idc spain predictions 2014

Bienvenida y novedades en IDC

Lluís Altés

Director General@Lluis_Altes

Agenda

2

� La propuesta de valor de IDC� El fin de las ventajas competitivas� No subestimarás a España … o la búsqueda de

mercados emergentes� Novedades a nivel local� IDC Expertise Award

© IDC Visit us at IDC.com and follow us on Twitter: @IDCSpain #IDCpredictions

La propuesta de valor de IDC

3© IDC Visit us at IDC.com and follow us on Twitter: @IDCSpain #IDCpredictions

• Most experienced in the technology market intelligence business

• Largest global network of expert analysts

• Unique vertical industry focus and research

• Rigorous research methodologystandards

• Unparalleled market and technology segmentation

• Fact-based analyst insights and actionable advice

• Strong customer focus

IDC’s Core Value Proposition


Global Reach with Local Expertise

5

34%US/Canada

8%Latin America

29%EMEA

29%Asia/Pacific

1,100 Research Analysts Located All Over The World


Largest Network of Country Research Centers

AustriaBelgiumDenmarkFinlandFranceGermanyGreeceIrelandItalyNetherlandsNorwayPortugalSpainSwedenUnited Kingdom

AustraliaChinaHong KongIndiaIndonesiaJapanKoreaMalaysiaNew ZealandPhilippinesSingaporeTaiwanThailandVietnam

ArgentinaBrazilCanadaChileColombiaMexicoPeruUnited StatesVenezuela

BulgariaCroatiaCzech RepublicEgyptHungaryIsraelKazakhstanKenyaMoroccoNigeriaPolandRomaniaRussiaSaudi ArabiaSerbiaSloveniaSouth AfricaTurkeyUAEUkraine


El fin de las ventajascompetitivas


El fin de las ventajas competitivas…


No subestimarás a España … o sobre la búsqueda de mercadosemergentes


La 3ª Plataforma y los Mercados Emergentes

193M

Online shoppers 2013

170M

0

1000

2000

3000

2012 2017EmergingDeveloped

Smart Connected Devices


Growth Contribution from Emerging Markets Increases

1995-2010 2011-2020

12

0%

1%

2%

3%

4%

5%

6%

7%

8%

9%

10%

1995-2010 2011-2020

Developed Emerging

Total IT Spending Growth (constant currency)

2.3x

3.1x


Top 10* IT Markets in META

13.727

10.87710.381

6.700

3.030 2.881

1.574 1.447 1.419 1.382

0

2.000

4.000

6.000

8.000

10.000

12.000

14.000

16.000

SouthAfrica

Turkey SaudiArabia

UAE Nigeria Egypt Morocco Algeria Kuwait Qatar

IT S

pend

ing

2013

($M

)

74% of META

Source: IDC Blackbook Q1 2013. Top 10 excludes Iran & Israel.13

Growth Dynamics by Major Region

36

11 14 12

72

48

1418

14

94

0

10

20

30

40

50

60

70

80

90

MENA Turkey S. Africa Sub-SaharanAfrica

MEA

IT S

pend

$B

2013 2017

$22B in Additional IT Spending by 2017

7.3% CAGR (2012-17)

7.6% CAGR (2012-17)

6.8% CAGR (2012-17)

6.5% CAGR (2012-17) 4.6% CAGR

(2012-17)

Source: IDC Blackbook Q1 2013. 14

¿Buscamos en el sitio adecuado?


Novedades a nivel local


Powered by

Pan European Executive

Retail Summit 2014

June, the 2nd & 3rd

Marbella (Málaga) Spain

R&D/Engineering� VP R&D/Engineering� VP Innovation� VP Product

Development� VP Emerging

technologies

Manufacturing� VP Manufacturing� VP Supply Chain� VP Sourcing� VP Logistics� VP Transportation� VP Quality

Operations� COO� VP Ops

Finance and Exec Management� VP Strategy� CFO� VP Corporate Real Estate� VP Facilities

Sales and Marketing

� CMO, VP Marketing� VP Product

Management� VP Customer Service� VP Call Center� VP Merchandising� VP eCommerce� VP Sales

