INFORMATION GENERATION VANSON BOURNE RESEARCH FINDINGS 1

INFORMATION GENERATION
VANSON BOURNE RESEARCH FINDINGS
© Copyright 2015 EMC Corporation. All rights reserved.
1
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
© Copyright 2015 EMC Corporation. All rights reserved.
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
2
CONTENTS OF THIS DOCUMENT
SECTION
1
(P.4)
INFORMATION
GENERATION
The impact of technology on
businesses
Technologies that have made the
biggest impact/Mega Trends
Increasing Customer Demands &
Expectations
Customer Demands Going Into the
Next Decade
SECTION
3
(P.15)
SECTION
10
(P.41)
SIX KEY BUSINESS
ATTRIBUTES
APPENDIX
SECTION 4:
Predictively spotting new opportunities
SECTION 10.1:
Regional breakdown by geography
SECTION 5:
Demonstrate transparency and trust
SECTION 10.2:
Regional breakdown by developed vs.
emerging
SECTION 6:
Innovate in an agile way
SECTION 7:
Deliver a unique, personalized experience
SECTION 8:
Always on, operating in real time
SECTION 9:
Pursue continuous learning
SECTION 10.3:
Breakdown by sector
SECTION 10.4:
Sustain relevance
SECTION 10.5:
Additional questions
Data Playing a Central Role
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3
SECTION 1:
INFORMATION GENERATION
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4
TECHNOLOGY’S IMPACT ON BUSINESS
66%
Mobile devices
93%
51%
Data analytics
felt the impact of
technology on their
business in the last 510 years
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%
•
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)
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5
TECHNOLOGY’S IMPACT ON CUSTOMER
EXPECTATIONS
7%
Today
Future
Our customers want access
to services faster than ever
55%
Want 24/7 access and
connectivity
Our customers want 24/7
access and connectivity
53%
Want access to services
faster than ever
Our customers want access
on an increasing number of
multi-channel platforms
Our customers want a
personalized experience
47%
Our customers want greater
transparency into
interactions with our…
38%
25%
53%
Want access on an
increasing number of multichannel platforms
46%
Want a personalized
experience
45%
Want greater transparency
into interactions with our
business
93%
say technology has changed
customer’s expectations
Our customers want to
collaborate and share with
other customers more easily
Our customers' expectations
have not changed
93%
50%
55%
33%
Want to collaborate and
share with other customers
more easily
Expectations will not change
Don't know
22%
4%
5%
7%
Figure 2: “How have recent advances in technology transformed
the expectations that customers have of your organization?”
Base: all respondents (3600)
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Figure 3: “Thinking about the next 5-10 years, what ways
do you expect customer/consumer expectations to change?”
Base: all respondents (3600)
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”
Base: all respondents (3600)
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7
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.
Base: all respondents (3600)
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8
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?”
Base: all respondents (3600)
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9
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?”
Base: all respondents (3600)
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10
SECTION 2:
MOVING STRATEGY FORWARD
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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?”
Base: all respondents (3600)
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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
Base: all respondents (3600)
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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?
Base: all respondents (3600)
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14
SECTION 3:
SIX KEY BUSINESS ATTRIBUTES
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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
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16
IMPORTANCE OF ATTRIBUTES TODAY
60%
Predictively spot new
opportunities
28%
56%
Demonstrate transparency
and trust
18%
55%
Innovate in an agile way
Deliver a unique and
personalized experience
Always on, operating in real
time
Pursue continuous learning
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’)
Base: all respondents (3600)
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17
IMPORTANCE OF ATTRIBUTES FOR THE
FUTURE
62%
Predictively spot new opportunities
30%
60%
Innovate in an agile way
20%
52%
Demonstrate transparency and
trust
16%
48%
Deliver a unique and personalized
experience
13%
36%
Always on, operating in real time
Pursue continuous learning
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’)
Base: all respondents (3600)
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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
Predictively spot new
opportunities
Innovate in an agile way
14.9
15.4
Demonstrate transparency and
trust
15.4
14.8
Deliver a unique and personalized
experience
13.5
14.0
Always on, operating in real time
13.5
13.6
Pursue continuous learning
Now
In 5-10 years time
12.7
12.3
MOST IMPORTANT:
• Predictively spot new opportunities
• Demonstrate transparency and trust
• Innovate in an agile way
VERY IMPORTANT:
• Deliver a unique and personalized experience
• Always on, operating in real time
LESS IMPORTANT:
• Pursue continuous learning
Figure 13: Analysis showing average point allocation for the six business attributes, both now and in 5-10 years time. Respondents had 100 points to allocate
between these six attribute in the two timeframes (not showing the results for ‘sustain relevance’)
Base: all respondents (3600)
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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.
