Firms that wish to position themselves for success in 2012 and the next decade will need to build a business model that is “change-capable.”

1. 50 Years of Growth, Innovation and Leadership
Building the Change-capable Organization to Meet
the Top Technology Trends of 2012 and Beyond
A Frost & Sullivan
Executive Brief
www.frost.com

3. Frost & Sullivan
CONTENTS
Abstract...................................................................................................................................4
The Case for the Change-capable Organization.................................................................5
Top SixTechnologyTrends for 2012 and 2013......................................................................5
The Drivers of Change and Opportunity............................................................................5
Competencies for the Change-capable Organization.........................................................9
Change Management...........................................................................................................9
Process Optimization............................................................................................................10
Information Governance......................................................................................................12
Information Insight...............................................................................................................13
Conclusion...............................................................................................................................14
Resources.................................................................................................................................15

4. Frost & Sullivan
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ABSTRACT
Firms that wish to position themselves for success in 2012 and the next decade will need to
build a business model that is “change-capable.” A change-capable organization can respond
nimbly to myriad market, technology, and competitive changes without redesigning its
supporting operation and infrastructure from scratch.
A number of technology trends and changes are both driving and enabling the change-capable
organization in the coming 18 to 24 months. These technologies—cloud computing, social
media, mobility, data growth, business intelligence, and compliance—will underscore the
competitive advantages of innovation, speed-to-market, and “designed for change” for firms
that seek a competitive advantage.
This paper, a collaborative effort between Frost & Sullivan, a research and advisory
organization, and Paragon Solutions, an advisory consulting and systems integration company,
first examines the trends of these significant technology drivers and enablers. This first
segment takes a snapshot of the statistics for these technology trends, and identifies the
areas of growth and adoption. Armed with market trend numbers, this paper provides a
framework of specific competency areas for change-enabling the organization, so it can be
change ready for long-term sustainability.
A change-capable
organization can
respond nimbly
to myriad market,
technology, and
competitive changes
without redesigning its
supporting operation
and infrastructure
from scratch.

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THE CASE FORTHE CHANGE-CAPABLE ORGANIZATION
Traditional,monolithic business models of past decades had more insular and fixed components,
making change a cumbersome and expensive proposition. While these models strove for
operational excellence and economies of scale, they were vulnerable to unforeseen changes:
disruptive technologies, upstart competitors, and faltering economic markets, to name a
few. Most businesses have started evolving to a change model out of necessity, driven by
the pressures of competition and squeezing out costly operational overhead. However, as
the top technology drivers and trends (cloud computing, social business, mobility, data
growth, compliance and analytics) become competitive mandates, the need to adapt and
embrace these changes will accelerate. Firms will need to develop a deliberate plan to enable
adaptation within their organization. A number of key competencies will ensure certain firms
are more successful than others: change management, process optimization, information
governance (IG), and information insight.
New Competitors
The Change-
capable
Organization
Tools/Technology
Trends
Cloud Computing
Social Business
Compliance
Data Growth
Analytics
Mobility
Change
Competencies
Change Management
Process Optimization
Governance
Information Insight
Economic
Changes
Regulatory
Mandates
Source: Frost & Sullivan and Paragon Solutions
TOP SIXTECHNOLOGYTRENDS FOR 2012 AND 2013
The Drivers of Change and Opportunity
Six key technology trends and changes have moved to the hot priority list for the next 12
to 24 months. These priorities—cloud computing, social business, mobility, managing data
growth, analytics and compliance—have the ability to either create obstacles for existing
organizations,or can provide unique enabling opportunities for the change-capable organization.
Organizations seeking to maintain competitive ground should monitor and assess the potential
disruption, both positive and negative, these trends can mean for their business.
A number of key
competencies will
ensure certain firms
are more successful
than others: change
management, process
optimization,
information
governance (IG), and
information insight.