Healthcare� Chief Medical Officer� VP Accountable Care� VP Medicare/Medicaid

Programs

Governance, Risk, Compliance

� CRO� Risk and Compliance

Officer/Manager� Corporate Auditor� Fraud manager� Chief Sustainability Officer

Retail� VP Store Operations� VP Sourcing� VP Merchandising

Government

Banking

Energy

� County or Town Manager, Mayor

� Chief of Police

� VP Mobile Banking� VP Payments Strategy� VP Retail Banking

� Director Exploration� Director Electric Vehicle � VP Smart Grid

CxO Programme y los nuevos clientes

Information Security

Infrastructure Services

ArchitectureApplication Services

• CISO• VP IT Security

• VP IT Infrastructure Services• VP IT Operations• VP Data Center• VP Mobility

• VP Telecomm• VP IT Networks

• Enterprise Architect• IT Architect• Business Architect• IT Architect

• VP Application Systems• VP Business Intelligence• VP eBusiness

CommunicationsServices

IT ExecutivesCIO, CTO

Program Mgmt OfficeVP IT Strategy & Planning

SourcingVP Global IT Sourcing

IT Vendor ManagementVP IT Procurement

DECISION MAKERS

18

10 webcast de Predictions con IDG


IDC Custom Solutions Featured Practices

Integrated Marketing PracticeDeepen engagement at every touch point

with IDC branded social, mobile, and multi-

channel assets.

Custom Analytics Practice

Make smarter, faster business decisions – and

measure your market performance to make

necessary adjustments.

Buyer Behavior PracticeIncrease market share through

insights and analysis on the

needs of your technology buyers.

Thought Leadership Practice

Elevate your global brand awareness and

global media coverage.

Business Value PracticeShorten the sales cycle with ROI metrics that

demonstrate the value of your IT solutions.

Partnering Practice

Maximize the returns of your

partner investments.

Sales Enablement Practice

Increase sales effectiveness and

productivity for greater revenue

generation.

Emerging Markets Practice

Expand and grow business in emerging markets.


IDC Expertise Award


IDC Expertise Award

22

� El premio de IDC al mejor ponente, unreconocimiento a todos aquellosprofesionales que contribuyen con suexperiencia y aportación de conocimiento aque nuestras conferencias sean las mejorvaloradas entre usuarios y proveedores delsector tecnológico.

� El diseño y la creación de IDC ExpertiseAward es obra del escultor JorgePalacios , quien ha querido con esta obrareflejar la capacidad de nuestros ponentespara almacenar conocimiento así como sucapacidad para transmitirlo.

� El año que viene organizaremos unasubasta benéfica con la escultura origende los premios. Estáis invitados aparticipar.


¿Juegas para ganar o para no perder?


Predicciones 2014IDC España

12 de diciembre de 2013

#IDCpredictions

Equipo de Predicciones IDC 2014 España

� Alberto Bellé

� Antonio Flores

� Isabel Montero

� Marta Muñoz

� Fernando Maldonado


Bienvenido a las predicciones de IDC España para 2014.

Criterios:

• Áreas de crecimiento.

• Involucración de actores .

• Disrupción .


# 1. El ligero crecimiento TI no compensa la caída de la voz tradicional

# 2. El Smartphone se democratiza de la mano de fabricantes chinos

# 3. OTT: la competencia se intensifica

# 4. Internet entra en las cosas

# 5. La experiencia de cliente se sitúa en el epicentro

# 6. Big Data: La solución se acerca al problema

# 7. Cloud: Del ahorro a la transformación

# 8. Social Business se convertirá en una necesidad

# 9. Seguridad: Los ataques llegan desde la tercera plataforma

# 10. La transformación del departamento de sistemas

Las 10 Predicciones 2014


0

5.000

10.000

15.000

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

Hardware total

Packagedsoftware total

Services total

IT (M€)

0

5.000

10.000

15.000

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

Fixed Voice

Fixed Data

Wireless Voice

Wireless Data

Telecomunicaciones (M€)

El mercado TIC caerá en 2014 un -0,7%

respecto a 2013.