Predictively spot new opportunities
Innovate in an agile way
34%
23%
25%
27%
29%
55%
52%
18%
19%
34%
22%
Demonstrate transparency and trust
Deliver a unique and personalized
experience
Always on, operating in real time
Pursue continuous learning
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
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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)
Base: all respondents (3600)
20
FEW ADDRESS
THESE VERY WELL
AND COMPANY-WIDE
Predictively spot new
opportunities
Innovate in an agile way
Organizations in
China, India,
Mexico, Brazil,
South Africa and
Australia are
ahead of the curve
Demonstrate
transparency and trust
Deliver a unique and
personalized experience
Always on, operating in
real time
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’)
Base: all respondents (3600)
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21
SECTION 4:
IN THE
FOLLOWING
SECTIONS, EACH
ATTRIBUTE WILL BE
INVESTIGATED IN
FURTHER DETAIL
PREDICTIVELY SPOTTING NEW OPPORTUNITIES
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22
CURRENT CAPACITY TO PREDICTIVELY
SPOT NEW OPPORTUNITIES
34%
Do this organization-wide
Doing this but not
organization-wide
Not started doing this
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
Base: all respondents (3600)
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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?”
Base: all respondents (3600)
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24
SECTION 5:
DEMONSTRATE TRANSPARENCY AND TRUST
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25
CURRENT CAPACITY TO DEMONSTRATE
TRANSPARENCY AND TRUST
35%
Do this organization-wide
Doing this but not
organization-wide
Not started doing this
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%
Figure 19: “How would you categorize how your company is addressing each of these business attributes to stay competitive and succeed in this new
digital world?” Showing results for demonstrate transparency and trust
Base: all respondents (3600)
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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?”
Base: all respondents (3600)
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27
SECTION 6:
INNOVATE IN AN AGILE WAY
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28
CURRENT CAPACITY TO INNOVATE IN AN
AGILE WAY
25%
Do this organization-wide
Doin this but not
organization-wide
Not started doing this
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%)
Figure 21: “How would you categorize how your company is addressing each of these business attributes to stay competitive and succeed in this new
digital world?” Showing results for innovate in an agile way
Base: all respondents (3600)
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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)
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30
SECTION 7:
DELIVER A UNIQUE AND PERSONALIZED EXPERIENCE
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31
CURRENT CAPACITY TO DELIVER A UNIQUE
AND PERSONALIZED EXPERIENCE
Do this organizationwide
27%
Doing this but not
organization-wide
Not started doing this
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%)
Figure 23: “How would you categorize how your company is addressing each of these business attributes to stay competitive and succeed in this new
digital world?” Showing results for delivering a unique and personalized experience
Base: all respondents (3600)
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32
SECTION 8:
ALWAYS ON, OPERATING IN REAL TIME
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33
CURRENT CAPACITY TO BE ALWAYS ON,
OPERATING IN REAL TIME
29%
Do this organization-wide
Doing this but not
organization-wide
Not started doing this
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%)
Figure 24: “How would you categorize how your company is addressing each of these business attributes to stay competitive and succeed in this new
digital world?” Showing results for always on, operating in real time
Base: all respondents (3600)
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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?”
Base: all respondents (3600)
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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 don’t 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?”
Base: all respondents (3600)
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36
SECTION 9:
PURSUE CONTINUOUS LEARNING
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37
CURRENT CAPACITY TO PURSUE
CONTINUOUS LEARNING
34%
Do this organization-wide
Doing this but not
organization-wide
Not started doing this
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%)
Figure 27: “How would you categorize how your company is addressing each of these business attributes to stay competitive and succeed in this new
digital world?” Showing results for pursue continuous learning
Base: all respondents (3600)
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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?”
Base: all respondents (3600)
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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 organization’s
business analytics,
although just 22%
have access to a
team of data
scientists
China reports the
greatest access to
analytics & access
to data scientists
(44%)
5%
Figure 29: “What level of access, if any, do you have to business analytics and how it is leveraged in the business?”