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A recent survey
showed that 26
percent of B2B
marketing budgets
are allocated to
content marketing, of
which social media
is one of the most
popular tactics.
Cloud Computing
Cloud computing provides an opportunity to increase capacity and add capabilities without
investing in new infrastructure or licensing new software. It can encompass any service that
extends information technology’s (IT) capabilities in real time. Frost & Sullivan estimates the
cloud computing market (infrastructure as a service, or IaaS) in the United States at $1.75
billion, with a five-year compound annual growth rate (CAGR) of 50 percent through 2015.
Providers such as AT&T are allocating upward of $1 billion of their capital budgets to focus
on cloud services. Content depots—organizations that collect, store, protect, and deliver
large quantities of digital content—are the fastest-growing consumers of storage. Continued
growth is predicted despite specific organizational issues, such as appropriate application of
cloud services to the enterprise computing environment, management of cloud resources, and
security of the cloud.
Frost & Sullivan has identified four industries leading the adoption of the cloud in 2012:
financial services and insurance, healthcare, high-tech, and professional services. Cloud
computing takes up about 26 percent, on average, of a company’s IT budget. Companies are
using the cloud for business agility as they need faster time to market. As firms are looking to
maximize their investment in existing IT infrastructure and storage, this technology appeals
across numerous sectors.
Social Business
Social networking—including sites such as LinkedIn, Facebook,Twitter,YouTube—accounts for
nearly one in five minutes of online activity today. Social networks and blogs reach almost
80 percent of active Internet users in the United States. With 800 million active Facebook
users and upward of 155 million tweets sent per day, social networking has become
entrenched in behavior. Retailers looking to enhance their brand positioning have adopted
the use of social media for promotions and advertising;and the B2B market is quickly following
suit. A recent survey showed that 26 percent of B2B marketing budgets are allocated to
content marketing,of which social media is one of the most popular tactics.It is currently used
by 74 percent of B2B marketers.Each social media channel is seeing increased adoption by this
group, by between 15 percent and 20 percent.
More than half (56 percent) of corporate users predict the value of social media will increase
for their companies during the next 12 months.The main reason is the increasing reach and
power of social media, although low cost and speed are also important.
In a recent study conducted by Frost & Sullivan,75 percent of healthcare professionals reported
using social media within their institutions. More than half (53 percent) of institutions use
either dedicated staff or external parties for social media efforts (38 percent and 19 percent,
respectively).Only 15 percent of institutions have a dedicated budget for social media,although
of this group 57 percent have increased their budget allocation in 2012. Among those that
do not have a dedicated budget, 13 percent report plans to budget funds within the next year.

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Mobile devices will
displace PCs for many
business functions.
Within the pharmaceutical industry, while mobile marketing’s share of the marketing mix
increased 288 percent during a two-year period (2009 to 2011),social media doubled its share
of the marketing mix in the same time period, increasing by 99 percent. Many pharmaceutical
companies are using social media specifically to monitor feedback from multiple channels,
including public sentiment on drugs and therapeutic areas.
As for insurance, about 25 percent of companies use social media for marketing, with
significant activity planned in 2012. Furthermore, a study of financial services firms found
that 40 percent expect to invest up to 10 percent of their overall marketing budget on social
media in the coming 12 months.
Mobility
Mobile devices have changed the way information is consumed. The global smartphone
market has grown swiftly. In 2012,more smartphones and tablets will be shipped than PCs and
laptops. Smartphone shipments are expected to reach 500 million in 2015. Mobile devices
will continue to offer much richer functionality to the extent they will displace PCs for many
business functions.
Mobile banking users in the United States, for example, will increase by two-thirds during the
next two years; from 28.7 million users in 2011 to 52.5 million in 2013. Companies must have
the ability to market through a variety of channels, to integrate information technology across
them, to develop mobile applications, and to drive digital commerce.
Mobile payments are also gaining ground. Frost & Sullivan expects significant action in the
contactless payments space during the next two years in the United States, with several
commercial deployments and rollouts enabling consumers to use their mobile phones for local
purchases at the point of sale. The entry of top mobile operators and leading smartphone
value chain participants,as well as new devices such as tablets,are expected to drive the mobile
payments industry forward.
Data Growth
In most U.S. economic sectors, companies with 1,000 employees or more store, on average,
more than 235 terabytes of data. Globally, 15 petabytes of new information are created daily.
Mountains of data are created from financial transactions and customer interactions, but this
has been eclipsed by the unstructured information created and flowing from new devices
and multiple points along the business value chain. Knowledge workers are constantly adding
data from multiple sources in many forms: graphics, video, and other multimedia applications;
business continuity needs for disaster recovery; compliance records retention; and medical
industry standards.This is growing at a CAGR of 80 percent.With the proliferation of mobile
devices and communication outlets, the growth rate is not expected to slow down. Keeping
that information—storing, managing, accessing, and protecting it—is now a rapidly growing
cost.We see the impact of spiraling data growth in the growth rate of the storage market (18
percent year-over-year growth of a $31 billion market),which has historically been the first line
of defense for IT managers buckling under the burden of increasing information files.