� El mercado en 2014 será un 81% de lo que fue en 2008

En 2014 los ingresos TI superarán a los

de telecomunicaciones tradicionales

� TI crecerá un 0,3%

� Telecomunicaciones tradicionales decrecerán un -1,6%

#1 El ligero crecimiento TI no compensa la caída de la voz tradicional

15.000

25.000

35.000

45.000

55.000

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

Industria TIC (M€)

Total IT Telecom total Total ICT

� Los ingresos en servicios tradicionales de telecomunicaciones caerán lastrados por la voz.

� Servicios de datos móviles superan en 2014 a los servicios de voz fija y datos fija.

� En el mercado TI, la brecha entre el segmento de hardware y servicios crece.

� Los servicios en 2014 crecerán mientras que el hardware caerá.

� El segmento de software crece con moderación.

Fuente: IDC 2013


Operations management SP network Fixed Data Appl. Development and Deployment Planning Implementation Applications Volume Servers Support services Enterprise Networks System Infrastructure Software Training and education Midrange Servers

Wireless Voice

Fixed Voice

Smartphones

Personal Computers

Feature Phones

High-end Servers

PC Monitors

Disk Systems

Hardcopy Peripherals

Tape

#1 Contribución al crecimiento

Contribución: +850M€Contribución: - 980M€

Wireless Data

Tablets

Fuente: IDC 2013


#1 Los mercados competitivos dicen otra cosa…

Telco IT

•UCC•Security•Mobile services•Network &Equipmentservices•Cloud & Data center• Consumer content


#2 Tendencias sobre las conexiones móviles en España en 2014

� El número de líneas móviles bajó (-5%) en el 2012 y lo hará un (-2%) en 2013

� En el 2014 el número de conexiones móviles se estabilizará

� 1 de cada 4 dispositivos móviles se venderá sin tarjeta SIM incluida

� Emerge un mercado de Smartphones de segunda mano

Fuente: IDC, Diciembre 2013

49.000.000

50.000.000

51.000.000

52.000.000

53.000.000

54.000.000

55.000.000

56.000.000

2010 2011 2012 2013 2014

Conexiones Móviles España

Conexiones Móviles


#2 Los proveedores asiáticos apuestan fuerte: Smartphones de bajo coste para el consumidor

Samsung61%

Nokia15%

Sony14%

Huawei6%

LG5%

Top 5 Vendedores, 2013

Samsung65%

Sony16%

Huawei7%

Apple6%

LG6%

Top 5 Vendedores "Smartphones", 2013

� Ventas de dispositivos móviles en el tercer trimestre de 2013:

� 4.4(M) Mercado Total

� 3.4(M) Smartphones

� 1.0(M) Feature Phones

� Total ventas: 1.240 millones de $

� Sistemas Operativos, 2013:

� Android (91%)

� iOS (5%)

� Windows Phone (2%)

� BlackBerry (1%)



#3 Tendencias sobre los servicios OTT en España

� Proveedores de servicios OTT han intensificado la competencia en los servicios de telecomunicaciones

� Las operadoras de servicios móviles verán OTT como una “oportunidad”

� La mayoría de los proveedores de servicios OTT carecen de funcionalidad en su plataforma

� Los servicios OTT crean una era de comunicaciones fragmentada -

5.000.000

10.000.000

15.000.000

20.000.000

25.000.000

30.000.000

35.000.000

2010 2011 2012 2013 2014

Conexiones de Móviles a Datos en el Network

Conexiones de dispositivos móviles a datos en el network - mínimo unaconexión al mes.



#3 El uso de mensajes SMS “push” se aproxima a niveles marginales

0

1.000.000.000

2.000.000.000

3.000.000.000

4.000.000.000

5.000.000.000

6.000.000.000

7.000.000.000

8.000.000.000

2010 2011 2012 2013 2014

Total de SMS enviados

Total de SMS mandados por año


� Las operadoras de móviles necesitan compensar la disminución de ingresos generados en los servicios de voz y mensajes (SMS)

