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Building the Change-capable Organization to Meet the Top Technology Trends of 2012 and Beyond

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Title: Building the Change-capable Organization to Meet the Top Technology Trends of 2012 and Beyond


1
50 Years of Growth, Innovation and Leadership
Building the Change-capable Organization to
Meetthe Top Technology Trends of 2012 and Beyond
A Frost Sullivan
Executive Brief
www.frost.com
2
(No Transcript)
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Frost Sullivan
Abstract
4
The Case for the Change-capable Organization
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Top Six Technology Trends for 2012 and 2013
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The Drivers of Change and Opportunity
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Competencies for the Change-capable Organization
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Change Management
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Process Optimization
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Information Governance
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Information Insight
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Conclusion
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Resources
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CONTENTS
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ABSTRACT
A change-capable organization can
Firms that wish to position themselves for
success in 2012 and the next decade will need
tobuild a business model that is
change-capable. A change-capable organization
can respondnimbly to myriad market, technology,
and competitive changes without redesigning
itssupporting operation and infrastructure from
scratch.
respond nimblyto myriad market,
technology, and competitive changeswithout
redesigning its
A number of technology trends and changes are
both driving and enabling the change-capableorgan
ization in the coming 18 to 24 months. These
technologiescloud computing, socialmedia,
mobility, data growth, business intelligence, and
compliancewill underscore thecompetitive
advantages of innovation, speed-to-market, and
designed for change for firmsthat seek a
competitive advantage.
supporting operation and infrastructure
from scratch.
This paper, a collaborative effort between Frost
Sullivan, a research and advisoryorganization,
and Paragon Solutions, an advisory consulting and
systems integration company,first examines the
trends of these significant technology drivers
and enablers. This firstsegment takes a snapshot
of the statistics for these technology trends,
and identifies theareas of growth and adoption.
Armed with market trend numbers, this paper
provides aframework of specific competency areas
for change-enabling the organization, so it can
bechange ready for long-term sustainability.
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Building the Change-capable Organization to Meet
the Top Technology Trends of 2012 and Beyond
THE CASE FOR THE CHANGE-CAPABLE ORGANIZATION
A number of key
Traditional, monolithic business models of past
decades had more insular and fixed
components,making change a cumbersome and
expensive proposition. While these models strove
foroperational excellence and economies of
scale, they were vulnerable to unforeseen
changesdisruptive technologies, upstart
competitors, and faltering economic markets, to
name afew. Most businesses have started evolving
to a change model out of necessity, driven bythe
pressures of competition and squeezing out costly
operational overhead. However, asthe top
technology drivers and trends (cloud computing,
social business, mobility, datagrowth,
compliance and analytics) become competitive
mandates, the need to adapt andembrace these
changes will accelerate. Firms will need to
develop a deliberate plan to enableadaptation
within their organization. A number of key
competencies will ensure certain firmsare more
successful than others change management,
process optimization, informationgovernance
(IG), and information insight.
competencies willensure certain firmsare more
successfulthan others change
management, processoptimization,
information
governance (IG), andinformation insight.
New Competitors
Economic
Regulatory
Changes
Mandates
The Change-
capable
Organization
Tools/Technology
Change
Trends
Competencies
Cloud Computing
Change Management
Social Business
Process Optimization
Compliance
Governance
Data Growth
Information Insight
AnalyticsMobility
Source Frost Sullivan and Paragon Solutions
TOP SIX TECHNOLOGY TRENDS 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 12to 24
months. These prioritiescloud computing, social
business, mobility, managing datagrowth,
analytics and compliancehave the ability to
either create obstacles for existingorganizations
, or can provide unique enabling opportunities
for the change-capable organization.Organizations
seeking to maintain competitive ground should
monitor and assess the potentialdisruption, both
positive and negative, these trends can mean for
their business.
