELY

SPOT NEW OPPORTUNITIES
34%
Doing this but not

organization-wide
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%)
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
AREAS OF PREDICTIVE INSIGHT

43%
Finding cost savings
40%
Consumer trends
39%
Identifying operational inefficiencies
38%
Improving customer service
34%
Identifying new revenue streams

Buying/buyer-intention patterns
32%
Tailoring services to customers
31%
30%
Identifying investment opportunities
29%
Producing accurate overviews
24%
Shifts in working environment
19%
Anticipating competitor behavior

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
SECTION 5:
DEMONSTRATE TRANSPARENCY AND TRUST

25
CURRENT CAPACITY TO DEMONSTRATE

TRANSPARENCY AND TRUST
35%
Doing this but not

organization-wide
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%)
14%
digital world? Showing results for demonstrate transparency and trust
26
IMPACT OF BETTER TRANSPARENCY

Yes, being more transparent
significantly improves trust
42%
Yes, being more transparent

somewhat improves trust
No, transparency has no

impact on trust
Don't know
45%
87% believe that

improving
transparency has a
significant effect on
customer trust
8%
Respondents in
Japan were the
least likely to
believe this
(15%)
5%
Figure 20: Do you believe that your organization's level of transparency is linked to wider customer trust in the business?
27
SECTION 6:
INNOVATE IN AN AGILE WAY

28
CURRENT CAPACITY TO INNOVATE IN AN

AGILE WAY
25%
Doin this but not

organization-wide
83% have now

started doing
this in some
part of their
organization
58%
17%
Telecoms/MSPs
and financial
services are
most likely to
be doing this
company-wide
(27%)
digital world? Showing results for innovate in an agile way
29
HOW TO INCREASE INNOVATION

Increase cooperation between
departments
46%
Encourage employees to come up

with more ideas
45%
Increase the budget for IT

innovation
41%
Empower people to see a bigger

"global picture"
38%
Increase budget for salaries to

attract better talent
30%
Contact and seek advice direct

from IT vendors
25%
Less of a blame culture, scared of

failing
23%
21%
Having a less risk-adverse board
18%
Proven success on a small scale

Less pressure on IT, freeing up
bandwidth
14%
Outsource innovation to external

parties
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
10%
6%
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
SECTION 7:
DELIVER A UNIQUE AND PERSONALIZED EXPERIENCE

31
CURRENT CAPACITY TO DELIVER A UNIQUE

AND PERSONALIZED EXPERIENCE
Do this organizationwide
27%
Doing this but not

organization-wide
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
organizationwide (35%)
digital world? Showing results for delivering a unique and personalized experience
32
SECTION 8:
ALWAYS ON, OPERATING IN REAL TIME

33
CURRENT CAPACITY TO BE ALWAYS ON,

OPERATING IN REAL TIME
29%
Doing this but not

organization-wide
52%
19%
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
Media and
entertainment
companies are
the least likely
to have started
at all (30%)
digital world? Showing results for always on, operating in real time
34
24/7 ACCESS TO PRODUCTS AND SERVICES

43%
Yes
No, but we plan to introduce

this over the next 12 months
23%
No, but we plan to introduce

this after the next 12 months
No, and we have no plans to

do so
Don't know
18%
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%)
10%
6%
Figure 25: Does your organization currently provide 24/7 connectivity and availability/access to products and services for customers?
35
CONSEQUENCES OF NO 24/7 ACCESS

27%
Loss of business to a competitor
25%
Loss of revenue
Loss of customer confidence/loyalty
25%
Loss of a new business opportunity
25%
24%
Loss of customers
Loss of an incremental business
opportunity
22%
19%
Loss of repeat business
16%
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 dont know
While others do not

know, 76% have
experienced at least
one negative
consequence as a
result of inability
14%
13%
9%
9%
6%
18%
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
SECTION 9:
PURSUE CONTINUOUS LEARNING

