Retrospectiva Encontro de CIOs 2013 - Gartner

1. Revisão 2013
Celso Chapinotte
Diretor MG
celso.chapinotte@gartner.com
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's
prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on gartner.com. The information contained in this publication
has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or
inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to
change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such.
Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of
these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence
and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity."
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2. CIO Resolutions
Maio 2013
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's
prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on gartner.com. The information contained in this publication
has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or
inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to
change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such.
Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of
these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence
and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity."
1

3. Who were the greatest-ever IT leaders of
your company?*
*Before you, of course
MS Clipart
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2

4. Honor History
http://commo
ns.wikimedia.
org/wiki/File:
Argus_500_1
.JPG
1960s
Text editing
?
If you know your "next
really big thing," add it
here. Else, delete this
yellow square.
1980s
Price management
2000s
Social media
2010s
Your contribution
• Create a simple, high-level IT history of achievement. Include the lineage of your predecessors —
the names of the CIOs and previously titled IT leaders — against the major milestones. Make it
available in internal brochures, recruitment and training materials.
• Offer it to your communications director or PR department. Show that the company and you are
together, building on the shoulders of IT giants.
• Celebrate milestones like the 30th anniversary of IT. Find alumni of many generations, and invite
them to a social event to create a sense of history and continuing destiny.
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3

5. Are you delivering too much
perfection?
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4

6. Practice Pareto
Hmmm ... it appears that 80% of Italy's
land is owned by just 20% of the
population.
• Reset SLAs to good enough.
• Challenge false precision in budgeting processes.
• Set yourself a personal target to make 80% of your decisions in
20% of your time or less, and to devote more time to the
remaining 20% of decisions where you can create new
value.
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5

7. Redact "IT"
Information is power.
Technology is cool.
But "IT" doesn't flatter
anymore.
• In document titles, communications and documents you personally
create, systematically search and replace the term "IT" with the
words "information and technology."
• With business colleagues, resolve to use the word "digital" a lot
more often, even if its use feels uncomfortable or redundant to your
engineering instincts.
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6

8. Do your customers understand how things
fit together?
… perhaps your breadth of view can
help.
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9. Coach Customers
Improve your capability to consult and counsel senior stakeholders.
• Ask to become the executive sponsor for one or two
external nonstrategic customers, for insight into their needs.
• Make every mealtime a networking opportunity. Arrange to
have breakfast, lunch or dinner at least twice a month
with one or more senior customers or partners of your
enterprise.
• Create a personal action plan to establish yourself as an
externally recognized guru on how technology will affect
and develop your industry.
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8

10. Are you always trapped in meetings or
doing administrative work?
… you need to get out
more.
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11. Visualize Vigorously & Data Analytics
• Set up an internal competition to
create glorious visualizations of
the data within your systems.
http://commons.wikimedia.or
g/wiki/File:SolidSX.jpg
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12. #GartnerSYM
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13. NEXUS das Forças
Junho 2013
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's
prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on gartner.com. The information contained in this publication
has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or
inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to
change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such.
Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of
these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence
and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity."
12

14. The New Nexus That Will Drive the Business
in the Coming Years
Social tools and computing
create extended dynamic
networks
Cloud service delivery
transforms how enterprises buy
technology
Mobility demands radical
redesign of business processes
New technologies drive
totally new approaches
to information
management
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13

15. More About Social, Less About Media
Where
attention
goes
Strategic goals
Project objectives
Training
Guidelines
What is really
important
Measurement
Policy
Content
Process integration
Interaction analysis
If you get hung up
on the "media" part
of social media,
you will miss the
megachange of
social business.
Participant need
Value
ROI
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16. The Nexus of Disruptive Forces
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Colaboração: Ademir Piccoli – TJ-RS
15

17. Business Perspective: The Race For Mobility is On
Communications & Media
Wholesale Trade
Transportation
Retail
Current see themselves
as a mobility market
leader in 2011
Utilities
Education
Healthcare Providers
Planning to be a mobility
market leader by 2015
Banking & Securities
Government
Manufacturing & Resources
Healthcare Insurance & Payers
Property & Casualty Insurance
N = 1,339
0%
10%
20%
30%
40%
50%
60%
70%
Percent of respondents who identify as a market leader.
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18. #GartnerSYM
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19. KEEP
CALM AND
TRUST
#GartnerSYM
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18

20. IT Budgeting
Agosto 2013
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's
prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on gartner.com. The information contained in this publication
has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or
inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to
change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such.
Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of
these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence
and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity."
19

21. Key Issues
1. Align IT Investment Levels With Strategy Using Run, Grow,
Transform and Beyond
2. Low-Cost IT:
How Industrialization Is Resetting IT Price for Performance
3. IT Budgeting Tools
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22. O Valor da TIC para os Negócios…
Valor
Transform the
Transform the
business
business
Grow the
business
Run the
business
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como deveria ser
Expectativas e Foco
Transformação
Mudanças fundamentais nos negócios ou introdução de um novo modelo de
negócios, criando NOVAS RECEITAS
Melhorias
Melhoria nas operações dos Negócios (não em TI) ampliando ou adicionado
novos recursos
(agilidade, flexibilidade, velocidade, etc.)
Eficiencia
Redução de Custos. Serviços entregues devem atingir os níveis esperados de
eficiencia e qualidade ou superá-los, mas sempre com menores Custos.