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Cloud Computing
Cloud computing provides an opportunity to
increase capacity and add capabilities
withoutinvesting in new infrastructure or
licensing new software. It can encompass any
service thatextends information technologys
(IT) capabilities in real time. Frost Sullivan
estimates thecloud computing market
(infrastructure as a service, or IaaS) in the
United States at 1.75billion, with a five-year
compound annual growth rate (CAGR) of 50 percent
through 2015.Providers such as ATT are
allocating upward of 1 billion of their capital
budgets to focuson cloud services. Content
depotsorganizations that collect, store,
protect, and deliverlarge quantities of digital
contentare the fastest-growing consumers of
storage. Continuedgrowth is predicted despite
specific organizational issues, such as
appropriate application ofcloud services to the
enterprise computing environment, management of
cloud resources, andsecurity of the cloud.
Frost Sullivan has identified four industries
leading the adoption of the cloud in
2012financial services and insurance,
healthcare, high-tech, and professional services.
Cloudcomputing takes up about 26 percent, on
average, of a companys IT budget. Companies
areusing the cloud for business agility as they
need faster time to market. As firms are looking
tomaximize their investment in existing IT
infrastructure and storage, this technology
appealsacross numerous sectors.
Social Business
Social networkingincluding sites such as
LinkedIn, Facebook, Twitter, YouTubeaccounts for
A recent survey
nearly one in five minutes of online activity
today. Social networks and blogs reach almost
showed that 26
80 percent of active Internet users in the United
States. With 800 million active Facebook
percent of B2B
users and upward of 155 million tweets sent per
day, social networking has become
marketing budgets
entrenched in behavior. Retailers looking to
enhance their brand positioning have adopted
are allocated to
the use of social media for promotions and
advertising and the B2B market is quickly
following
content marketing, of
suit. A recent survey showed that 26 percent of
B2B marketing budgets are allocated to
which social media
content marketing, of which social media is one
of the most popular tactics. It is currently used
is one of the most
by 74 percent of B2B marketers. Each social media
channel is seeing increased adoption by this
popular tactics.
group, by between 15 percent and 20 percent.
More than half (56 percent) of corporate users
predict the value of social media will
increasefor their companies during the next 12
months. The main reason is the increasing reach
andpower of social media, although low cost and
speed are also important.
In a recent study conducted by Frost Sullivan,
75 percent of healthcare professionals
reportedusing social media within their
institutions. More than half (53 percent) of
institutions useeither 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, althoughof this group 57
percent have increased their budget allocation in
2012. Among those thatdo not have a dedicated
budget, 13 percent report plans to budget funds
within the next year.
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Building the Change-capable Organization to Meet
the Top Technology Trends of 2012 and Beyond
Within the pharmaceutical industry, while mobile
marketings share of the marketing mixincreased
288 percent during a two-year period (2009 to
2011), social media doubled its shareof the
marketing mix in the same time period, increasing
by 99 percent. Many pharmaceuticalcompanies 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, withsignificant
activity planned in 2012. Furthermore, a study of
financial services firms foundthat 40 percent
expect to invest up to 10 percent of their
overall marketing budget on social
Mobile devices willdisplace PCs for
manybusiness functions.
media in the coming 12 months.
Mobility
Mobile devices have changed the way information
is consumed. The global smartphonemarket has
grown swiftly. In 2012, more smartphones and
tablets will be shipped than PCs andlaptops.
Smartphone shipments are expected to reach 500
million in 2015. Mobile deviceswill continue to
offer much richer functionality to the extent
they will displace PCs for manybusiness
functions.
Mobile banking users in the United States, for
example, will increase by two-thirds during
thenext two years from 28.7 million users in
2011 to 52.5 million in 2013. Companies must
havethe ability to market through a variety of
channels, to integrate information technology
acrossthem, to develop mobile applications, and
to drive digital commerce.
Mobile payments are also gaining ground. Frost
Sullivan expects significant action in
thecontactless payments space during the next
two years in the United States, with
severalcommercial deployments and rollouts
enabling consumers to use their mobile phones for
localpurchases at the point of sale. The entry
of top mobile operators and leading
smartphonevalue chain participants, as well as
new devices such as tablets, are expected to
drive the mobilepayments 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 thishas been eclipsed by the unstructured
information created and flowing from new
devicesand multiple points along the business
value chain. Knowledge workers are constantly
addingdata from multiple sources in many forms
graphics, video, and other multimedia
applicationsbusiness continuity needs for
disaster recovery compliance records retention
and medicalindustry standards. This is growing
at a CAGR of 80 percent. With the proliferation
of mobiledevices and communication outlets, the
growth rate is not expected to slow down.