Base: all respondents (3600)
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40
SECTION 10
APPENDIX (ADDITIONAL QUESTIONS, REGIONAL & SECTOR ANALYSIS)
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41
SECTION 10.1
REGIONAL BREAKDOWN – BY GEOGRAPHY
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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
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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.
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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
South Africa Switzerland
UK
Russia
Italy
France
UAE/Saudi
Arabia
Germany Netherlands
Figure 34: Analysis of respondents that agree their current decision making would be improved by having the most salient data available to them at the point
they need it, split by country
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
47
PILLAR-SPECIFIC
REGIONAL BREAKDOWN – BY GEOGRAPHY
© Copyright 2015 EMC Corporation. All rights reserved.
48
PRIORITIZATION OF ATTRIBUTES BY
REGION, NOW VS. 5-10 YEARS’ TIMES
62%
64%
57%
Predictively spot new opportunities
58%
54%
56%
Demonstrate transparency and
trust
52%
60%
54%
Innovate in an agile way
45%
42%
46%
Deliver a unique and personalized
experience
Always on, operating in real time
Pursue continuous learning
Innovate in an agile way
58%
67%
57%
49%
51%
54%
Demonstrate transparency and
trust
Always on, operating in real time
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’)
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
65%
66%
59%
48%
46%
48%
Deliver a unique and personalized
experience
33%
38%
41%
27%
18%
24%
Predictively spot new opportunities
Pursue continuous learning
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’)
Base: all respondents (3600)
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%
Not started doing this
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
Doing this but not organization-wide
14%
Russia
9%
8%
Italy
UK
12%
Netherlands UAE/Saudi
Arabia
64%
44%
17%
France
Switzerland
Do this organization-wide
Figure 37: Analysis of to what extent organizations are addressing the driver, predictively spotting new opportunities, split by country
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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
South Africa Switzerland
Russia
UAE/Saudi
Arabia
UK
Germany
Italy
France
Netherlands
Figure 38: Analysis of organizations that believe they can predictively spot new opportunities extremely well, split by country
Base: only asked to respondents whose organizations are currently predictively spotting new opportunities (2335)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Not started doing this
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
Doing this but not organization-wide
Italy
59%
18%
France
22%
54%
25%
UAE/Saudi
Arabia
Do this organization-wide
Figure 39: Analysis of to what extent organizations are addressing the driver, demonstrate transparency and trust, split by country
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Not started doing this
59%
30%
11%
Japan
Germany
52%
18%
Russia
66%
60%
60%
62%
11%
13%
13%
14%
South Africa
Italy
Netherlands
UK
Doing this but not organization-wide
France
UAE/Saudi Switzerland
Arabia
Do this organization-wide
Figure 42: Analysis of to what extent organizations are addressing the driver, innovate in an agile way, split by country
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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)
© Copyright 2015 EMC Corporation. All rights reserved.
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 organization’s strategy innovative, split by country
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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
ORGANIZATION–WIDE:
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
Not started doing this
14%
17%
China
Singapore
11%
Japan
12%
South Africa Switzerland
Doing this but not organization-wide
Russia
Netherlands Germany
Do this organization-wide
Figure 45: Analysis of to what extent organizations are addressing the driver, delivering a unique and personalized experience, split by country
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Not started doing this
33%
8%
Japan
South
Africa
15%
14%
18%
18%
21%
Russia
UK
Netherlands
Italy
France
Doing this but not organization-wide
34%
UAE/Saudi
Arabia
41%
18%
Germany Switzerland
Do this organization-wide
Figure 47: Analysis of to what extent organizations are addressing the driver, always on, operating in real time, split by country
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Not started doing this
27%
Japan
40%
50%
9%
7%
South AfricaNetherlands
Doing this but not organization-wide
26%
44%
30%
Germany Switzerland
23%
66%
12%
Italy
20%
62%
19%
France
20%
52%
29%
UAE/Saudi
Arabia
Do this organization-wide
Figure 50: Analysis of to what extent organizations are addressing the driver, pursue continuous learning, split by country
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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)
© Copyright 2015 EMC Corporation. All rights reserved.
64
SECTION 10.2
BREAKDOWN BY DEVELOPED VS. EMERGING
© Copyright 2015 EMC Corporation. All rights reserved.