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In banking, healthcare
and pharmaceuticals,
Big Data will be the
main component in
targeted marketing
and personalized
medicine.
This data growth increases the need for analytics, the data that can be mined to provide a
holistic view of a customer and a business. The volume and complexity of data necessitates
the use of more sophisticated analysis techniques and technology to yield the value of the
data. Banking and insurance have taken a lead in using the massive amounts of data compiled.
Within the healthcare industry, large hospital chains, national insurers, and drug manufacturers
are in a position to grow through the sharing and analysis of their deep data reserves.
Analytics and Business Intelligence (BI)
Analytics has evolved beyond marketing and customer care and is being used by operational
teams across an enterprise. “Big Data”—the analysis of large data sets—will provide firms
the ability to incorporate unstructured content and analyze behavior and preferences across
multiple business units. Previously, this effort would have been too costly and complex.The
use cases for Big Data are proven in areas such as communications and retail, where large
volumes of variable data can provide a 360-degree view of customers and their interactions
with the company.
In other industries, such as banking, healthcare, and pharmaceutical, Big Data is just gaining
ground as a cost-effective way to do detailed analysis with information that is growing at a
rapid rate. For these industries,Big Data will be the main component in targeted marketing and
personalized medicine. Some recent estimates of the overall BI and analytics market size it at
$10.5 billion in 2011, representing a 13.4 percent growth rate from the previous year.
The demand for BI and analytics will continue as Big Data gets“bigger.” It is a priority for CIOs
in the coming year as they recognize that 1.8 zettabytes of information were created and
replicated last year, and almost 90 percent of that was unstructured.
Compliance
Across all industries, some consistent compliance trends have emerged:
• Demand for stronger data protection
This concerns customer-specific information including financial and personal information.
Recent high-profile data breaches drive home the need to secure customer and other
proprietary data. Approximately 558 incidents in the United States cost businesses $6.5
billion in 2011. The average cost per company was $7.2 million.
• Security for new IT models such as cloud
“Security concerns” was ranked as the top response to a Frost & Sullivan survey about
the shortfalls of cloud computing (55.3 percent). The financial services and insurance
industries lead the demand for security from the cloud, driven to ensure business
continuity, prevent loss of intellectual property, and enhance employee productivity. These
companies have also been adopters of add-on modules such as encryption to adhere to
regulatory compliance.

