2012 ibm tech trends report: fast track to the future
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© 2012 IBM Corporation
2012 IBM Tech Trends ReportFast track to the future
SWG developerWorks and Center for Applied Insights
November 2012
© 2012 IBM Corporation
IBM Center for Applied Insights
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Source: 2012 Tech Trends Study, IBM developerWorks and IBM Center for Applied Insights, November 2012.
To obtain a global snapshot of approaches to key emerging technologies wesurveyed
Over 1200 IT and businessdecision-makers
• 22% IT managers• 53% IT practitioners• 25% business professionals• Thirteen countries• Sixteen industries
Over 250 academics and 450students across these samecountries
© 2012 IBM Corporation
IBM Center for Applied Insights
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Source: 2012 Tech Trends Study, IBM developerWorks and IBM Center for Applied Insights, November 2012.
Four pivotal emerging technologies – business analytics, mobile, cloud andsocial business - are rapidly reshaping how enterprises operate
A comparison of adoption and investment data demonstrates past and future deploymentdecisions
Business Analytics is the most well established, while Social Business is lagging
Mobile and Cloud lead investment priorities
© 2012 IBM Corporation
IBM Center for Applied Insights
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However, enterprises are facing two pervasive threats to innovation
IT Skills Gap
Security Concerns
Demand for IT skills in emergingtechnologies outstrips the skillsavailable
Security concerns are a significantbarrier to adoption of emergingtechnologies
Source: 2012 Tech Trends Study, IBM developerWorks and IBM Center for Applied Insights, November 2012.
© 2012 IBM Corporation
IBM Center for Applied Insights
A significant IT skills gap is seen across all four emerging technologyareas, and the future is gearing up to be even worse
The IT Skill Gap: Industry and Academia
In each of the four areas, only about 1 in 10 enterprises have all of the skills they need
Within each area, roughly one quarter of enterprises report having major skill gaps
The problem is poised to get worse: Nearly half of surveyed educators and studentsindicate major gaps in their institutions’ ability to meet the skill needs of the IT workforce
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Have all the necessary skills Moderate skill gaps Major skill gaps
Source: 2012 Tech Trends Study, IBM developerWorks and IBM Center for Applied Insights, November 2012.
© 2012 IBM Corporation
IBM Center for Applied Insights
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“Technology is changing so rapidly – not justupgrades, but dramatic changes in thediscipline itself. Keeping pace is a challenge,not only teaching current technologies, butalso forecasting and trying to guess what iscoming down the pipeline.”
-Professor, Fordham University
Source: 2012 Tech Trends Study, IBM developerWorks and IBM Center for Applied Insights, November 2012.
© 2012 IBM Corporation
IBM Center for Applied Insights
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Security concerns are a significant barrier to adopting emergingtechnologies, as organizations strive to protect their information assets
Top Three Barriers to Adoption in Each Emerging Technology Area
Beyond adoption - 62% of decision-makers rated Security as one of the top-three mostimportant areas to their organization overall in the next two years
Source: 2012 Tech Trends Study, IBM developerWorks and IBM Center for Applied Insights, November 2012.
© 2012 IBM Corporation
IBM Center for Applied Insights
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“Security and privacy are not always treated asfirst-order problems. Things are deployed andmade widely available without regard forsecurity and privacy. In a best case scenario,security and privacy are thought of as add-ons.Worst case, they’re ignored completely.”
- Professor, Purdue University
Source: 2012 Tech Trends Study, IBM developerWorks and IBM Center for Applied Insights, November 2012.
© 2012 IBM Corporation
IBM Center for Applied Insights
Despite the obstacles to innovation, an elite group of organizations areforging ahead and unlocking the potential of these technology trends
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Source: 2012 Tech Trends Study, IBM developerWorks and IBM Center for Applied Insights, November 2012.
© 2012 IBM Corporation
IBM Center for Applied Insights
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Pacesetters exhibit three distinguishing traits that help them capitalize onthe potential of emerging technologies
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Source: 2012 Tech Trends Study, IBM developerWorks and IBM Center for Applied Insights, November 2012.
© 2012 IBM Corporation
IBM Center for Applied Insights
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MARKET-DRIVEN: Pacesetters are more motivated by a desire to differentiate,innovate and serve customers better, placing greater emphasis on
Deeply understanding their customers using social and analytical means and engaging with them moreeffectively through mobile applications
Identifying new markets via analytics and differentiating their products and services through mobile
Bringing innovation to market faster using analytical insights, social collaboration, and cloud computing
Source: 2012 Tech Trends Study, IBM developerWorks and IBM Center for Applied Insights, November 2012.