37
CURRENT CAPACITY TO PURSUE

CONTINUOUS LEARNING
34%
Doing this but not

organization-wide
84% say their

organization has
started to pursue
continuous learning
to some extent,
although only a third
do it organizationwide
41% of those in
emerging markets
are doing this
organization-wide
compared to 29%
in developed
countries
50%
16%
Most likely to be
doing this
organizationwide are Brazil
(52%), Mexico
(52%) and
South Africa
(52%)
digital world? Showing results for pursue continuous learning
38
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
39%
No, but we are planning to do this

soon
16%
No, we have no plans to do this
9%
Don't know
8%
68% of organizations
already have a
structured, systematic
way to keep their
executives informed
about analytics and
technology on a
continuous basis
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
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
40%
I do not personally have access to

this information, but I have people on
my team who share relevant
information
19%
I have no insight or access to this

information, but have asked for it
7%
I have no access and do not want

access
6%
Don't know
62% have some

degree of access to
their organizations
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%)
5%
Figure 29: What level of access, if any, do you have to business analytics and how it is leveraged in the business?
40
SECTION 10
APPENDIX (ADDITIONAL QUESTIONS, REGIONAL & SECTOR ANALYSIS)

41
SECTION 10.1
REGIONAL BREAKDOWN BY GEOGRAPHY

42
OVERALL MEGATREND IMPACT BY COUNTRY

Globally 68% agree that rapid adoption of IT megatrends have dramatically changed consumer behaviour,
including 21% who strongly agree
APJ:
67%
AMERICAS:
70%
EMEA:
69%
87%
76%
72%
70%
76%
64%
80%
70%
78%
76%
75%
60%
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
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
APJ:
70%
AMERICAS:
74%
86%
92%
82%
70%
60%
88%
EMEA:
70%
82%
80%
76%
75%
74%
65%
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
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%
APJ:
39%
AMERICAS:
34%
45%
43%
35%
32%
43%
40%
EMEA:
39%
45%
40%
43%
42%
42%
39%
38%
31%
26%
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
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
APJ:
65%
AMERICAS:
66%
EMEA:
65%
85%
74%
78%
76%
73%
60%
76%
75%
65%
69%
67%
57%
56%
62%
56%
56%
53%
45%
Mexico
Brazil
USA
Argentina
China
India
Singapore
Australia
Japan
Russia
South Africa Switzerland
France
UK
Italy
Germany
UAE/Saudi Netherlands
Arabia
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
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
APJ:
62%
AMERICAS:
64%
EMEA:
63%
84%
76%
78%
77%
69%
65%
58%
69%
61%
58%
67%
59%
61%
59%
58%
53%
45%
37%
Mexico
Brazil
USA
Argentina
China
India
Singapore
Australia
Japan
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
PILLAR-SPECIFIC
REGIONAL BREAKDOWN BY GEOGRAPHY

48
PRIORITIZATION OF ATTRIBUTES BY
REGION, NOW VS. 5-10 YEARS TIMES
62%
64%
57%
58%
54%
56%

trust
52%
60%
54%
45%
42%
46%

experience
58%
67%
57%
49%
51%
54%

trust
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)
65%
66%
59%
48%
46%
48%

experience
33%
38%
41%
27%
18%
24%
35%
33%
38%
24%
19%
22%
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)
Americas
APJ
EMEA
49
PREDICTIVELY SPOTTING NEW

OPPORTUNITIES BY COUNTRY
34% of business leaders globally are already predictively spotting new opportunities organization-wide
REGIONAL
AVERAGE
16%
50%
36%
51%
41%
40%
27%
40%
44%
47%
Mexico
Brazil
16%
USA
39%
37%
35%
29%
45%
47%
China
14%
11%
India
Australia
Singapore
45%
48%
55%
58%
59%
33%
10%
Japan
20%
13%
44%
44%
14%
22%
46%
33%
9%
Argentina
45%
63%
34%
7%
16%
52%
48%
8%
ORGANIZATION WIDE:
EMEA:
32%
50%
43%
THIS
APJ:
35%
AMERICAS:
38%
50%
DOING
11%
South Africa Germany
14%
Russia
9%
8%
Italy
UK
12%
Netherlands UAE/Saudi
Arabia
64%
44%
17%
France
Switzerland
Figure 37: Analysis of to what extent organizations are addressing the driver, predictively spotting new opportunities, split by country
50
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
APJ:
25%
AMERICAS:
28%
34%
EMEA:
19%
35%
33%
29%
29%
27%
26%
23%
24%
19%
17%
16%
18%
18%
15%
14%
8%
7%
Brazil
Mexico
USA
Argentina
Australia
China
India
Singapore
Japan
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
DEMONSTRATING TRANSPARENCY AND

