More Related Content Similar to Idc predictions 2016 (20) Idc predictions 20161. © IDC Visit us at IDC.com and follow us on Twitter: @IDCSpain
José Antonio Lorenzo
Director General IDC España
IDC 2016 Predicciones TIC
2. 70%
âConsulto Online
antes de Comprarâ
20%
Millennials
Nuevos
Directivos
50%
âDecido en base
a Redes Socialesâ
60%
âMi trabajo lo
podrĂĄ hacer un
Robotâ
78%
âNo puedo vivir
sin MĂłvilâ
88%
Fortune 500
1955-2014
55%
âQuiero ser
Ănicoâ
65%
âMi Trabajo
TodavĂa No
Existeâ
3. 4
4. ExperimentaciĂłn, Velocidad y Calidad
3
3. Inteligencia del Dato
7
IDC 2016 Predicciones TIC
1
1. Liderazgo en 3D
2
2. Nuevos Modelos de Negocio basados en TecnologĂa.
9
9. Talento Digital
8
8. TransformaciĂłn Digital â Silos
6
6. RacionalizaciĂłn y SimplificaciĂłn
7. Arquitectura Estratégica
10
10. IT as a Business
5
5. Seguridad 360Âș. MĂĄs allĂĄ del perĂmetro
© IDC Visit us at IDC.com and follow us on Twitter: @IDCSpain
4. 1 2
3
R-evoluciĂłn
© IDC Visit us at IDC.com and follow us on Twitter: @IDCSpain
Liderazgo 3D
1 2
Inteligencia
del Dato
3
IDC 2016 Predicciones TIC
Nuevos
Ingresos
2
5. 4
5
7
6
TransformaciĂłn
© IDC Visit us at IDC.com and follow us on Twitter: @IDCSpain
IDC 2016 Predicciones TIC
Velocidad y
Calidad
4
Seguridad
360Âș
5
Racionalizar y
Simplificar
6
Arquitectura
Estratégica
7
6. Apertura 910
8
© IDC Visit us at IDC.com and follow us on Twitter: @IDCSpain
4
9 10
IDC 2016 Predicciones TIC
InnovaciĂłn â
Silos
Talento
Digital
IT as a Business
8 9 10
10. Most European enterprises are still
working to take control of mobility
© IDC Visit us at IDC.com and follow us on
Twitter: @IDC
10
0%
10%
20%
30%
40%
50%
React to trends,
fix or pre-empt
problems
Test value, get
quick wins with
âpointâ mobility
solutions
Improve cost/
benefit, quality and
consistency
Develop mobile-
centric systems and
platforms
Mobility-based IT
architecture
11. As mobility gets more mature, the
ambitions get bigger
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Twitter: @IDC
11
Business transformation
More
productivity
Wider reach
Richer
customer
engagement
Lower
costs
12. Business are transforming their
customer relationships with mobility
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Twitter: @IDC
12
13. Over 40% of the European workforce will be mobile by the
end of the year
13
© IDC Visit us at IDC.com and follow us on Twitter:
Source: IDC Enterprise Mobility Survey H2 2015
At present
Expected in
12 months
% of workers using
smartphones?
58.8%
64.9%
% of workers using
tablets?
31.0%
39.8%
% of workers mobile?
35.5%
42.3%
14. One-third of European Enterprises
Will Have Invested in MADP
14
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But Pilot Projects Continue to Outweigh Full Implementations
Have a large-scale
deployment
7%
Have piloted,
plan to roll out
22%
Have piloted,
do not plan to
roll out
42%
No plans
29%
Source: IDC Enterprise Mobility Survey H2 2015
15. Two-thirds of European Enterprises Will Be Considering
Mobile IT Outsourcing
15
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Prefer to handle mobility solutions
internally or outsource to a supplier?