� Las empresas (Banca) mantienen el uso de SMS más que el consumidor

� Emerge el uso de “WhatsApp” para ejecutar campañas pushde marketing

� El uso de mensajería SMS llegará a un nivel marginal


#4 ¿Qué es Internet de las Cosas?� IDC’s definition

The Internet of Things is a network connecting — either wired or wireless — devices, or things, characterized by autonomous provisioning, management, and monitoring. The IoT is innately analytical and integrated . Mobility-enabled, or wireless, IoT is included in what IDC refers to as the 3rd Platform — the next technology platform for growth and innovation. Components of IoT include �Devices managed by intelligent systems,�Connectivity (including service enablement), �Platforms (device, network, and application enabled),

�Analytics/social business�Applications and vertical industry use cases�Security and professional services designed to ensure reliability, SLAs and quality of service [QoS]

© IDC Visit us at IDC.com and follow us on Twitter: @IDC© IDC Visit us at IDC.com and follow us on Twitter: @IDCSpain #IDCpredictions

#4 El futuro de IoT en Europa

Forecast Assumptions � 200 billones de cosas y

dispositivos conectados a redesen 2020

� Actualidad: 6bn personas y 750mn de edificiosconectados a redes

� Europa Occidental representa 18-20% de las prediccionesmundiales

� Ingresos mundiales de IoTpasarán de $4.8 (2012) a $8.9 trillones en 2020

� CAGR 7% en los próximos 7 años.

� M2M en Europa Occidental supondrá aproximadamente un 25% del total de ingresos de IoTen 2020

25% CAGR

05

09

- 01 02 03 04 05 06 07 08 09 10

2012 2013 2014 2015 2016 2017 2018 2019 2020

WW IoT Revenue($ Trillion)

Fuente: Worldwide Internet of Things (IoT) 2013–2020 Forecast: Billions of Things, Trillions of Dollars. IDC # 243661