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
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
67
INFORMATION IMPROVING JOB PERFORMANCE
DEVELOPED VS. EMERGING
36% of business leaders globally say that their organization has seen a marked improvement in their ability
to do their job due to the increasing abundance of information
43%
29%
Developed
Emerging
Figure 54: Analysis of respondents that have seen a marked improvement in their ability to do their job due to the increasing abundance of information,
split by developed and emerging countries
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
68
INSIGHTS CHANGING BUSINESSES
DEVELOPED VS. EMERGING
65% say that valuable insights from information is making their organization rethink how it does business
71%
61%
Developed
Emerging
Figure 55: Analysis of respondents that agree that valuable insights from information are making them rethink the way they do business,
split by developed and emerging countries
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
69
IMPROVING DECSION-MAKING
DEVELOPED VS. EMERGING
63% believe that their decision-making would be improved by having the most salient data available to
them at the right time
69%
58%
Developed
Emerging
Figure 56: Analysis of respondents that agree their current decision making would be improved by having the most salient data available to them at the point
they need it, split by developed and emerging countries
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
70
PILLAR-SPECIFIC
BREAKDOWN BY DEVELOPED VS EMERGING
© Copyright 2015 EMC Corporation. All rights reserved.
71
PRIORITIZATION OF ATTRIBUTES DEVELOPED
VS. EMERGING, NOW VS. 10 YEARS’ TIME
59%
60%
Predictively spot new opportunities
Demonstrate transparency and
trust
58%
53%
Demonstrate transparency and
trust
Innovate in an agile way
57%
54%
Innovate in an agile way
43%
47%
Deliver a unique and personalized
experience
Always on, operating in real time
Pursue continuous learning
39%
37%
22%
25%
Always on, operating in real time
Pursue continuous learning
Developed
Emerging
Emerging
© Copyright 2015 EMC Corporation. All rights reserved.
56%
48%
60%
60%
45%
50%
Deliver a unique and personalized
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’)
Base: all respondents (3600)
62%
63%
Predictively spot new opportunities
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’)
Base: all respondents (3600)
72
PREDICTIVELY SPOTTING NEW
OPPORTUNITIES DEVELOPED VS EMERGING
Overall 34% say that they are already predictively spotting new opportunities organization-wide
30%
39%
53%
45%
17%
16%
Developed
Emerging
Not started doing this
Doing this but not organization-wide
Do this organization-wide
Figure 59: Analysis of to what extent organizations are addressing the driver, predictively spotting new opportunities, split by developed and emerging countries
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Base: only asked to respondents whose organizations are currently predictively spotting new opportunities (2335)
© Copyright 2015 EMC Corporation. All rights reserved.
74
DEMONSTRATING TRANSPARENCY AND
TRUST DEVELOPED VS. EMERGING
The most likely throughout their entire business are Mexico (48%) and Brazil (47%). Globally 35% are able to
demonstrate transparency and trust organization-wide
32%
38%
54%
48%
14%
13%
Developed
Emerging
Not started doing this
Doing this but not organization-wide
Do this organization-wide
Figure 61: Analysis of to what extent organizations are addressing the driver, demonstrate transparency and trust, split by developed and emerging countries
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Base: only asked to respondents whose organizations are currently demonstrating transparency and trust (2277)
© Copyright 2015 EMC Corporation. All rights reserved.