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Consistently,
executives have
ranked a number
of reasons for the
failure of change:
organizational
unpreparedness,
lack of sponsorship
and commitment at
multiple levels, and
poor management
of the program.
• The continued trend in e-discovery to manage growing litigation costs
Some estimates calculate the cost of discovery involving electronically stored information
(ESI) as half or more of the litigation budget. To manage that cost, firms are continuing to
evaluate and invest in e-discovery technologies and solutions.
Both within the United States and globally, strict compliance standards have recently been
rolled out in the financial services sector, with the goal of avoiding another economic crisis
similar to what happened after 2009. The Dodd-Frank Wall-Street Reform and Consumer
Protection Act, Basel III and Solvency II have specific liquidity and capital requirements for
financial services institutions. The implementation required for the new rules could cost some
of the larger U.S. banks up to $100 million, depending on the approach taken.
COMPETENCIES FORTHE CHANGE-CAPABLE ORGANIZATION
Change Management
For significant, enterprise-scale initiatives, managing change is a critical success factor.
According to the Wharton School of the University of Pennsylvania Executive Education
Program on Leading Organizational Change,“Researchers estimate that only about 20 to 50
percent of major corporate reengineering projects at Fortune 1000 companies have been
successful.Mergers and acquisitions fail between 40 to 80 percent of the time.” Recent surveys
show that large-scale technology deployments are, on average, two times over budget. But
even at the smaller scale, holistic organizational readiness is an important component for
success. Unfortunately, this competency is often overlooked until the project is declared a
failure for not having met management expectations.
Consistently, executives have ranked a number of reasons for the failure of change:
organizational unpreparedness, lack of sponsorship and commitment at multiple levels, and
poor management of the program. Addressing these and other factors at the outset by scoring
the readiness and prioritization of particular initiatives across areas such as technology,
training, communication and more, firms can develop a heat map of initiatives on which they
are most prepared to embark.Those that score highest have both the greatest likelihood of
success and impact to the organization.From there,the change management plan is developed,
with stakeholders engaged and prepared to manage the scale, duration, and importance
of the program.
Change Management in Action
The fastest-growing technology initiatives,such as cloud computing and mobility—while initially
driven at the CIO level—are making strides outside the IT department with value to the line
of business that translate into faster time to market. For adoption of these technologies to
successfully take hold, a number of key factors need to be evaluated and planned for: changes
to the business process, responsiveness and acceptance by internal and external stakeholders,
and impact to corporate or regulatory compliance. Ignoring these could spell disaster and
undermine customer and investor trust.

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The changes
caused by
technology drivers
are jump-starting
operational process
optimization
initiatives.
One more consideration exists: to execute the change management program well, it needs to
be integrated tightly with the specific initiative. If it is a stand-alone program managed from
the outside, buy-in will be low. For example, firms in the pharmaceutical industry looking
for ways to improve their contract sales effectiveness through a revenue management cloud
solution are finding poor system adoption without a strong change management program in
place. This is not surprising, given that software implementation impacts multiple segments of
the business, touching numerous stakeholders, such as distributors, administrators, providers,
and ultimately patients.
In other industries such as financial services, insurance and healthcare, change management is
being integrated into two main categories: revenue-producing process optimization programs
and compliance-mandated information governance initiatives. In both cases, management
priorities are moving beyond the cost-cutting value proposition of the past decade to
competitive differentiation with improved and better managed customer, member, and patient
interactions.
More integrated change management initiatives are anticipated to be launched as firms attempt
to embrace the top six technology drivers.
Process Optimization
Process optimization is a hybrid competency born of the 1990s corporate reengineering
wave and business process management technologies of the past decade. As a result, today’s
process optimization initiatives have both operational and technology implications. In some
cases, the changes caused by technology drivers are jump-starting operational process
optimization initiatives.
Data Growth and Compliance Drive Pharmaceutical Process Changes
The pharmaceutical industry has seen an increased focus on optimizing the R&D process,
specifically in clinical operations where data growth and regulatory compliance have exacerbated
process latencies. With all other segments of the pharmaceutical value chain having been
examined for efficiency during past decades, clinical operations has two key candidates for
optimization in the coming year:electronicTrial Master File (eTMF) and risk-based monitoring.
An eTMF is a library of documents—literally thousands of pages—required by health
authorities to verify proper conduct and oversight of each clinical trial. As a result of the
manual nature of the process that includes trial sponsors and research organizations,the effort
is burdensome and fraught with inconsistencies and potential regulatory risk. On its own,
converting paper documents to electronic does not create the efficiencies required to make
eTMF beneficial. Coupled with organizational workflow improvements, however, eTMF can
deliver the maximum benefits required for a growing clinical study portfolio.
In another area of clinical operations, the move to risk-based monitoring is being driven from
the need for pharmaceutical firms to better manage the increasing number and complexity of
clinical trials. With more than 30 percent to 40 percent of a company’s clinical study budget