TRUST BY COUNTRY
Globally 35% of business leaders say they are already demonstrating transparency and trust organizationwide
REGIONAL
AVERAGE
48%
47%
THIS
ORGANIZATION WIDE:
APJ:
31%
AMERICAS:
42%
41%
DOING
33%
41%
40%
35%
EMEA:
34%
22%
16%
46%
40%
39%
38%
38%
32%
28%
24%
57%
40%
47%
47%
6%
6%
Mexico
Brazil
44%
16%
USA
47%
27%
Argentina
13%
India
54%
7%
China
50%
16%
Australia
67%
11%
Singapore
63%
10%
46%
54%
54%
48%
50%
9%
6%
8%
14%
13%
16%
UK
Switzerland
Russia
28%
Japan
53%
South Africa Germany Netherlands
Italy
59%
18%
France
22%
54%
25%
UAE/Saudi
Arabia
Figure 39: Analysis of to what extent organizations are addressing the driver, demonstrate transparency and trust, split by country
52
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
APJ:
27%
AMERICAS:
37%
EMEA:
23%
45%
40%
39%
32%
34%
34%
29%
34%
32%
24%
22%
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
INCREASES IN TRANSPARENCY BY COUNTRY

Globally, 66% believe that their organization has managed to increase transparency over the last 5-10 years
APJ:
68%
AMERICAS:
69%
81%
87%
78%
61%
80%
EMEA:
64%
81%
73%
59%
76%
70%
66%
57%
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
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
REGIONAL
AVERAGE
36%
32%
20%
34%
29%
24%
25%
58%
63%
60%
59%
62%
16%
15%
Singapore
Australia
39%
6%
Mexico
Brazil
20%
USA
Argentina
13%
31%
31%
30%
28%
26%
21%
19%
19%
14%
61%
55%
62%
21%
26%
24%
57%
54%
9%
ORGANIZATION WIDE:
EMEA:
24%
42%
56%
THIS
APJ:
25%
AMERICAS:
28%
26%
DOING
9%
11%
China
India
59%
30%
11%
Japan
Germany
52%
18%
Russia
66%
60%
60%
62%
11%
13%
13%
14%
South Africa
Italy
Netherlands
UK
France
UAE/Saudi Switzerland
Arabia
Figure 42: Analysis of to what extent organizations are addressing the driver, innovate in an agile way, split by country
55
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
APJ:
23%
AMERICAS:
26%
32%
30%
29%
26%
28%
EMEA:
18%
27%
24%
22%
22%
18%
19%
18%
14%
16%
15%
15%
11%
8%
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
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
REGIONAL
38%
38%
56%
48%
47%
Mexico
Brazil
USA
DOING
THIS
ORGANIZATION WIDE:
APJ:
75%
AMERICAS:
78%
19%
AVERAGE
22%
46%
Argentina
43%
35%
32%
54%
49%
47%
China
India
Australia
EMEA:
72%
17%
48%
Singapore
9%
42%
Japan
Yes, our current technology strategy is somewhat innovative
23%
21%
60%
56%
Russia
Italy
30%
47%
17%
14%
56%
59%
South Africa Germany
France
21%
51%
UK
14%
56%
20%
17%
45%
44%
Netherlands Switzerland UAE/Saudi

Arabia
Yes, our current technology strategy is very innovative
Figure 44: Analysis of the percentage of respondents who consider their organizations strategy innovative, split by country
57
DELIVERING A UNIQUE AND PERSONALIZED

EXPERIENCE BY COUNTRY
Overall, 27% of organizations are already delivering a unique and personalized experience organization-wide
REGIONAL
AVERAGE
42%
28%
THIS
ORGANIZATIONWIDE:
APJ:
26%
AMERICAS:
30%
31%
DOING
19%
35%
33%
30%
EMEA:
26%
24%
10%
47%
30%
28%
23%
22%
22%
21%
20%
19%
53%
59%
59%
65%
63%
58%
63%
19%
19%
20%
14%
17%
23%
18%
Italy
UK
France
UAE/Saudi
Arabia
50%
49%
9%
Mexico
56%
14%
Brazil
52%
20%
USA
54%
52%
28%
Argentina
46%
56%
60%
43%
59%
41%
14%
Australia
21%
India
14%
17%
China
Singapore
11%
Japan
12%
Russia
Netherlands Germany
Figure 45: Analysis of to what extent organizations are addressing the driver, delivering a unique and personalized experience, split by country
58
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
APJ:
29%
AMERICAS:
30%
38%
37%
EMEA:
22%
39%
34%
30%
31%
31%
26%
25%
25%
21%
20%
22%
19%
13%
12%
10%
7%
Mexico
Brazil
USA
Argentina
China
Australia
India
Singapore
Japan
South Africa
Russia
UK
France
Italy
Germany Netherlands UAE/Saudi Switzerland