76
INCREASES IN TRANSPARENCY
DEVELOPED VS. EMERGING
Overall 66% believe that their organization has managed to increase transparency over the last 5-10 years
73%
61%
Developed
Emerging
Figure 63: Analysis of respondents’ organizations that have increased their transparency over the last 5-10 years, split by developed and emerging countries
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
77
INNOVATING IN AN AGILE WAY
DEVELOPED VS. EMERGING
23%
29%
60%
56%
18%
16%
Developed
Emerging
Not started doing this
Doing this but not organization-wide
Do this organization-wide
Figure 64: Analysis of to what extent organizations are addressing the driver, innovate in an agile way, split by developed and emerging countries
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
78
ABILITY TO INNOVATE IN AN AGILE WAY
DEVELOPED VS. EMERGING
Overall, only 22% think that their organization can currently innovate in an agile way extremely well. This is the
lowest of all attributes. Mexico, Brazil, China and India skew the averages upwards
26%
18%
Developed
Emerging
Figure 65: Analysis of organizations that believe they can innovate in an agile way extremely well, split by developed and emerging countries
Base: only asked to respondents whose organizations are currently innovating in an agile way (2163)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Yes, our current technology strategy is somewhat innovative
Yes, our current technology strategy is very innovative
Figure 66: Analysis of the percentage of respondents who consider their organization’s strategy innovative, split by developed and emerging
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Not started doing this
Doing this but not organization-wide
Do this organization-wide
Figure 67: Analysis of to what extent organizations are addressing the driver, delivering a unique and personalized experience, split by developed
and emerging countries
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Base: only asked to respondents whose organizations are currently deliver a unique and personalized experience (2065)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Not started doing this
Doing this but not organization-wide
Do this organization-wide
Figure 69: Analysis of to what extent organizations are addressing the driver, always on, operating in real time, split by developed and emerging countries
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Base: only asked to respondents whose organizations are currently always on, operating in real time (2125)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Yes, our business turns data into information, is "always on" and can act in real time
Yes, the business can sometimes act in real time, but we don't always have the insights we need
No or don't know
Figure 71: Analysis of whether the business has the ability to utilize information and act in real time, split by developed and emerging countries
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
85
PURSUING CONTINUOUS LEARNING
DEVELOPED VS. EMERGING
34% of organizations pursue continuous learning across the entire business
*further figures in notes
29%
41%
54%
45%
17%
15%
Developed
Emerging
Not started doing this
Doing this but not organization-wide
Do this organization-wide
Figure 72: Analysis of to what extent organizations are addressing the driver, pursue continuous learning, split by developed and emerging countries
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
86
PURSUING CONTINUOUS LEARNING
DEVELOPED VS. EMERGING
Of those who are currently addressing pursue continuous learning, 31% overall believe they do it extremely
well
40%
24%
Developed
Emerging
Figure 73: Analysis of organizations that believe they can pursue continuous learning extremely well, split by developed and emerging countries
Base: only asked to respondents whose organizations are currently pursuing continuous learning (2288)
© Copyright 2015 EMC Corporation. All rights reserved.
87
SECTION 10.3
SECTOR BREAKDOWN
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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
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Figure 78: Analysis of respondents that agree their current decision making would be improved by having the most salient data available to them at the point
they need it, split by sector
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
93
PILLAR-SPECIFIC
SECTOR BREAKDOWN
© Copyright 2015 EMC Corporation. All rights reserved.
94
PREDICTIVELY SPOTTING NEW
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
Not started doing this
34%
45%
21%
Insurance
32%
33%
52%
21%
45%
52%
32%
27%
Oil and gas
Media and
entertainment
57%
15%
11%
Manufacturing
Telecoms/MSPs
Doing this but not organization-wide
24%
Do this organization-wide
Figure 79: Analysis of to what extent organizations are addressing the driver, predictively spotting new opportunities, split by sector
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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%
Other commercial Financial services
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
Base: only asked to respondents whose organizations are currently predictively spotting new opportunities (2335)
© Copyright 2015 EMC Corporation. All rights reserved.
96
DEMONSTRATING TRANSPARENCY AND
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%
Other commercial Financial services
Not started doing this
Doing this but not organization-wide
29%
25%
47%
51%
24%
24%
Media and
entertainment
Oil and gas
Do this organization-wide
Figure 81: Analysis of to what extent organizations are addressing the driver, demonstrate transparency and trust, split by sector
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Base: only asked to respondents whose organizations are currently demonstrating transparency and trust (2277)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Telecoms/MSPs Financial services
Not started doing this
25%
55%
20%
Insurance
Doing this but not organization-wide
19%
18%
53%
56%
28%
27%
Oil and gas
Media and
entertainment
24%
64%
12%
Life
sciences/biotech
Do this organization-wide
Figure 84: Analysis of to what extent organizations are addressing the driver, innovate in an agile way, split by sector
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
100
ABILITY TO INNOVATE IN AN AGILE WAY
BY SECTOR
Only 22% think that their organization can currently innovate in an agile way extremely well. This is the
lowest of all attributes
30%
26%
23%
Media and
entertainment
Insurance
20%
Other commercial Financial services
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
Base: only asked to respondents whose organizations are currently innovating in an agile way (2163)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Yes, our current technology strategy is somewhat innovative
Media and
entertainment
15%
42%
Oil and gas
Yes, our current technology strategy is very innovative
Figure 86: Analysis of the percentage of respondents who consider their organization’s strategy innovative, split by sector
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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%
Other commercial Financial services
Not started doing this
Doing this but not organization-wide
31%
Oil and gas
Do this organization-wide
Figure 87: Analysis of to what extent organizations are addressing the driver, delivering a unique and personalized experience, split by sector
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Base: only asked to respondents whose organizations are currently deliver a unique and personalized experience (2065)
© Copyright 2015 EMC Corporation. All rights reserved.