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The value proposition
for cloud will move
from cost savings
and predictability
to innovation
and competitive
advantage.
going to on-site monitoring, firms are looking to supplant this brute-force approach, which
is growth-constrained, with the use of a more centralized, technology-enabled monitoring
process model. Supported by the U.S. Food and Drug Administration’s recent guidelines, this
outcome-based model will enable firms to improve their clinical trial efficiency,enhance subject
protection and improve the quality of clinical trial data.
For Financial and Insurance Firms, It is All About the Customer
Process optimization in financial services and insurance firms is being targeted at customer-
facing business interactions such as client on-boarding, account opening, and the transferring
of accounts and claims. As these firms are looking to generate additional revenue and directly
improve the quality of service with their clients, these externally facing initiatives have gained
ground over pure-cost efficiency plays.
In financial services, whether initiating a new client or adding new services for an existing
client, the account opening process typically takes weeks. Front-line advisors review client
applications and supporting documents to establish client identity, prepare pricing and billing,
develop risk profiles,issue user credentials,and more. Banks looking to differentiate themselves
are seeking to streamline the administrative component of on-boarding and emphasize the
advisory component—where clients perceive the most value. The case for optimization is
compelling on two fronts: cost savings and revenue growth. Firms are interested in stemming
the customer attrition rate of nearly 30 percent of new customers, as well as looking to
cross-sell new clients within the first 90 days of signing on.
In banking and insurance,improving overall transactional self-service is accelerating the growth
of mobility and flipping business models from branch office/agent-driven to on-line/personal-
device driven. Research shows customers are more frequently interacting with their financial
institutions without agent interaction.With ease of use and increased satisfaction being the
attraction for customers, firms are redesigning processes to enable tools that add immediate
value and create more opportunities for upselling.
For insurance firms, filing a claim is known as the “moment of truth.” Both healthcare and
property and casualty claims processes require various types of information, often from a
variety of sources, that must be collected, reviewed, and managed. Some 25 percent of claims
are initiated with paper, slowing down the process to enable capturing of the information,
entering data into an online system, validating information, and then onto the adjudication of
the claim. The process can take 30 days without having to deal with exceptions. Implementing
technology to address this business challenge (both “on premise” and cloud) requires a review
and redesign of existing business processes.
Cloud and Social Networks Are Driving Optimization
For all industries, cloud computing represents an opportunity to redesign existing value chains
and workflows. As the cloud market moves from infrastructure-as-a-service and software-as-a-
service to applications-as-a-service,the value proposition for cloud will move from cost savings
and predictability (chief IT concerns) to innovation and competitive advantage (key business

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The information glut
has made governance
a top priority in the
coming year for firms
looking to navigate
changes brought by
compliance mandates,
data growth, and
emerging technologies.
line concerns). Cost-burdened, nonregulated businesses have been the first to migrate to
cloud technology. As security and data protection issues are handled confidently, banks and
pharmaceutical firms will adopt forms of cloud technology for their IT and business models.
The rapid adoption of social media within the past year is also having an impact on how firms
are looking at their business processes. Organizations are looking to replicate the collaborative
and conversational process model that is inherent in social networks such as Facebook and
Twitter. For most businesses, this process is being targeted directly at customers through
promotions or customer service channels to monitor immediate feedback and preferences.
Some industries, especially those that require innovation from global teams such as the
pharmaceutical industry, find social platforms can also accelerate creative collaboration. So,
increasingly social networks are redesigning how customers and employees are interacting.
The focus on process optimization will be tightly aligned with the most successful technology
initiatives to enable both operational cost savings and faster time to value.
Information Governance
The information glut has made governance a top priority in the coming year for firms looking
to navigate changes brought by compliance mandates, data growth, and emerging technologies.
Historically, data growth has been an IT concern that was addressed with increased storage.
That approach has created costly overhead and exposure to compliance risk.
Governance addresses an organization’s need to proactively manage information from creation
to archival and disposition. Regulated industries with paper documents have been engaged in
governance practices for decades. In fact, most firms have some type of governance practices
and policies already baked into their paper-based processes.However,governance as a strategic
corporate capability is an emerging discipline that is encompassing a cross-section of functional
areas: IT, compliance, legal, and operations.
The perfect storm created by exponential unstructured data growth and the changes in the
mid-2000s of the Federal Rules of Civil Procedure exposed the costs and risks of unmanaged
electronic information stores and elevated IG from an IT and back-office problem to a chief
executive officer problem.
Looking for the Needle in the Haystack
Traditional information management approaches were not discriminating. The “back-up
everything” approach seemed inexpensive and manageable. Organizations stored volumes of
data on backup magnetic tapes that would typically be sent off-site for storage. Litigation and
increased regulation changed that. Teams of legal reviewers would have to sift through volumes
of “discoverable” stored information, which incidentally had a limited shelf life.The legal costs
to these firms were staggering and generally exposed the firms to unnecessary risks. For many
firms,a tiered approach and schedule to storing and disposing of information was the first step
in building a more manageable and defensible strategy.