Keepingthat informationstoring, managing,
accessing, and protecting itis now a rapidly
growingcost. We see the impact of spiraling data
growth in the growth rate of the storage market
(18percent year-over-year growth of a 31
billion market), which has historically been the
first lineof defense for IT managers buckling
under the burden of increasing information files.
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This data growth increases the need for
analytics, the data that can be mined to provide
aholistic view of a customer and a business. The
volume and complexity of data necessitatesthe
use of more sophisticated analysis techniques and
technology to yield the value of thedata.
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 manufacturersare 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
operationalteams across an enterprise. Big
Datathe analysis of large data setswill
provide firmsthe ability to incorporate
unstructured content and analyze behavior and
preferences acrossmultiple business units.
Previously, this effort would have been too
costly and complex. Theuse cases for Big Data
are proven in areas such as communications and
retail, where largevolumes of variable data can
provide a 360-degree view of customers and their
interactions
with the company.
In banking, healthcare and pharmaceuticals,
In other industries, such as banking, healthcare,
and pharmaceutical, Big Data is just
gainingground as a cost-effective way to do
detailed analysis with information that is
growing at arapid rate. For these industries,
Big Data will be the main component in targeted
marketing andpersonalized medicine. Some recent
estimates of the overall BI and analytics market
size it at10.5 billion in 2011, representing a
13.4 percent growth rate from the previous year.
Big Data will be themain component in
targeted marketing and personalized
medicine.
The demand for BI and analytics will continue as
Big Data gets bigger. It is a priority for
CIOsin the coming year as they recognize that
1.8 zettabytes of information were created
andreplicated 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
otherproprietary data. Approximately 558
incidents in the United States cost businesses
6.5billion 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 aboutthe
shortfalls of cloud computing (55.3 percent). The
financial services and insuranceindustries lead
the demand for security from the cloud, driven to
ensure businesscontinuity, prevent loss of
intellectual property, and enhance employee
productivity. Thesecompanies have also been
adopters of add-on modules such as encryption to
adhere toregulatory compliance.
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Building the Change-capable Organization to Meet
the Top Technology Trends of 2012 and Beyond
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
toevaluate and invest in e-discovery
technologies and solutions.
Both within the United States and globally,
strict compliance standards have recently
beenrolled out in the financial services sector,
with the goal of avoiding another economic
crisissimilar to what happened after 2009. The
Dodd-Frank Wall-Street Reform and
ConsumerProtection Act, Basel III and Solvency
II have specific liquidity and capital
requirements forfinancial services institutions.
The implementation required for the new rules
could cost someof the larger U.S. banks up to
100 million, depending on the approach taken.
COMPETENCIES FOR THE 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
EducationProgram on Leading Organizational
Change, Researchers estimate that only about 20
to 50percent of major corporate reengineering
projects at Fortune 1000 companies have
beensuccessful. Mergers and acquisitions fail
between 40 to 80 percent of the time. Recent
surveysshow that large-scale technology
deployments are, on average, two times over
budget. Buteven at the smaller scale, holistic
organizational readiness is an important
component for
Consistently,executives have
success. Unfortunately, this competency is often
overlooked until the project is declared
afailure for not having met management
expectations.
ranked a numberof reasons for thefailure of
changeorganizationalunpreparedness,
Consistently, executives have ranked a number of
reasons for the failure of changeorganizational
unpreparedness, lack of sponsorship and
commitment at multiple levels, andpoor
management of the program. Addressing these and
other factors at the outset by scoringthe
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 theyare most prepared to embark. Those
that score highest have both the greatest
likelihood ofsuccess and impact to the
organization. From there, the change management
plan is developed,with stakeholders engaged and
prepared to manage the scale, duration, and
importanceof the program.
lack of sponsorshipand commitment atmultiple
levels, andpoor managementof the program.