0%
10%
20%
30%
40%
50%
Handle internally
2012 13 14 2015
Fully outsourced
2012 13 14 2015
Mixed approach
2012 13 14 2015
Source: IDC Enterprise Mobility Survey H2 2015
16. SDKs will overtake app wrapping
for securing mobile apps
16
© IDC Visit us at IDC.com and follow us on Twitter:
Though app wrapping will continue to be the best choice for some cases
Mobile
application
management
platform
App
SDK
code
âą More comprehensive &
tailored functionality
âą Must be applied during
app development
âą Requires more
specialised skills
Securing with SDK
App
Wrapper
âą Does not require code
changes in the app
âą Can be applied to an
existing app
âą Limited scope to tailor to
detailed needs
Securing with app wrapping
17. Mobile Will Become the Front Line
for Policy and Identity/Access Management
17
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Context
Device
Time/
Date
Location
Content
type
User/role
18. Thereâs more to mobility than âmobileâ
18
© IDC Visit us at IDC.com and follow us on Twitter:
Source: IDC IT Services Study, 2015; IDC Enterprise Mobility Survey H2 2015
Position regarding
workplace virtualisation?
Not
considering
28%
Evaluating
28%
Piloting
23%
Fully
adopted
21%
What is currently the most critical mobility
technology in supporting your workforce?
Mobile collaboration tools 20.4%
Desk phone functionality on mobiles 17.2%
Which business applications have been mobilised,
or will be by H2 2016?
UC and collaboration tools 26.9%
20. Survival of the Quickest:
The Race to Become a Digital Enterprise
Philip Carter
VP, IDC European Research
18th of February, 2016
IDC Directions in Madrid, Spain
@carter_pc
21. © IDC Visit us at IDC.com and follow us on
Twitter: @IDC
21
By the end of 2016, two thirds of
the CEOs of the largest 500
European enterprises will have
digital transformation (DX) at the
center of their corporate strategy
@carter_pc #PredictionsTIC
22. `
22
âUp to half the world's
banks may lose out and
disappear due to failure
to keep pace with digital
disruptionâ
BBVA chairman and CEO Francisco Gonzalez
23. Digital Transformation is a CEO Priority
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23
âWeâre also taking
advantage of the
immense business
opportunities offered
by digitalizationâ
Joe Kaeser,
CEO Siemens
âThe possibilities of
the digital revolution
must be put to good
useâ
Tom Enders,
CEO Airbus
âEverything we do in
this networked
world has to be
openâ
âWe felt we have to
go digital in a much
more proactive wayâ
Paul Bulcke
CEO Nestlé
âWe have drafted a new
strategy which set out
how we intend to grow
in terms of distribution
and digital gridâ
Francesco Starace, CEO
ENEL
24. Worldwide
Digital Transformation FutureScape 2016: IDC
Predictions
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Twitter: @IDC
24
5
TIME (MONTHS) TO MAINSTREAM
ORGANIZATIONALIMPACT
Asingle
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orabusinessunit
Multiple
departments
orbusinessunitsCompanywide
0â12 12â24 24+
1
4 10
3
6
2
7
8
9
5
1 By the end of 2017, two thirds of the CEOs of the G2000 enterprises will have digital
transformation (DX) at the center of their corporate strategy.
2 By 2017, three out of five of companies with a DX strategy will deem it too critical for any one
functional area and create an independent corporate executive to oversee the implementation.
3 By 2018, 80% of B2C companies will have created immersive, authentic omni-experiences for
customers, partners, and employees. 60% of B2B centric companies will have done the same.
4 The top new investment area through 2017 will be contextual understanding and automated next
best action capabilities
5
In 2016, 65% of large enterprises will have committed to become information based companies,
shifting the focus from resources, labor and fixed capital to relationships, people, and intangible
capital
6 By 2018, 75% of the G2000 will have deployed full, information based, economic models or
âdigital twinsâ of their products/services, supply network, sales channels, and operations.
7 By 2020, 60% of G2000 companies will have doubled their productivity by digitally transforming
many processes from human to software based delivery
8 In 2016, the level of connectivity related to products, assets, and processes will increase 50% for
all industry value chains.
9 The sharing economy will give rise to the ânetworked free agentâ and skill based marketplaces
resulting in more than 10% of work being sourced in this fashion in mature economies by 2019.
10 By 2018, IDC expects at least 20% of all workers to use automated assistance technologies to
make decisions and get work done.