23. O Valor da TIC para os Negócios…
Valor
Transform the business
Transform the
Grow the business
business
como revelam as Pesquisas
Expectativas e Foco
Transformação
Melhorias
Melhoria nas operações dos Negócios (não em TI)
Eficiencia
Run the
business
#GartnerSYM
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Hoje 70 a 80 % do tempo &
orçamento de TIC são consumidos
aqui

24. RUN
GROW
TRANSFORM
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23

25. We Must Achieve IT as Soon as Possible — Cut the
Cost… To … Increase the Value
Change (Business Transformation/Deliver Value)
• New Business Models
• New Products/Services
• New Business Processes
30%
Increase the
Value
Fund More
Transformation
70%
50%
Reduce the Cost
• Cost reduction level
not achievable
with traditional
methods
• Leading to a mix of
industrialized and
traditional services
Fix Cost (Run the Business)
• Infrastructure
• Application Management
2012
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2015+
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26. Strategic Planning Assumption
By 2015, 40% of the most successful CIOs will use
cloud sourcing to cut costs and generate new revenue
in order to outperform competitors.
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© 2013 Gartner, Inc. and/or its affiliates. All"Predicts 2012:
rights reserved.
IT Services Sourcing Strategies and Execution Demand Proactive Diligence" (G00227087)
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27. IT Organizations Struggle to Simultaneously Cut and
Transform
Reduce Run by
5% to 10% per Year
3-Year
IT Plan
Maintain Flat
IT Spend %
Operating/
Revenue Budget
Gartner
#GartnerSYM
Achieve ~50%
Run % IT Spend
Research: IT Metrics: Align IT Investment Levels With Strategy Using Run, Grow, Transform and Beyond
http://www.gartner.com/resId=1961518
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
26

28. Future of IT
Outubro 2013
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's
prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on gartner.com. The information contained in this publication
has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or
inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to
change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such.
Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of
these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence
and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity."
27

29. The Changing Focus of IT Drives Four Dominant
Futures
Externally
Focused
IT as global service
provider
IT "is"
the business
Internally
Focused
IT as engine room
Everyone's IT
Focus
Not mutually exclusive
May exist in
combination
Operational
Transformational
Orientation
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30. Key Issues
1. What are the four futures for IT?
2. How should CIOs prepare the skills and structures in the IT
organization and the enterprise?
3. How should CIOs prepare their personal capabilities and roles?
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31. Toward the Next Generation — The Four Futures of
Your CIO Role
PAST
Externally
Focused
Integrator & Optimizer
IT as global service provider
Explorer & Pioneer
IT "is"
the business
Focus
Internally
Focused
"The CIO runs the
IT organization"
FUTURE
Broker & Engineer
Enabler & Conductor
IT as engine room
Everyone's IT
Operational
Transformational
Orientation
"The CIO ensures
that the enterprise
achieves strategic
value from the
use of technology"
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30

32. Identify Which Futures Your Enterprise Needs
•
•
Involve the senior stakeholders for IT (i.e., enterprise executive team)
Use a face-to-face meeting (e.g., an
extended IT steering group; consider
external facilitation
 Step 1: Explain the four futures model
 Step 2: Give everyone nine votes each for today's situation and another nine votes
for the situation in three years' time
 Step 3: Participants give votes to the four futures for now and for the future time
 Step 4: Use the results to target your transition
 Hint 1: It's important for stakeholders to see each other's votes
 Hint 2: Avoid "group think" — write down votes before sharing
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33. IT Disruptions for the next Years
Nvembro 2013
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's
prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on gartner.com. The information contained in this publication
has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or
inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to
change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such.
Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of
these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence
and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity."
32

34. IT Disruptions Now Go Extensively
Beyond the IT Function
IT
We are all being "splashed" by IT
33

35. … And the Disruptions Just Keep Coming!
The Digital Industrial Revolution
Smart Machines
Digital Business
Internet of Things
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36. F
f
#GartnerSYM
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35

37. Counterfeit Goods Are Inevitable
By 2018, 3D printing will result in the loss of at least $100 billion
per year in intellectual property globally
Why?
Flags
• The U.S. alone has
more than $300 billion
in IP stolen annually
• Wide range of
copies possible
• Low cost — easy access
• By 2015, Asian use
of copyrighted Western
goods escalates
• Global automotive
aftermarket report $15 billion
of 3D theft in 2016
What to do?
CEOs and CIOs at manufacturers and retailers must team up
to identify more effective means for consumers to validate that
products are genuine.
#GartnerSYM
Authors: Marc Halpern, Pete Basiliere
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
36