Change Management in Action
The fastest-growing technology initiatives, such
as cloud computing and mobilitywhile
initiallydriven at the CIO levelare making
strides outside the IT department with value to
the lineof business that translate into faster
time to market. For adoption of these
technologies tosuccessfully take hold, a number
of key factors need to be evaluated and planned
for changesto the business process,
responsiveness and acceptance by internal and
external stakeholders,and impact to corporate or
regulatory compliance. Ignoring these could spell
disaster andundermine customer and investor
trust.
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One more consideration exists to execute the
change management program well, it needs tobe
integrated tightly with the specific initiative.
If it is a stand-alone program managed fromthe
outside, buy-in will be low. For example, firms
in the pharmaceutical industry lookingfor ways
to improve their contract sales effectiveness
through a revenue management cloudsolution are
finding poor system adoption without a strong
change management program inplace. This is not
surprising, given that software implementation
impacts multiple segments ofthe business,
touching numerous stakeholders, such as
distributors, administrators, providers,and
ultimately patients.
In other industries such as financial services,
insurance and healthcare, change management
isbeing integrated into two main categories
revenue-producing process optimization
programsand compliance-mandated information
governance initiatives. In both cases,
managementpriorities are moving beyond the
cost-cutting value proposition of the past decade
tocompetitive differentiation with improved and
better managed customer, member, and
patientinteractions.
More integrated change management initiatives are
anticipated to be launched as firms attemptto
embrace the top six technology drivers.
Process Optimization
Process optimization is a hybrid competency born
of the 1990s corporate reengineeringwave and
business process management technologies of the
past decade. As a result, todaysprocess
optimization initiatives have both operational
and technology implications. In some
The changes caused by
cases, the changes caused by technology drivers
are jump-starting operational processoptimization
initiatives.
technology drivers are jump-startingoperational
process
Data Growth and Compliance Drive Pharmaceutical
Process Changes
The pharmaceutical industry has seen an increased
focus on optimizing the RD process,specifically
in clinical operations where data growth and
regulatory compliance have exacerbatedprocess
latencies. With all other segments of the
pharmaceutical value chain having beenexamined
for efficiency during past decades, clinical
operations has two key candidates
foroptimization in the coming year electronic
Trial Master File (eTMF) and risk-based
monitoring.
optimization initiatives.
An eTMF is a library of documentsliterally
thousands of pagesrequired by healthauthorities
to verify proper conduct and oversight of each
clinical trial. As a result of themanual nature
of the process that includes trial sponsors and
research organizations, the effortis burdensome
and fraught with inconsistencies and potential
regulatory risk. On its own,converting paper
documents to electronic does not create the
efficiencies required to makeeTMF beneficial.
Coupled with organizational workflow
improvements, however, eTMF candeliver 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 fromthe
need for pharmaceutical firms to better manage
the increasing number and complexity ofclinical
trials. With more than 30 percent to 40 percent
of a companys clinical study budget
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Building the Change-capable Organization to Meet
the Top Technology Trends of 2012 and Beyond
going to on-site monitoring, firms are looking to
supplant this brute-force approach, whichis
growth-constrained, with the use of a more
centralized, technology-enabled
monitoringprocess model. Supported by the U.S.
Food and Drug Administrations recent guidelines,
thisoutcome-based model will enable firms to
improve their clinical trial efficiency, enhance
subjectprotection 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
transferringof accounts and claims. As these
firms are looking to generate additional revenue
and directlyimprove the quality of service with
their clients, these externally facing
initiatives have gainedground over pure-cost
efficiency plays.
In financial services, whether initiating a new
client or adding new services for an
existingclient, the account opening process
typically takes weeks. Front-line advisors review
clientapplications and supporting documents to
establish client identity, prepare pricing and
billing,develop risk profiles, issue user
credentials, and more. Banks looking to
differentiate themselvesare seeking to
streamline the administrative component of
on-boarding and emphasize theadvisory
componentwhere clients perceive the most value.
The case for optimization iscompelling on two
fronts cost savings and revenue growth. Firms
are interested in stemmingthe customer attrition
rate of nearly 30 percent of new customers, as
well as looking tocross-sell new clients within
the first 90 days of signing on.