Digital Twins
Dedicated
DX Executive
Information
Based
CEO led Strategy
Hyper-
connectivity
Authentic
Experiences
Next Best
Action
Software
Defined Processes
Skills based
Marketplaces
Automated
Assistance
@carter_pc #PredictionsTIC
25. © IDC Visit us at IDC.com and follow us on
Twitter: @IDC
25
26. Thrivers Versus Survivors
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Twitter: @IDC
26
The Largest 500 European Companies
2/3rd
Survivors
In reactive mode risking
company survival
1/3rd
Thrivers
Digital transformation at
the center of their
corporate strategy
@carter_pc #PredictionsTIC
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Twitter: @IDC
27
28. © IDC Visit us at IDC.com and follow us on
Twitter: @IDC
28
29. © IDC Visit us at IDC.com and follow us on
Twitter: @IDC
29
31. © IDC Visit us at IDC.com and follow us on
Twitter: @IDC
31
Those Who Thrive in this Digital Economy will be the
Organizations that:
Can execute upon
a vision for digital
transformation
Blend digital and
physical
experiences to
garner customer
allegiance
Turn information
into a competitive
advantage
Create new digital
revenue streams
from connected
systems
Leverage
technology to win
the talent wars
32. © IDC Visit us at IDC.com and follow us on
Twitter: @IDC
32
Digital Transformation is Multi Faceted
and Accelerated
Leadership
Transformation
Omni-Experience
Transformation
Information
Transformation
Operating Model
Transformation
WorkSource
Transformation
33. © IDC Visit us at IDC.com and follow us on
Twitter: @IDC
33
The European Path to Digital
Transformation
34. Managed
Digital Transformer
Opportunistic
Digital Explorer
Ad Hoc
Digital Resister
Repeatable
Digital Player
Optimized
Digital Disrupter
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Twitter: @IDC
34
Source: IDC, Digital Transformation Maturity Model, 2015
IDCâs Digital Transformation MaturityScape
Digital Transformation is the approach by which enterprises drive changes in
their business models and ecosystems by leveraging digital competencies.
Managed
Digital Transformer
Opportunistic
Digital Explorer
Ad Hoc
Digital Resister
Repeatable
Digital Player
Optimized
Digital Disrupter
35. Managed
Digital Transformer
Opportunistic
Digital Explorer
Ad Hoc
Digital Resister
Repeatable
Digital Player
Optimized
Digital Disrupter14%
32% 33%
14%
8%
20%
34%
28%
12%
5%
Digital Resister Digital Explorer Digital Player Digital Transformer Digital Disrupter
© IDC Visit us at IDC.com and follow us on
Twitter: @IDC
35
Source: IDC, Digital Transformation Maturity Model Benchmark, 2015; n= 317 IT and LOB Executives, March, 2015
Source: IDC, European Digital Transformation Maturity Model Benchmark, 2015; n= 412 IT and LOB Executives, May 2015
US Benchmark
European Benchmark
37. © IDC Visit us at IDC.com and follow us on
Twitter: @IDC
37
____% of Spanish organizations have gone through
a major IT re-organization
in the last 12 months
IDC Spanish IT Executive Survey. April 2015, n=232
60
@carter_pc
#PredictionsTIC
38. IDCâs 3rd Platform:
A Critical Platform for Digital Transformation
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Twitter: @IDC
38
39. © IDC Visit us at IDC.com and follow us on
Twitter: @IDC
39
Good News and
Bad NewsâŠ
40. CIO IT Strategy CTO Chief
Architect
Enterprise
Architect
Chief
Information
Security
Officer
Data Scientist Data Architect Solutions
Architect
Risk and Threat
Management
The 10 Most Difficult IT Positions to Staff
More
Difficult
to Hire
Easier
to Hire
The 3rd Platform will Create a Skills Gap
© IDC Visit us at IDC.com and follow us on
Twitter: @IDC
40
Source: IDC's 2015 IT Staffing Study â April, 2015
n=139
41. © IDC Visit us at IDC.com and follow us on
Twitter: @IDC
41
Noelia Fernandez Arroyo
Chief Digital Officer
Prisa Media Group (Madrid)
42. © IDC Visit us at IDC.com and follow us on
Twitter: @IDC
42
44. The 3rd Platformâs âInnovation Phaseâ
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Twitter: @IDC
44
46. © IDC Visit us at IDC.com and follow us on
Twitter: @IDC
46
50. © IDC Visit us at IDC.com and follow us on
Twitter: @IDC
50
51. Towards a Next Generation of Security:
IDC Predictions
Duncan Brown
Research Director, European Security
@duncanwbrown
53. Top European Security Trends
© IDC Visit us at IDC.com and follow us on
Twitter: @IDC
53
Digital Transformation
ï”Business-led
ï”Requires innovation to support new platforms
ï”Positions security as an enabler
Regulatory Upheaval
ï”Compliance-led
ï”Requires forensic & continuous audit capability
ï”Positions security as risk mitigation
Dynamic Threat Landscape
ï”Technology-led
ï”Requires automation, integration and visibility
ï”Positions security as a (cloud) service
54. Automation via
intelligence and
machine learning
Skills
shortage
Inevitable
breaches
Differentiation by
Analytics
Differentiation by
Focus on Data and
Identity
Differentiation by
Services
Differentiation by
Integrated solutions
Consequences for Growth & Differentiation
Demise of
best of breed
5
55. Worldwide IT Security Products
European Implications
© IDC Visit us at IDC.com and follow us on
Twitter: @IDC 55
Note: The size of the bubble indicates complexity/cost to address.