SPs and Mobile operators

SPs and Mobile operators

IT, SIs & VendorsIT, SIs & Vendors

OthersOthers

Public SectorPublic Sector

#4 Ecosistema creciente y cambiante


© IDC Visit us at IDC.com and follow us on Twitter: @IDC

#5 La Experiencia del Cliente


#5 Importancia de los Procesos

Aseguradora abre incidencia y contacta

cliente

Coche notifica daños

aseguradora

Coche evalúadaños

Aseguradora acuerda con cliente envío de técnico

para reparar daños

MovilidadM2M

Conectividad

Big Data/ Analytics

CRMCentros de datos

Centros de Contacto

Seguridad


#5 Cambios en la Experiencia de Cliente

Proactividad Visión 360ºC

Personalización Continuidad y Tiempo Real


#5 Mejora en la Experiencia de Cliente

Mejora la Experiencia del

Cliente

DiferenciaciónValor Añadido


#5 Capacidad de adaptación


#6 Big data: Oportunidades en el universo digital


#6 Todos los negocios serán de conocimiento


#6: Big data: el reto está dentro

Optimizado

Ad Hoc

Oportunista

Repetible

Gestionado


#7: Cloud: el núcleo de la tercera plataforma

Transformación en servicio

IT en todos los dispositivos

Negocios basados en conocimiento

De conectividad a conexión

Cambio de paradigma


54

Integración

Escalabilidad

Personalización

Rendimiento

+ -- ++ -+ -

Disponibilidad- +

Propiedad Gestión Ubicación

DC proveedorDC cliente

Dedicado Compartido

#7: Aprendiendo a compartir


#7: Hacia un mundo híbrido

Collocation/Hosting

Enterprise Datacenter

TeletrabajadoresTrabajadores móviles

Puntos de venta

ClientesProveedores/Partners

Oficinas

SaaS PaaS IaaS

Fuente: IDC Maturity Model; Cloud – A Guide for Success , March 2013


� Customer engagement

� Revenue creation

� Building loyalty

� Thought leadership

� SEO

� Comunicación interna

� Relación de valor entre empleados

� Mayor vinculación con la empresa

� Facilitador de la innovación

� Retención del talento

� Aprovechamiento del conocimiento

� Reducción de costes

� Compartición de información mejorada

� Trabajo en equipo y cultura cooperativa

#8 Las redes sociales no son solopara vender

Áreas de mayor potencial:� I+D

� Operaciones y distribución

� Marketing y ventas

� Servicio al cliente

� Soporte técnico

Redes sociales Social BusinessRedes sociales Social Business


#8 Retos del análisis de datos sociales


#8 Dos aproximaciones analíticas

Gestión del rendimiento

Descubrimiento e innovación

� Responder preguntas

� Métricas

� Hacersepreguntas en función de los datos

� Análisis ad hoc

Cuadro de mandos

Plataformade

exploración


#9 Está pasando…

MALWARE

DESTRUCCIÓN CLOUD

JAVA

…y pasará

ATAQUES DIRIGIDOS SEGURIDAD OFENSIVA


#9 Nuevo caldo de cultivo para amenazas estructuradas

� Dificultad de control de la interacción

� Trazabilidad de la información

� Grandes repositorios de información

� Políticas de seguridad estándares

� Nuevos canales

� Políticas no definidas

� Inconsistencia de plataformas

� Enmascaramiento de ataques

� Identificación de puntos débiles


#9 Aproximación holística a la seguridad

Exigencias y políticas de seguridad

claras

Evaluaciónobjetiva de

la seguridad

Adopción e integración

eficaz

Saber lo que se trata de proteger, y de quiénSaber lo que se trata de proteger, y de quién

Observar cómo lassoluciones encajan con las necesidades

Observar cómo lassoluciones encajan con las necesidades

Planificar, diseñar, implementar, operar, optimizar, dar soporte

Planificar, diseñar, implementar, operar, optimizar, dar soporte 0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

1Q12 2Q12 3Q12 4Q12 1Q13

UTM Firewall CM IDP VPN

WE Security appliance units


10# Transformación departamento de sistemas

Soporte �� ImpulsorMisión

Modelo operativo

Relación

Proyectos �� Servicios

Cautivos �� Fidelizados

Staff Técnico �� Negocio

KPIs Operaciones �� Valor

Silos �� ColaborativaOrganización

Arquitectura Técnica �� Negocio


#10 Orientación a servicios: Demanda

Demanda

Catálogo

Producción

Entrega

Facturación

Demanda de servicio .

La gestión de demanda consiste no sólo en la identificación de nuevos servicios de forma proactiva, cogeneración , sino su exposición en un catálogo y la gestión del ciclo de vida de los mismos (ej. Cuándo descatalogarlos)


Demanda

Catálogo

Producción

Entrega

Facturación

Catálogo de servicios.

La orientación a servicios parte de la de definición de un catálogo de servicios en el que se establecen precios/coste de cada uno en términos entendibles por el usuario. Este presenta “servicios finalistas ” (autoservicio) tanto comunes(PC, cuenta de correo, cuenta SAP,…), como específicos (a medida de un negocio).

#10 Orientación a servicios: Catálogo


Demanda

Catálogo

Producción

Entrega

Facturación Producción de servicio .

Existen distintas áreas claveen la producción de los servicios: arquitectura, gestión, servicios específicos, servicios comunes y recursos TIC. Los últimos involucrados en la entrega de servicios finalistas y, por tanto, con foco en su entrega.

#10 Orientación a servicios: Producción


Demanda

Catalogo

Producción

Entrega

Facturación

Entrega de servicios .

Foco en la entrega de servicios para una mejor definición y descomposición de los mismos. Búsqueda de homogeneidadcomo medio para buscareconomías de escala . Además, cada servicio entregado tiene un acuerdo de nivel de servicio asociado.

#10 Orientación a servicios: Entrega


Demanda

Catálogo

Producción

Entrega

Facturación

Facturación del servicio.

En cada servicio se repercuten los costes (gastos externos, personal propio e inversión). Este reparto se realiza conforme al uso que hace cada servicio de los recursos tecnológicos . A cada departamento se le transfiere el coste unitario por el número de unidades que utiliza de cada servicio.