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Organizations will
increasingly be
required to show
regulators in the
coming 24 months
that stringent data
privacy policies exist,
and are taught and
enforced.
A More Proactive Model
A number of challenges are going to make a proactive IG strategy a front-and-center initiative
for firms looking to better balance costs and compliance.
• Uncontrolled, unknown content
Growing file shares, and collaboration and knowledge sharing sites, have created
environments where compliance and records managers cannot easily apply IG policies.
Often called“information in the wild” for obvious reasons,this information is often created
and stored outside the scope of corporate retention policies. In many cases, regulatory
or corporate policy adherence would fall on the shoulders of the creator or user of the
information. For many organizations, the first step is in performing information analytics
to assess the content, its classification, and whether it should be properly archived or
disposed of after a stipulated time. This assessment provides the initial diagnostic that
helps to determine a go-forward strategy and eliminates the “blind spot” that this type of
content creates for organizations.
• Privacy regulations
Driven by consumer pressure as a result of growing cybercrime, and phishing (the
unauthorized acquisition of customer data), organizations will increasingly be required
to show regulators in the coming 24 months that stringent data privacy policies exist,
and are taught and enforced. Going beyond infrastructure security and disaster recovery
procedures, privacy officers will need to certify all data elements are protected with a
documented program that educates employees on the proper handling of potentially
sensitive information. With most privacy breaches resulting from people mismanaging
information, this element of an IG program will be increasingly important.
• Automated records retention
Even as organizations will expend effort to make employees more aware of better
information handling policies, they will be deploying solutions that will intelligently record
data without the user having to knowingly store that data. In other words, technologies
will be able to recognize, categorize, and store information based on predefined business
rules to better protect organizations from noncompliance.
For the next 18 months,the twin concerns of cost management and compliance will make IG a
top priority for multiple industries:pharmaceutical,insurance,financial services,and healthcare.
Information Insight
Organizations are looking to better sift through the growing data stores of customer
interactions and provide management with real-time decision support. As BI technologies
create new opportunities to collect and synthesize information, industries with volumes of
customer data can now gain targeted insights for competitive advantage on two key fronts.