Arabia
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
ALWAYS ON OPERATING IN REAL

TIME BY COUNTRY
29% of organizations are already always on and operating in real time organization-wide
REGIONAL
44%
39%
17%
40%
49%
53%
9%
Mexico
Brazil
20%
USA
ORGANIZATION WIDE:
36%
30%
27%
30%
12%
Argentina
14%
45%
35%
32%
28%
25%
24%
54%
51%
8%
THIS
EMEA:
27%
54%
49%
DOING
APJ:
29%
AMERICAS:
32%
30%
AVERAGE
China
48%
51%
56%
51%
55%
55%
58%
56%
22%
45%
21%
13%
46%
61%
48%
17%
20%
18%
Australia
India
Singapore
33%
8%
Japan
South
Africa
15%
14%
18%
18%
21%
Russia
UK
Netherlands
Italy
France
34%
UAE/Saudi
Arabia
41%
18%
Germany Switzerland
Figure 47: Analysis of to what extent organizations are addressing the driver, always on, operating in real time, split by country
60
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
APJ:
28%
AMERICAS:
32%
41%
EMEA:
23%
40%
36%
36%
38%
34%
25%
20%
24%
22%
18%
17%
21%
19%
19%
14%
13%
9%
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
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
REGIONAL
47%
41%
DOING
THIS
ORGANIZATION WIDE:
APJ:
33%
AMERICAS:
35%
28%
AVERAGE
25%
50%
42%
36%
EMEA:
26%
24%
15%
46%
29%
43%
24%
22%
22%
21%
44%
38%
46%
10%
Mexico
14%
Brazil
No or don't know
26%
7%
Argentina
USA
China
21%
Australia
45%
48%
34%
44%
37%
39%
46%
50%
16%
India
31%
Singapore
49%
49%
44%
54%
39%
47%
Japan
12%
37%
39%
36%
17%
21%
19%
South Africa
Russia
Yes, the business can sometimes act in real time, but we don't always have the insights we need
27%
Italy
38%
Netherlands
30%
29%
UK
Germany
25%
France
40%
52%
UAE/Saudi Switzerland
Arabia
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
PURSUING CONTINUOUS LEARNING BY

COUNTRY
34% of organizations are addressing the objective of pursue continuous learning organization-wide
REGIONAL
52%
52%
23%
49%
36%
39%
49%
44%
9%
5%
Brazil
Mexico
43%
17%
USA
THIS
ORGANIZATION WIDE:
28%
Argentina
EMEA:
32%
28%
15%
52%
43%
36%
29%
44%
50%
56%
15%
15%
16%
Russia
UK
42%
59%
50%
40%
DOING
APJ:
33%
AMERICAS:
40%
35%
AVERAGE
8%
China
50%
46%
55%
16%
15%
18%
India
Australia
Singapore
27%
Japan
40%
50%
9%
7%
South Africa Netherlands
26%
44%
30%
Germany Switzerland
23%
66%
12%
Italy
20%
62%
19%
France
20%
52%
29%
UAE/Saudi
Arabia
Figure 50: Analysis of to what extent organizations are addressing the driver, pursue continuous learning, split by country
63
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
APJ:
33%
AMERICAS:
39%
46%
EMEA:
27%
50%
46%
44%
38%
31%
36%
34%
30%
29%
20%
22%
21%
UAE/Saudi
Arabia
France
21%
20%
20%
20%
9%
Mexico
Brazil
USA
Argentina
China
Australia
India
Singapore
Japan
South Africa
Russia
UK
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
SECTION 10.2
BREAKDOWN BY DEVELOPED VS. EMERGING

65
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
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
INFORMATION IMPROVING JOB PERFORMANCE

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
INSIGHTS CHANGING BUSINESSES

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
IMPROVING DECSION-MAKING
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
they need it, split by developed and emerging countries
70
PILLAR-SPECIFIC
BREAKDOWN BY DEVELOPED VS EMERGING