#10 Orientación a servicios: Facturación


#10 De la operación a la transformación

Operación Transformación

Cer

caní

aal

clie

nte

y va

lor

Custodiar los servicios TI

Broker de servicios

Arquitecturade negocio

Responsablede la

Innovación

Agentecambio

ArquitecturaIT

Mantener Construir Gestión servicios Transformación de n egocioArquitecturaComprar

Rol esencial: facilitador ��

Rol de valor añadido: impulsor ��

Rol aspiracional: innovador ��

Rol tradicional: prestador e integrador de servicios TI

2014


#10 Rol aspiracional: innovación

� Omnicanalidad

� Pagos móviles

� Telemedicina

� Detección del fraude

� Etc.

El trabajo más importante del

CIO durante los próximos años

será identificar formas de

combinar los ingredientes de la

tercera plataforma…

# 1. El ligero crecimiento TI no compensa la caída de la voz tradicional

# 2. El Smartphone se democratiza de la mano de fabricantes chinos

# 3. OTT: la competencia se intensifica

# 4. Internet entra en las cosas

# 5. La experiencia de cliente se sitúa en el epicentro

# 6. Big Data: La solución se acerca al problema

# 7. Cloud: Del ahorro a la transformación

# 8. Social Business se convertirá en una necesidad

# 9. Seguridad: Los ataques llegan desde la tercera plataforma

# 10. La transformación del departamento de sistemas

Las 10 Predicciones 2014


Financial Services: 2014 Top 10 PredictionsEmbarking on the Decade of Value Creation

Alex KwiatkowskiHead, Financial Insights Europe

2014 Predictions

� Goal: Identify trends that impact financial institutions’ business and technology decisions.

� Process: Drawn from Insights and IDC studies, industry contacts, and our own industry experience.

� Time Frame: Predictions are focused on 2014, but will have a long-range impact.

� Interdependence: All 10 Predictions are interdependent and are not in order of importance.

© IDC Visit us at IDC.com and follow us on Twitter: @IDC 75

2014’s Battles on the 3rd Platform

Escalation – “Put up or shut up" investments to reach global scale.

Consolidation – Around a small number of big "winners" in mobile platforms, cloud infrastructure, and cloud solution platforms/marketplaces.

Innovation – An explosion of innovation on the new platform, with up to millions of new "killer" apps and solutions. "Developers, developers, developers, developers!" will be the strategic mantra of 2014.

Value Migration – The 3rd Platform will cannibalize 2nd Platform markets. Value will also migrate withinthe 3rd Platform: redefining competitive advantage and disrupting leadership ranks, in the IT industry, and every other industry.

LOBs SPs

Key IDC Themes for 2014

76© IDC Visit us at IDC.com and follow us on Twitter: @IDC

Key Business Drivers

Regulatory Pressure


Customer Engagement

Increased Efficiencies

Financial Services 2014 Top 10 Predictions

Predictions #1 - #10…in no particular order….


1. Overall IT Spend In Financial Services Exceeds $430 Billion in 2014 and Will Exceed Half Trillion Dollars by 2020; Consolidation and Cooling Emerging Markets Making Impact


� AP: 5 year CAGR IT Spend: Banking 6.84%; Insurance 5.6%; Capital Markets 6.2%

� Core banking and insurance deals heating up

� Global and super regional’s key to growth

� Europe: 5 year CAGR IT Spend [1] : Banking 2.71%; Insurance 2.4%; Capital Markets 2.2%

� Institutions focus will be to improve cost-to-income ratios

� Newly sanctioned IT transformation projects beyond regulatory requirement increase

� ROW: 5 year CAGR IT Spend [1] : Banking 8.49%; Insurance 7.8%; Capital Markets 5.7%

� Decreasing interest rates forcing banks to be more cost-conscious

� Mobile will continue to be hot bed for investment

� NA: 5 year CAGR IT Spend: Banking 4.23%; Insurance 3.7%; Capital Markets 3.6%

� Retail, risk and compliance, core processing and payments key investments

� Bank failures continue to decline, little de novo growth seen

[1] Regions for Spending Guides (1) AP; (2)Europe; (3)Latin America, Middle East and Africa as ROW; (4)NA

2. Institutions Will Leverage Their Investments of the Past 3 Years Improving Compliance Data Management With New Initiatives to Extract Additional Business and Operational Value With Analytic-Based Capabilities.