Source: IDC, 2014
1
2
3
4
5
6
7
8
9
10
By 2020 1/3 of WE âe-transactionsâ will be authenticated biometrically,
driven by user uptake of biometric-enabled devices, and manufacturer/OS
developer uptake of FIDO standards.
By 2019, geopolitical divisions and global economic instability will result
in cyberattacks targeting suppliers, forcing European businesses to
increase spending by 20% or more to mitigate supply chain risks.
By 2018, adoption of application containerization in WE for 3rd Platform
applications in private, public and hybrid cloud scenarios will rise more
than 50% producing an era of self-defending applications.
By 2020, more than 300 million people in Western Europe will be
affected by data breaches.
By 2020 the insurance industry will be able to influence security spending
in 2/3 of all IT security buying decisions in regulated industry verticals
due to the emergence & later the maturity of cyber insurance models.
By 2017 the scarcity and high cost of data scientists will drive all but the
largest firms to pursue âSecurity Analytics as a Serviceâ alternatives to in-
house models, help the market grow by at least 25% per annum in Europe.
By 2018, 34% of security spend will be driven by EU data protection
regulation and privacy concerns. Jurisdiction issues among trading regions
will not be resolved, leading to a patchwork of compliance regimes.
By 2019, 2nd Platform perimeter defenses will be surpassed by 3rd
Platform-architected, meshed security systems based on a tracers and
tethers architecture, creating symbiotic security defenses.
By 2020, over half of Web security revenue will be coming from cloud
based offerings versus traditional on-premise gateway.
.
By 2018, 1/3rd of corporate boards will fill a seat with a risk mitigation
expert who can provide guidance on data privacy and security initiatives.
TIME (MONTHS) TO MAINSTREAM
ORGANIZATIONALIMPACT
Asingle
department
orabusinessunit
Multiple
departments
orbusinessunitsCompanywide
0-12 12-24 24+
EU Data
Protection
Regulations
Biometric
Authenticated
Transactions
Corporate
Responsibility
Security Analytics
as a Service
Supply Chain
Risks
SaaS Security
Adoption
Self-defending
Applications
Tracers & Tethers
10
4
3
8
1
97
2
6
Cyber Insurance
Maturity
5
104
7
1
6
5
9
8
2
3
Data Breach
Impact
56. Targeting supply chains
© IDC Visit us at IDC.com and follow us on
Twitter: @IDC
56
2. By 2019, geopolitical divisions and
global economic instability will result in
cyberattacks targeting suppliers, forcing
European businesses to increase
spending by 20% or more to mitigate
supply chain risks.