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%
Telecoms/MSPs Financial services
Insurance
25%
29%
31%
33%
Not started doing this
Doing this but not organization-wide
30%
Media and
entertainment
24%
57%
18%
Retail
21%
52%
27%
Oil and gas
Do this organization-wide
Figure 89: Analysis of to what extent organizations are addressing the driver, always on, operating in real time, split by sector
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Base: only asked to respondents whose organizations are currently always on, operating in real time (2125)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Yes, our business turns data into information, is "always on" and can act in real time
Yes, the business can sometimes act in real time, but we don't always have the insights we need
No or don't know
Figure 91: Analysis of whether the business has the ability to utilize information and act in real time, split by sector
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Not started doing this
Doing this but not organization-wide
23%
50%
27%
Oil and gas
Do this organization-wide
Figure 92: Analysis of to what extent organizations are addressing the driver, pursue continuous learning, split by sector
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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)
© Copyright 2015 EMC Corporation. All rights reserved.
109
SECTION 10.4
SUSTAIN RELEVANCE
© Copyright 2015 EMC Corporation. All rights reserved.
110
CURRENT CAPACITY TO SUSTAIN
RELEVANCE
28%
Do this organization-wide
Doing this but not
organization-wide
Not started this yet
54%
18%
Figure 94: “How would you categorize how your company is addressing each of these business attributes to stay competitive and succeed in this new
digital world?” Showing results for sustain relevance
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
111
SUSTAINING RELEVANCE BY COUNTRY
REGIONAL
AVERAGE
39%
28%
21%
32%
31%
49%
52%
57%
10%
9%
Mexico
Brazil
53%
19%
USA
THIS
ORGANIZATION–WIDE:
APJ:
25%
AMERICAS:
30%
35%
DOING
53%
31%
Argentina
56%
15%
14%
China
Australia
Not started doing this
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
Doing this but not organization-wide
61%
32%
12%
Netherlands Switzerland
23%
62%
18%
63%
15%
19%
Italy
France
18%
45%
38%
UAE/Saudi
Arabia
Do this organization-wide
Figure 95: Analysis of to what extent organizations are addressing the driver, sustain relevance, split by country
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Not started doing this
Manufacturing
Doing this but not organization-wide
17%
Retail
25%
Oil and gas
Do this organization-wide
Figure 96: Analysis of to what extent organizations are addressing the driver, sustain relevance, split by sector
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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
Not started doing this
Doing this but not organization-wide
Do this organization-wide
Figure 97: Analysis of to what extent organizations are addressing the driver, sustain relevance, split by developed and emerging countries
Base: all respondents (3600)
© Copyright 2015 EMC Corporation. All rights reserved.
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)
© Copyright 2015 EMC Corporation. All rights reserved.
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 organization’s 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
Base: only asked to respondents whose organizations are currently sustaining relevance (2119)
© Copyright 2015 EMC Corporation. All rights reserved.
116
ABILITY TO SUSTAIN RELEVANCE
DEVELOPED VS. EMERGING
Business leaders in emerging countries are 1.5X more likely to report that their organization currently
addresses sustaining relevance extremely well. Japan (8%) and the Netherlands (9%) are the least likely to
believe their organization is very good at this, compared to 22% globally
30%
18%
Developed
Emerging
Figure 100: Analysis of organizations that believe they can sustain relevance extremely well, split by developed and emerging countries
Base: only asked to respondents whose organizations are currently sustaining relevance (2119)
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SECTION 10.5
ADDITIONAL QUESTIONS
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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?
Base: all respondents (3600)
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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?”
Base: all respondents (3600)
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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?
Base: all respondents (3600)
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