� Similar trend, yet at a slower paced compared to Europe and US

� Risk management initiatives and big data and analytics will continue to be active projects in APAC

� Data management investments remain high

� Compliance initiatives around MiFID II, EMIR and Dodd-Frank and FATCA

� Data collection, dissemination and reporting are key areas

� Data management key investment for both efficiency and innovation

� Near term regulatory requirements addressed

� Smart technology around credit risk management and financial security intelligence lead initiatives

� Effective data management and analytical capabilities driving global organizations based in NA

� Legacy and distributed data still a concern as focus turns towards improving middle and back office

3. All Modernization And Improvement Initiatives Must Include Three Components To Be Successful (Technology, People, and Processes); We've Focused Too Long on Technology in a Vacuum and in 2014 We'll See The IT Organization Become More Important


� Leading banks hiring executives outside of banking

� Core refreshments continue to be most complex IT initiatives

� Must have ability to modify, streamline and standardize processes

� Most long-established institutions have requested IT to be customized to fit existing processes – trend needs to be reversed

� Overall cost of new technology may not have desired returns

� Significant change now gives the end-user and business lines more power on strategic IT decisions

� Bucking the trends in NA and Europe, transformational projects will mostly focus on IT projects

� Aging legacy platforms and successful transformational projects makes NA prime for additional modernization

� Growing importance will be placed upon processes and people

4. The Most Successful Financial Institutions in 2014 Will Be Those Who Can Deliver An Enhanced Omni-Channel Experience To Their Customers And Prospects, Using New Enabling Technologies And Supported By Appropriate Business Processes.


� Focus will shift to improving service levels, increased data visibility, and value-creation

� Analytics and middleware to provide geography-agnostic financial products

� Adapt old strengths into new channels for best of both worlds solutions

� Increase the use of self service, particularly across online, mobile and social

� Inclusion of PFM tools as part of the experience will increase

� Video continues to be out of reach for most, but becoming more reliable

� Focus continues to be on client acquisition and retention

� Architectural platforms for newest channels were rushed to market, and will need further updates and refreshes

� Branch continues to be a key component of omni-channel experience

� Technology owned by customer will become increasingly involved in process both at the branch and outside of the branch

� Biometric technology finally gets traction

5. Core Transformation Projects Will Create Opportunities For Banks To Out-Innovate Their Peers, Giving Innovators Years Of Technology Advantage Over Core Banking Laggards.


� Increase in number of core banking projects – particularly channels, risk and compliance, and integrated data management

� Hot markets for core modernization include: Australia, Taiwan, Malaysia, Singapore and Hong Kong

� No major conversions, however the core transformation initiatives will commence in earnest in 2014

� Mid tiered institutions will look to the cloud as a delivery platform for core, while large institutions favor premise based

� In Latin America, core banking solutions are second only to fraud detection with regards to future investment

� Customized, internally developed solutions and packaged software could become a viable alternative to large core solutions

� Foreign owned institutions in the US will begin to leverage real-time core systems to introduce new products

� No significant US core replacements will be completed in 2014

6. Consumers Will Become the Disruptors In Financial Services by Minimizing Their Interactions With Their Primary Institution And Increasing The Use Of A Variety Of Purpose-Built Apps That Provide Immediate And Focused Value.


� Due to conservative regulation in most Asian countries, consumers are left with mostly plain financial options

� Asia’s emerging middle class creates new opportunities for innovation

� Mobility remains biggest disruptor

� Number of finance specific apps continue to proliferate creating challenges for both institutions and customers alike

� Transformation continues to be muted due to the challenges of achieving scale and winning customer share

� Transactions, both physical and digital, continue to grow

� Mobile apps relegated to a specific piece of population and does not pose significant risk

� Mobile payments and potential impact of telcos still uncertain

� Functionally specific financial apps from non-banks continue to erode financial institutions ability to remain central

� Will continue to see specific apps built that only do one thing, but do it well – this will require an app strategy to be developed at many financial institutions

7. Lured by their Aggressive Growth in Premiums, Insurers Continue to Pay Close Attention to the Emerging Market Nations in Developing Asia and Latin America


� China opens up compulsory third party liability motor insurance market to foreign participation