#IDCFutureScape
TIME (MONTHS) TO MAINSTREAM
ORGANIZATIONALIMPACT
Asingle
department
orabusiness
unit
Multiple
departments
orbusinessunitsCompanywide
0-12 12-24 24+
EU Data
Protection
Regulations
Biometric
Authenticated
Transactions
Corporate
Responsibility
Security Analytics
as a Service
Supply Chain
Risks
SaaS Security
Adoption
Self-defending
Applications
Tracers & Tethers
10
4
3
8
1
97
2
6
Cyber Insurance
Maturity
5
2
Data Breach
Impact
57. © IDC Visit us at IDC.com and follow us on
Twitter: @IDC
57
58. © IDC Visit us at IDC.com and follow us on
Twitter: @IDC
58
CxO impact âą Preventative assessment of security for the supply chain
âą Wise partnering and choosing trusted suppliers
âą Fortify vital systems that are accessible to 3rd parties
Vendor
Implications
âą SCM providers can add value by rating suppliers
âą Security advisory opportunity for supply chain risk analysis
âą IT partnerships between SCM and Security providers
#IDCFutureScape
59. GDPR drives investment
© IDC Visit us at IDC.com and follow us on
Twitter: @IDC
59
7. By 2018, 34% of security spend will be
driven by EU data protection regulation
and privacy concerns. Jurisdiction issues
among trading regions will not be
resolved, leading to a patchwork of
compliance regimes.
#IDCFutureScape
TIME (MONTHS) TO MAINSTREAM
ORGANIZATIONALIMPACT
Asingle
department
orabusiness
unit
Multiple
departments
orbusinessunitsCompanywide
0-12 12-24 24+
EU Data
Protection
Regulations
Biometric
Authenticated
Transactions
Corporate
Responsibility
Security Analytics
as a Service
Supply Chain
Risks
SaaS Security
Adoption
Self-defending
Applications
Tracers & Tethers
10
4
3
8
1
97
2
6
Cyber Insurance
Maturity
5
7
Data Breach
Impact
60. Regulation and compliance (oh no!)
© IDC Visit us at IDC.com and follow us on
Twitter: @IDC
60
âą Focus on protecting data
âą Do you know where your data is?
âą Can you assess data risk?
âą Increase in Business Risk
âą Fines up to 4% of global revenues
âą Naming & shaming
âą Extra-territoriality
âą Data of, or about, EU citizens
GDPR: General Data Protection Regualtion
GDPR
61. © IDC Visit us at IDC.com and follow us on
Twitter: @IDC
61
#IDCFutureScape
CxO impact âą GDPR and Safe Harbor are just the start
âą Assess regional data protection regulations
âą Donât ignore it â GDPR has sharp teeth!
Vendor
Implications
âą Customers need a lot of help â be there for them
âą Big opportunities for security & storage vendors
âą Big challenges for cloud- and data-orientated vendors
62. Security moves to the cloud
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Twitter: @IDC
62
9. By 2020, over half of Web security
revenue will be coming from cloud
based offerings versus traditional on-
premise gateway.
#IDCFutureScape
TIME (MONTHS) TO MAINSTREAM
ORGANIZATIONALIMPACT
Asingle
department
orabusiness
unit
Multiple
departments
orbusinessunitsCompanywide
0-12 12-24 24+
EU Data
Protection
Regulations
Biometric
Authenticated
Transactions
Corporate
Responsibility
Security Analytics
as a Service
Supply Chain
Risks
SaaS Security
Adoption
Self-defending
Applications
Tracers & Tethers
10
4
3
8
1
97
2
6
Cyber Insurance
Maturity
5
9
Data Breach
Impact
63. © IDC Visit us at IDC.com and follow us on
Twitter: @IDC
63
#IDCFutureScape
CxO impact âą Cloud security is easier to maintain and patch
âą Security processes need to be redefined
âą The business is doing it anyway, so make it secure
Vendor
Implications
âą Port you on-prem solution 100% to the cloud
âą The adoption direction is one-way only
âą Partner for native cloud skills in sales & migration
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64
65. Nobody Starts From Scratch
65
The things I must run
The rules I must abide to
The investments I made
67. Different Hybrids for Different
Environments
67
Hybrid Cloud â Separate
Environments
A) Hybrid Cloud â
Application Level
B) Hybrid Cloud â
âBurstingâ IaaS
C) Hybrid Cloud â Data
Tunnels
Application
Application
Application
Application
Application ApplicationApplication
SaaS
Application
Application
DATA
Application
DATA
68. The Hybrid Concept Requires More
Education
68
0% 10% 20% 30% 40%
Other / Don't know
A. An environment with multiple
hypervisors
B. Subscription to multiple external
cloud services
C. Management of various IT
resources with same service catalog
D. An environment where workloads
are portable/"burst"
E. Distinct cloud infra, linked for for
data portability
F. A mix of Public Cloud and
dedicated IT (virtualization and
Private Cloud)
NAWeakWeakBoldBoldBoldWeak
Rest of the
World
European
Resp.