71
PRIORITIZATION OF ATTRIBUTES DEVELOPED

VS. EMERGING, NOW VS. 10 YEARS TIME
59%
60%

trust
58%
53%

trust
57%
54%
43%
47%

experience
39%
37%
22%
25%

Developed
Emerging
Emerging
56%
48%
60%
60%
45%
50%

experience
Developed
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)
62%
63%
37%
35%
19%
24%
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

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
Figure 59: Analysis of to what extent organizations are addressing the driver, predictively spotting new opportunities, split by developed and emerging countries
73
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
74

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
Figure 61: Analysis of to what extent organizations are addressing the driver, demonstrate transparency and trust, split by developed and emerging countries
75
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
76
INCREASES IN TRANSPARENCY
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
INNOVATING IN AN AGILE WAY

23%
29%
60%
56%
18%
16%
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
78

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
79
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%
18%
Developed
49%
31%
Emerging

Figure 66: Analysis of the percentage of respondents who consider their organizations strategy innovative, split by developed and emerging
80
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
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
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
82
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%
17%
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
83
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
84
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
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
PURSUING CONTINUOUS LEARNING

34% of organizations pursue continuous learning across the entire business
*further figures in notes
29%
41%
54%
45%
17%
15%
Developed
Emerging
Figure 72: Analysis of to what extent organizations are addressing the driver, pursue continuous learning, split by developed and emerging countries
86
PURSUING CONTINUOUS LEARNING

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
SECTION 10.3
SECTOR BREAKDOWN
88
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
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
INFORMATION IMPROVING JOB

PERFORMANCE BY SECTOR
36% of organizations have benefited from the abundance of information
50%
40%
Media and
entertainment
Life sciences/
biotech
40%
Telecoms/ MSPs
39%
Insurance
38%
Manufacturing
37%
Retail
37%
35%
Other commercial Financial services
32%
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)
91
INSIGHTS CHANGING THE BUSINESS

65% of business leaders say that having insight changes the way they do business
73%
Life
sciences/biotech
69%
Insurance
68%
Retail
65%
65%
Other commercial
Manufacturing
65%
63%
Financial services Telecoms/MSPs
63%
Media and
entertainment
60%
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
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%
Life
sciences/biotech
Telecoms/MSPs
66%
Insurance
65%
Manufacturing
62%
61%
61%
60%
Other commercial
Retail
Financial services
Oil and gas
58%
Media and
entertainment
they need it, split by sector
93
PILLAR-SPECIFIC
SECTOR BREAKDOWN
94

OPPORTUNITIES BY SECTOR
34% of organizations are able to predictively spot new opportunities organization-wide
38%
46%
15%
35%
36%
38%
50%
49%
47%
15%
Life
Financial services
sciences/biotech
16%
15%
Retail
Other commercial
34%
45%
21%
Insurance
32%
33%
52%
21%
45%
52%
32%
27%
Oil and gas
Media and
entertainment
57%
15%
11%
Manufacturing
Telecoms/MSPs
24%
Figure 79: Analysis of to what extent organizations are addressing the driver, predictively spotting new opportunities, split by sector
95
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%
Insurance
Life
sciences/biotech
Telecoms/MSPs
Oil and gas
24%
23%
19%
18%
17%
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
96

TRUST BY SECTOR
Globally 35% are able to demonstrate transparency and trust organization-wide
43%
37%
40%
40%
35%
32%
30%
50%
52%
55%
53%
49%
55%
5%
7%
11%
13%
12%
13%
15%
Life
sciences/biotech
Telecoms/MSPs
Insurance
Manufacturing
Retail
52%
29%
25%
47%
51%
24%
24%
Media and
entertainment
Oil and gas
Figure 81: Analysis of to what extent organizations are addressing the driver, demonstrate transparency and trust, split by sector
97
ABILITY TO DEMONSTRATE
TRANSPARENCY AND TRUST BY SECTOR
27% say they demonstrate transparency and trust extremely well
30%
Other commercial
29%
27%
Life
Financial services
sciences/biotech
26%
Retail
26%
Manufacturing
25%
Media and
entertainment
24%
Telecoms/MSPs
23%
Insurance
21%
Oil and gas
Figure 82: Analysis of organizations that believe they can demonstrate transparency and trust extremely well, split by sector
98
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
INNOVATING IN AN AGILE WAY BY SECTOR