� ASEAN nations (Thailand, Indonesia, Malaysia and Philippines) represent largest opportunities for growth

� European maintains 33.3% of global insurance market

� Expansion efforts overseas due to competitive home market

� Pension fund reform measures will drive urgency for private life insurance products

� Massive investments in Latin America around commercial lines such as property, credit and surety

� Instruments like index-based weather insurance solutions emerge in Mexico

� North America maintains 30.2% of global insurance market

� Expansion efforts overseas due to competitive home market

8. The Battle for Dominance on the 3rd Platform Begins as Firms Move From Ad-hoc, Repeatable, to Managed Initiatives and New Application Mash-ups that target Value Creation in Customer Acquisition, Market Intelligence, and Operations.


� Banks begin to shift IT budgets toward innovation and next generation solutions designed for 3rd platform

� Human-centered design will become a discipline in application development

� Cloud initiatives gain in acceptance

� Increased demand of real-time analytics to the business lines

� Increase use of private cloud for operational efficiencies / effectiveness and internal collaboration purposes becomes a regional priority

� Top challenges – skills, securing budget, developing performance metrics

� Big data analytics moves from theory to practice, leading use cases emerge and over deliver value

� While 3rd platform technical acceptance grows, staff and business models reengineering emerges as leading challenges

� No slowing in cloud adoption. Sectors advance at different paces, in different directions. SaaS continues to take share from the packaged software market.

� Big data market growth moves up the stack – analytics and applications, VC investments in BI/Analytic Tools. Information security enters a disruptive era,

� Buyer demand heats up for secure mobility standards.

9. Investment In Risk Management Information Technologies, Services and Skills Exceeds $71B in 2014, as Firms Industrialize Credit and Market Risk Systems, Operational Risk Disciplines Get Renewed Support, and Management Learns to Sell Risk


� Generous budgets for risk initiatives. Hong Kong, Singapore, ASEAN region

� Credit analytics, liquidity and asset liability management, information and cyber security, enterprise risk dashboards and reporting.

� Enterprise data management and skilled risk management staff key challenges

� 2014 stress tests to influence IT investment budgets, tighten compliance reporting, liquidity modeling, insulating from counterparty and further systemic shocks.

� Principles for risk data aggregation and reporting, derivative markets transparency dominate vendor attention and infrastructure renewal

� Risk initiatives take top seat in infrastructure modernization in 2014

� Leading initiatives are retail and claims fraud, core analytics for consumer credit and capital management, and operational risk.

� Demands increase for management consulting, systems integration

� Derivates market reform, risk data aggregation, LEI integration, and CCAR 2014 changes draw management and vendor attention

� New wave of treasury service platforms will focus on liquidity risk, asset financing, mobility and multi-bank solutions

� Fraud analytics drives more vendor M&A and venture investments, specialized services

10. Mobile and "Alternative" Payment Adoption Will Remain Muted In 2014 As A Wide Array Of Providers Try To Find A Value Proposition That Resonates For Both Merchants And Consumers.


� While some areas build out NFC, focus remains on payment functionality and security

� Payment data analytics will focus on fraud, risk analytics, and cross-sell opportunities

� No significant shift in 2014, modest enthusiasm around mobile payments

� Activity will be focused on services like interactions, loyalty, ticketing, couponing, and targeted marketing

� Latin America market continues to make small steps towards solidifying a mobile payment strategy

� Solutions targeted towards the unbanked and under-banked may focus on basic applications like m-commerce, account transfer and bill payments

� ISIS and MCX consortium solutions will stir more press interest than consumer interest

� NFC continues to be unsettled in the near term, particularly because of modest early adoption and presence of different technologies

Essential Guidance

� IT spend continues to grow, strongest in developing regions

� Need to look beyond GRC as a burden and focus on ways to drive value

� Reducing expenses and finding new revenue streams to help drive down efficiency ratios

� Third platform will allow legacy upgrades to occur faster and cheaper

� Key business drivers in 2014 (and beyond):• More regulatory pressure• Deeper customer engagement• Desire to increase efficiency


Feliz Navidad

y

Próspero Año 2014


91

@IDCSpain IDC Research España


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