38. Digital Use of "Crowds”
2017, over half of consumer goods manufacturers will achieve
75% of their consumer innovation and R&D capabilities
from crowdsourced solutions
Why?
Flags
• Consumer goods companies
in touch with customers
• Better crowdsourcing technology
• Affinity for culture and style
of the consumer
• Increase in crowdsourcing
applications in online
consumer goods
platforms in 2014
• Crowdsourced
revenue boost
What to do?
CIOs must focus on building the right culture to support bottomup contribution. Without it — and without employees who care —
these initiatives are likely to fail.
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© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
Authors: Don Scheibenreif and Michael Shanler
37

39. Machines Already Decide Our Safety …
By 2024, at least 10% of activities potentially injurious to human life will
require mandatory use of a non-override "smart system"
Why?
Flags
• Popular acceptance?
• Mandated deployment?
• Legal and punitive
ramifications
• Automated assist as standard
equipment increases
• Insurance premiums decrease
through 2015
• Legislative discussions
What to do?
CIOs and IT leaders should help identify where and how the
deployment of automated systems might improve product
safety and/or enhance competitive attractiveness
#GartnerSYM
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
Authors: Ken McGee, Steve Prentice
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40. The Internet of Things
Becomes the Internet of Everything
Social network
Location
Calendar/Journal
Credit history
Places
# of people here
# people visited
Wait time
Reservation service
Time to green
# of cars: no stop
# of cars: stopped
Location
Diagnostics
Movies watched
Information
Schedule
Expected disruptions
People
Things
#GartnerSYM
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41. #GartnerSYM
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42. #GartnerSYM
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43. #GartnerSYM
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44. #GartnerSYM
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45. #GartnerSYM
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46. #GartnerSYM
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47. #GartnerSYM
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48. #GartnerSYM
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For more information, stop by Experience Gartner Research Zone.
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49. Recommended Gartner Research
 Gartner's Top Predictions for IT Organizations and Users, 2013 and Beyond: Balancing
Economics, Risk, Opportunity and Innovation Daryl C. Plummer and others (G00238808)
 Digitalizing the Business
Mark P. McDonald and Andy Rowsell-Jones (G00233511)
 Maverick* Research: Judgment Day, or Why We Should Let Machines Automate Decision
Making Nigel Rayner (G00219673)
 Hype Cycle for Human-Computer Interaction, 2013
 Technology Overview: Quantified Self
Adib Carl Ghubril and Steve Prentice (G00252515)
Mike Gotta (G00254148)
 The Disruptive Era of Smart Machines Is Upon Us (G00257743)
 Hype Cycle for Data and Collaboration Security, 2013
 Hype Cycle for the Internet of Things, 2013
Jay Heiser (G00239713)
Hung Lehong (G00252763)
 Overcome the Four Inhibitors of Data-Driven Marketing
 Cool Vendors in 3D Printing, 2013
Andrew Frank (G00239753 )
Pete Basiliere, et al (G00250450)
 Emerging Technology Analysis: 3D Printing Pete Basiliere (G00237313)
#GartnerSYM
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
For more information, stop by Experience Gartner Research Zone.
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50. Global Energy Solutions
• Plataforma TIBCO IntelliEDGE
para Energia Elétrica
O que nos resta fazer?
#GartnerSYM
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51. ESTUDAR e Trabalhar
ESTUDAR e Trabalhar
• Plataforma TIBCO IntelliEDGE
ESTUDARComopara Energia Elétrica
e Trabalhar me diferenciar?
posso
Global Energy Solutions
Celso Chapinotte
#GartnerSYM
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
Diretor Gartner - MG
50

52. ESTUDAR e Trabalhar
ESTUDAR e Trabalhar
ESTUDAR e Trabalhar TIBCO IntelliEDGE
• Plataforma
para Energia Elétrica
Como posso
ESTUDAR e Trabalharme diferenciar?
ESTUDAR e Trabalhar
Global Energy Solutions
Celso Chapinotte
#GartnerSYM
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
Diretor Gartner - MG
51

53. Acesse www.gartner.com/events
KEEP
CALM AND
TRUST
#GartnerSYM
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54. Acesse www.gartner.com/events
KEEP
CALM AND
TRUST
#GartnerSYM
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53

55. Acesse www.gartner.com/webinars
KEEP
CALM AND
TRUST
#GartnerSYM
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54

56. Final Thought
“Criar e comunicar o VALOR da Informação e Tecnologia para os
negócios é uma Jornada, e tem que ser realizada. A responsabilidade
é do Profissional de Informação e Tecnologia”.
“Informação & Tecnologia, atualmente, é o maior alavancador de
produtividade empresarial e pessoal e não há melhor momento para
ser um Profissional de Informação e Tecnologia”
#GartnerSYM
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55

57. KEEP CALM
Obrigado
e
FELIZ 2014!
AND
TRUST
YOU
AND
#GartnerSYM
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