66% believe that their organization has managed to increase transparency over the last 5-10 years
27%
26%
26%
27%
25%
61%
58%
55%
59%
60%
12%
15%
19%
15%
15%
Retail
Other commercial
Manufacturing
25%
55%
20%
Insurance
19%
18%
53%
56%
28%
27%
Oil and gas
Media and
entertainment
24%
64%
12%
Life
sciences/biotech
Figure 84: Analysis of to what extent organizations are addressing the driver, innovate in an agile way, split by sector
100

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%
Media and
entertainment
Insurance
20%
20%
Oil and gas
20%
20%
20%
Manufacturing
Life
sciences/biotech
Retail
18%
Telecoms/MSPs
Figure 85: Analysis of organizations that believe they can innovate in an agile way extremely well, split by sector
101
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%
58%
54%
55%
52%
51%
49%
49%
43%
Life sciences/
biotech
Telecoms/MSPs
Manufacturing
Financial services
Insurance
Other commercial
Retail
Media and
entertainment
15%
42%
Oil and gas
Figure 86: Analysis of the percentage of respondents who consider their organizations strategy innovative, split by sector
102
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%
28%
30%
30%
27%
25%
24%
23%
54%
56%
59%
21%
20%
18%
Media and
entertainment
Manufacturing
Retail
20%
49%
52%
56%
57%
13%
13%
14%
Telecoms/MSPs
Life
sciences/biotech
Insurance
54%
56%
18%
17%
31%
Oil and gas
Figure 87: Analysis of to what extent organizations are addressing the driver, delivering a unique and personalized experience, split by sector
103
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
104
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%
51%
50%
15%
17%
29%
28%
53%
52%
54%
18%
19%
18%
Other commercial
Life
sciences/biotech
Manufacturing
44%
44%
26%
Insurance
25%
29%
31%
33%
30%
Media and
entertainment
24%
57%
18%
Retail
21%
52%
27%
Oil and gas
Figure 89: Analysis of to what extent organizations are addressing the driver, always on, operating in real time, split by sector
105
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
Financial services
sciences/biotech
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
106
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%
28%
25%
47%
48%
25%
Manufacturing
34%
44%
42%
23%
24%
Financial services Telecoms/ MSPs
27%
30%
29%
42%
43%
43%
27%
27%
27%
28%
32%
Life sciences/
biotech
Other commercial
Retail
Insurance
Media and
entertainment
31%
41%
24%
37%
39%
Oil and gas
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
PURSUING CONTINUOUS LEARNING BY

SECTOR
34% of organizations pursue continuous learning across the entire business
40%
50%
10%
Life
sciences/biotech
36%
40%
36%
35%
23%
33%
33%
58%
41%
50%
47%
52%
50%
48%
20%
15%
17%
14%
17%
18%
19%
Insurance
Manufacturing
Financial services
Retail
Media and
entertainment
Telecoms/MSPs Other commercial

23%
50%
27%
Oil and gas
Figure 92: Analysis of to what extent organizations are addressing the driver, pursue continuous learning, split by sector
108
ABILITY TO PURSUE CONTINUOUS

LEARNING BY SECTOR
31% overall believe they do it extremely well, more than any of the other attributes
40%
34%
Insurance
32%
32%
Life
Other commercial Telecoms/MSPs
sciences/biotech
31%
Retail
30%
30%
Manufacturing
Oil and gas
29%
28%
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
SECTION 10.4
SUSTAIN RELEVANCE
110
CURRENT CAPACITY TO SUSTAIN

RELEVANCE
28%
Doing this but not

organization-wide
Not started this yet
54%
18%
digital world? Showing results for sustain relevance
111
SUSTAINING RELEVANCE BY COUNTRY
REGIONAL
AVERAGE
39%
28%
21%
32%
31%
49%
52%
57%
10%
9%
Mexico
Brazil
53%
19%
USA
THIS
ORGANIZATIONWIDE:
APJ:
25%
AMERICAS:
30%
35%
DOING
53%
31%
Argentina
56%
15%
14%
China
Australia
EMEA:
28%
27%
55%
21%
16%
43%
63%
17%
India
Singapore
28%
28%
55%
30%
Japan
24%
45%
47%
19%
41%
29%
47%
59%
56%
11%
13%
12%
16%
South
Africa
Russia
Germany
UK
61%
32%
12%
Netherlands Switzerland
23%
62%
18%
63%
15%
19%
Italy
France
18%
45%
38%
UAE/Saudi
Arabia
Figure 95: Analysis of to what extent organizations are addressing the driver, sustain relevance, split by country
112
SUSTAINING RELEVANCE BY SECTOR
29%
28%
27%
26%
26%
25%
54%
55%
52%
56%
51%
49%
17%
16%
21%
18%
23%
26%
Insurance
Media and
entertainment
24%
23%
46%
59%
52%
46%
9%
Life
Other commercial Telecoms/MSPs Financial services
sciences/biotech
Manufacturing
17%
Retail
25%
Oil and gas
Figure 96: Analysis of to what extent organizations are addressing the driver, sustain relevance, split by sector
113
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
Figure 97: Analysis of to what extent organizations are addressing the driver, sustain relevance, split by developed and emerging countries
114
ABILITY TO SUSTAIN RELEVANCE BY