Source: IDC CloudView Survey, December, 2014, n=933 Europe IT respondents
ï§ 53% agreed to weak(er)
definitions of hybrid cloud
ï§ 44% went for the bolder
concepts
69. Example of a Hybrid Cloud Success
69
IaaS Provider in NL
Web Servers
Virtual Machines with certified
SLA
IP OTT SSL secured
Tunnel
DB Back-
end
Clinic premises
Caching
device/box for
Connectivity
Sensitive
Patient
Data
Server Hardware
70. DevOps and PaaS Mature:
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70
8. By 2018, Over 50% of New Apps Will
Use Cloud-Enabled Continuous
Delivery and Cloud-Native Application
Architectures to Enable Faster
Innovation and Business Agility
8
72. © IDC Visit us at IDC.com and follow us on
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72
DevOps
âą âA set of
practices
transforming the way
software is developed,
released and managed.
DevOps results in a single
team* responsible for
creation and delivery of
business capabilities
through softwareâ
* inc. business,
development, testing and
operations
PaaS
âą âApplication
development and
deployment
services* consumed on
a pay-per-use basisâ
*Components include:
Database-as-a-Service, API
management, data analytics,
development tools,
containers, microservices
etc.
Agile
(Development)
âą âSoftware
development
techniques* [âŠ]
where requirements and
solutions evolve through
collaboration between self-
organizing cross-
functional teamsâ
* Include: adaptive
planning, evolutionary
development and delivery,
and a time-boxed iterative
approach
73. 73
PaaS Usage in Europe in 2015
Q. Does your organization
use Public Platform-as-a-
service (PaaS) Cloud
platforms for developing
and/or testing applications,
including mobile
applications?
16%
19%
21%
19%
12%
8%
6%
No, have NO plans
No, currently evaluating with Cloud-based development and/or testing
Yes, plan 1% to 5% of app dev/test in the Cloud in the next 12 months
Yes, plan 6-15% of our app dev/test in the Cloud in the next 12 months
Yes, plan 16-30% of our app dev/test in the Cloud in the next 12 months
Yes, plan 31-50% of our app dev/test in the Cloud in the next 12 months
Yes, plan more than 50% of our app dev/test in the Cloud in the next 12 months
~35% non
committed
~50% tactical
use
<15% strategic
use
Source: IDC CloudView
Survey, N= 933,
European respondents
only
âș More than half of the tactical users will
make strategic PaaS use by 2020
âș >$5 billion/year spent in Western
Europe on PaaS by 2020
74. © IDC Visit us at IDC.com and follow us on
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74
75. PaaS Impact on a Digital Application
POC for On Demand ATM (European Bank)
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75
Messaging
services
Smartphone
App
Cloud
Resources
IP OTT
On Premise
Core
banking
System
App Development
Platform for Web
Interface + APIs
IP OTT
Customer and
Geolocation input
= PaaS elements
CRM DataAPI
Integration
API mgmt.
services
API
Integration
API mgmt.
services
Fleet Geo-
location
data
Confirmation output
Cloud
Resources
76. Steps To Cloud Technology Adoption in
Western Europe
2009
Server
Virtualize
2010
SaaS for
Simpler
Apps
2011
Internal
Self
Service
Portals
2013
Public
IaaS
2013
SaaS
for
Complex
Apps
2015-2017
Hybrid
Scenarios
2015-2018
PaaS and
DevOps
76
77. ï§ Research and learn
ï§ Map and benchmark IaaS and
PaaS providers in various
geographies
ï§ Assess your developersâ skills
ï§ State objective first
ï§ Feel free to âleapâ to hybrid
SaaS, PaaS etc.
ï§ Set hard metrics for PaaS and
DevOps
Know your tools⊠âŠand pick them at the right time
Essential Guidance
7
78. Thank you for listening!
Giorgio Nebuloni
gnebuloni@idc.com
+49 (0) 69 90502 112
@gnebuloni