2.2x2.7x2.7x2.4x2x3.2x2.6x1.2x1.4x
© 2012 IBM Corporation
IBM Center for Applied Insights
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ANALYTICAL: Pacesetters are also more likely to use analytics anddevelop analytical skills, especially ones that equip them to handle Big Data
Nearly twice as many Pacesetters as Dabblers are building “big data” skills, such as statistical andmathematical modeling and text analytics
Pacesetters understand the need for experts in math and statistics, but also recognize the need toblend these skills with business knowledge
Source: 2012 Tech Trends Study, IBM developerWorks and IBM Center for Applied Insights, November 2012.
2.9x2.4x2.5x3.9x4x.4x1.5x1.9x1.3x1.9x1.5x
© 2012 IBM Corporation
IBM Center for Applied Insights
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“Advanced analytics don’t work in silos; youhave to break them down. Business, IT andmathematical data experts have to workeffectively together to produce relevantinsights.”
- James Taylor, CEO, Decision Management Solutions
Source: 2012 Tech Trends Study, IBM developerWorks and IBM Center for Applied Insights, November 2012.
© 2012 IBM Corporation
IBM Center for Applied Insights
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EXPERIMENTAL: Pacesetters are active at the bleeding edge of emergingtechnologies
Source: 2012 Tech Trends Study, IBM developerWorks and IBM Center for Applied Insights, November 2012.
8x
6.3x
7.5x
3.6x
5.2x
4.5x
4.5x
© 2012 IBM Corporation
IBM Center for Applied Insights
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EXPERIMENTAL: Pacesetters are highly experimental and proactive in theirapproach to IT skill development
Source: 2012 Tech Trends Study, IBM developerWorks and IBM Center for Applied Insights, November 2012.
9x2x
© 2012 IBM Corporation
IBM Center for Applied Insights
The future looks bright for Pacesetters, as they are strategically positioningthemselves to capitalize on emerging technologies
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70%building expertise forextending socialbusiness solutions tomobile andperforming socialanalytics
70%buildingcapabilities inmobile integration,mobile security andprivacy, and mobileapplicationdevelopment
70%developing skills incloud security,cloudadministration, andenterprise cloudarchitecture
60%developingcapabilities inprobability, statistics,and mathematicalmodeling, and
56%building up textanalytics expertise
Source: 2012 Tech Trends Study, IBM developerWorks and IBM Center for Applied Insights, November 2012.
© 2012 IBM Corporation
IBM Center for Applied Insights
How do I become a Pacesetter?
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For IT and Business Leaders For IT PractitionersThink deep and wide when building skills
• Encourage skill development across a range of disciplines, not just specialization within silos.
• Design diverse teams and use social tools to assemble the right expertise at the right time.
• Extend skills mission beyond IT. Help business leaders become smarter consumers of analytics and raise IT security awareness enterprise-wide.
Concentrate on integrating expertise
Deepen specialized skills while broadening knowledge across new areas.
Combine areas of expertise to deliver more value. For example, apply security and privacy expertise across platforms.
Strengthen business acumen. High-impact solutions require knowledge of the business and marketplace, not just IT.
Use social tools to solicit and supply needed expertise.
Sponsor sandboxes Give IT staff the leeway to “play” with new technologies.
Provide infrastructure to host experimental systems; consider cloud computing to experiment at lower risk and cost.
Fuel innovation by crowd-sourcing ideas from your own staff.
Seek out experiential learning
Take advantage of opportunities to try new technologies – forexample, check out downloads on IBM developerWorks.
Experiment “in the open.” Make experimental systems availableinternally, allowing quick iterative refinement.
Treat security as a business imperative Prioritize investments in security technology and skills development.
Develop strong security and privacy policies to protect information assets.
Collaborate with other organizations and academia on solutions.
Make security a personal priority Become an expert on security and privacy within your area of expertise.
Better understand the global business context. Privacy laws and cultural expectations vary by country.
Lead the charge to design-in security from the start, not as an afterthought.
Source: 2012 Tech Trends Study, IBM developerWorks and IBM Center for Applied Insights, November 2012.
© 2012 IBM Corporation
IBM Center for Applied Insights
For additional insight and discussion…
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