COUNTRY
APJ:
27%
AMERICAS:
29%
38%
37%
EMEA:
20%
36%
33%
32%
29%
24%
27%
23%
22%
18%
17%
17%
17%
Brazil
USA
Argentina
India
Australia
China
Singapore
Japan
14%
9%
8%
Mexico
16%
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
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 organizations current ability to sustain relevance (both 21%)
*global figures in notes
32%
29%
26%
Insurance
Media and
entertainment
Oil and gas
25%
Telecoms/MSPs
24%
Manufacturing
24%
24%
Financial services Other commercial
21%
21%
Retail
Life
sciences/biotech
Figure 99: Analysis of organizations that believe they can sustain relevance extremely well, split by sector
116
ABILITY TO SUSTAIN RELEVANCE

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
117
SECTION 10.5
ADDITIONAL QUESTIONS
118
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
Status quo: gradual improvements

implemented as required
33%
11%
Figure 101: Which of these best describes the technology evolution in your organization over the last 5-10 years?
119
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%
46%
Private cloud
28%
Hybrid cloud
Security concerns
35%
Lack of in-house expertise
34%
31%
Resources/workload constraints
Culture (flexibility, acceptance)
29%
Lack of funds
29%
27%
Planning and anticipation
23%
Public cloud
Data Lakes
Don't know
15%
10%
Figure 102: Which of the following platforms does your

organization use to run applications or store data?
Lack of management support
19%
Lack of trust in technology
19%
Regulatory challenges
19%
8%
We have no limits
Don't know
4%
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?
120

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INFORMATION GENERATION

VANSON BOURNE RESEARCH FINDINGS

Copyright 2015 EMC Corporation. All rights reserved.

Media & Entertainment

Oil & Gas

USA, Argentina, Brazil, Mexico

Australia, China, India, Japan, Singapore

France, Germany, Italy, Russia, South

CONTENTS OF THIS DOCUMENT

SIX KEY BUSINESS

The impact of technology on

Increasing Customer Demands &

Customer Demands Going Into the

Technologies that have made the

Data Playing a Central Role

Copyright 2015 EMC Corporation. All rights reserved.

TECHNOLOGYS IMPACT ON BUSINESS

Not been impacted

felt the impact of

TECHNOLOGYS IMPACT ON CUSTOMER

Our customers want access to

Our customers want 24/7

Want access to services

Our customers want access

Our customers want greater

Our customers want to

Want 24/7 access and

Figure 2: How have recent advances in technology transformed

Want greater transparency

say technology has changed

Want to collaborate and

Figure 3: Thinking about the next 5-10 years, what ways

China, Russia and

Neither agree nor

INFORMATION IMPACT ON BUSINESS

Over the next 5 years, digital technologies will

Digital technologies are already having a direct

Valuable insights are making us rethink how

Experiences a high demand for increased

Our current decision making would be

Believe encryption and data security

Successfully strengthened its brand through

Insights from Information

Totally trust the accuracy of information and

We know we can get more valuable insights

Our adoption of technology is always reactive

Struggles to balance cybersecurity risks with

CURRENT ABILITY TO DEAL WITH DATA

Helping us, but we are not

62% are better

MOVING STRATEGY FORWARD

REQUIREMENT FOR BETTER USE OF

MAJOR TECHNOLOGY TRENDS FOR

Big data analytics

Internet of Things applications

Bring Your Own X

Employees to develop IT solutions

None will impact or don't know

73% say advances

90% say major

SIX KEY BUSINESS ATTRIBUTES

SIX ATTRIBUTES FOR SUCCESS

REDEFINING TO SURVIVE ATTRIBUTES BUSINESS MUST ADOPT

Copyright 2015 EMC Corporation. All rights reserved.