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“Consumerization” of Intelligence for Real-time Insight
Traditional intelligence solutions required the involvement of IT and created a lag time in
the analysis provided. The net result was firms could not adequately get out in front of BI
for real market innovation.With new user-friendly interface tools, business managers, or the
consumers of the data, are able to intuitively filter sophisticated analysis that is tailored to
their needs.These tools leverage current technology capabilities such as integrated search and
mobility, which both increase the ease and adoption of this technology. For communications,
pharmaceutical, healthcare, and financial services firms, access to relevant customer data
through this type of business analytics will be a welcome addition to the BI portfolio in the
coming year.
Crunching the “Big Data”
For industries such as telecommunications, healthcare, and banking, market competition has
leveled the playing field so the edge goes to the firm with actionable information.This type
of personalized marketing is challenging at best when silos of supersized relational databases
house statistics with various customer data. In the pharmaceutical industry, for example,
volumes of statistics and data on every drug are captured on multiple fronts. Clinical studies,
adverse events, social networks, e-mail, texts, and much more create the kind of analysis
challenge that historically was enabled only in a supercomputing environment. The ability to do
massive amounts of parallel processing using new technology capabilities means organizations
can unlock the information that was hidden in these silos.This type of mass analytics, while
more accessible to firms, requires a rigorous strategic approach to be successful. Processes
such as the identification of the sources, classification of the information, and mining of the
information will be required as big data initiatives become mainstream.
For the next 12 to 18 months, the two ends of the BI spectrum will gain attention as firms
strive to gain customer insight for competitive advantage.
CONCLUSION
Building the “change-capable” organization requires a number of core competencies that
can meet specific industry challenges while embracing emerging technologies. Clearly, the
interweaving of change-enabling competencies (change management, process optimization,
information governance, and information insight) makes for a stronger, more agile organization
that will be able to respond to predicted and unforeseen changes. Where firms have made
these competencies standard business practice, they increase the likelihood of their success
in adopting the technology opportunities that can redefine processes, delivery models, market
interactions, and brand perception.
With new user-
friendly interface
tools, business
managers, or the
consumers of the
data, are able to
intuitively filter
sophisticated analysis
that is tailored to
their needs.

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Authors: Clare Walker, Senior Consultant, Frost & Sullivan; Martha Coacher,Vice President
of Marketing and Alliances, Paragon Solutions
Paragon Solutions’ Contributors:
• Change Management: Geoffrey Lewis, Director Advisory Services, Life Sciences
• Process Optimization: Jamie O’Keefe, Director Clinical Optimization Practice;
BerthaYuen, Director Advisory Services, Financial Services
• Information Governance: Scott McVeigh,Associate Director, Information Governance
and Compliance
• Information Insight: Jim Sheppard, Director Business Analytics and Data Management;
Rick Ruiz, Director Information Integration
RESOURCES
Frost & Sullivan
• Profiles of Major Companies in Cloud Computing, 2011
• 2011 Cloud User Survey:The Who,What, and Why of Infrastructure as a Service Usage
• 2011 Cloud Infrastructure as a Service Market: On the Road Toward Commodity Status
• 2011 United States Corporate Use Of Social Media
• Social Media Use Among the U.S. Healthcare Provider Institutions, 2011
• Generic Pharmaceuticals Market—A Global Analysis, 2011
• North American Hosted Enterprise E-mail Services Market, 2011
Other Sources:
Accenture
The Conference Board
Content Marketing Institute
Computerworld
comScore, Inc.
Cutting Edge Information
EMC2
Forrester Research, Inc.
Gartner, Inc.
IBM
IDC
Insurance Networking News
McKinsey & Co.
Nielsen
Online Trust Alliance

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ABOUT PARAGON SOLUTIONS
Paragon is an advisory consulting and systems integration firm that specializes in enterprise information management
to help clients achieve better business results. The company does this through its industry practices, solution
accelerators and specialized technology competencies that help clients achieve operational efficiency, business
capability and regulatory compliance. Paragon focuses its work on a few key industries—communications, financial
services, healthcare, insurance, and life sciences. The industry-focused strategy consulting and systems integration
teams work to address concerns in process optimization, information governance, and information integration. For
more information about building the change-capable organization, visit www.consultparagon.com.
ABOUT FROST & SULLIVAN
Frost & Sullivan, the Growth Partnership Company, enables clients to accelerate growth and achieve best-in-class
positions in growth, innovation and leadership.The company’s Growth Partnership Service provides the CEO and
the CEO’s Growth Team with disciplined research and best-practice models to drive the generation, evaluation, and
implementation of powerful growth strategies.We leverage 50 years of experience in partnering with Global 1000
companies, emerging businesses and the investment community from more than 40 offices on six continents. For
more information visit, www.frost.com.