In banking and insurance, improving overall
transactional self-service is accelerating the
growthof 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 financialinstitutions without agent
interaction. With ease of use and increased
satisfaction being theattraction for customers,
firms are redesigning processes to enable tools
that add immediatevalue and create more
opportunities for upselling.
For insurance firms, filing a claim is known as
the moment of truth. Both healthcare
andproperty and casualty claims processes
require various types of information, often from
avariety of sources, that must be collected,
reviewed, and managed. Some 25 percent of
claimsare 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.
Implementingtechnology to address this business
challenge (both on premise and cloud) requires
a reviewand redesign of existing business
processes.
The value propositionfor cloud will movefrom
cost savings
and predictabilityto innovation
Cloud and Social Networks Are Driving
Optimization
and competitiveadvantage.
For all industries, cloud computing represents an
opportunity to redesign existing value chainsand
workflows. As the cloud market moves from
infrastructure-as-a-service and
software-as-a-service to applications-as-a-servic
e, the value proposition for cloud will move from
cost savingsand predictability (chief IT
concerns) to innovation and competitive advantage
(key business
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line concerns). Cost-burdened, nonregulated
businesses have been the first to migrate
tocloud technology. As security and data
protection issues are handled confidently, banks
andpharmaceutical 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
firmsare looking at their business processes.
Organizations are looking to replicate the
collaborativeand conversational process model
that is inherent in social networks such as
Facebook andTwitter. For most businesses, this
process is being targeted directly at customers
throughpromotions or customer service channels
to monitor immediate feedback and
preferences.Some industries, especially those
that require innovation from global teams such as
thepharmaceutical 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
technologyinitiatives to enable both operational
cost savings and faster time to value.
Information Governance
The information gluthas made governance
The information glut has made governance a top
priority in the coming year for firms lookingto
navigate changes brought by compliance mandates,
data growth, and emerging technologies.Historical
ly, data growth has been an IT concern that was
addressed with increased storage.That approach
has created costly overhead and exposure to
compliance risk.
a top priority in thecoming year for firms
looking to navigate changes brought
bycompliance mandates,
Governance addresses an organizations need to
proactively manage information from creationto
archival and disposition. Regulated industries
with paper documents have been engaged
ingovernance practices for decades. In fact,
most firms have some type of governance
practicesand policies already baked into their
paper-based processes. However, governance as a
strategiccorporate capability is an emerging
discipline that is encompassing a cross-section
of functionalareas IT, compliance, legal, and
operations.
data growth, andemerging technologies.
The perfect storm created by exponential
unstructured data growth and the changes in
themid-2000s of the Federal Rules of Civil
Procedure exposed the costs and risks of
unmanagedelectronic information stores and
elevated IG from an IT and back-office problem to
a chiefexecutive officer problem.
Looking for the Needle in the Haystack
Traditional information management approaches
were not discriminating. The back-upeverything
approach seemed inexpensive and manageable.
Organizations stored volumes ofdata on backup
magnetic tapes that would typically be sent
off-site for storage. Litigation andincreased
regulation changed that. Teams of legal reviewers
would have to sift through volumesof
discoverable stored information, which
incidentally had a limited shelf life. The legal
coststo these firms were staggering and
generally exposed the firms to unnecessary risks.
For manyfirms, a tiered approach and schedule to
storing and disposing of information was the
first stepin building a more manageable and
defensible strategy.
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Building the Change-capable Organization to Meet
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A More Proactive Model
A number of challenges are going to make a
proactive IG strategy a front-and-center
initiativefor firms looking to better balance
costs and compliance.
Uncontrolled, unknown content
Growing file shares, and collaboration and
knowledge sharing sites, have
createdenvironments where compliance and records
managers cannot easily apply IG policies.Often
called information in the wild for obvious
reasons, this information is often createdand
stored outside the scope of corporate retention
policies. In many cases, regulatoryor corporate
policy adherence would fall on the shoulders of
the creator or user of theinformation. For many
organizations, the first step is in performing
information analyticsto assess the content, its
classification, and whether it should be properly
archived ordisposed of after a stipulated time.
This assessment provides the initial diagnostic
thathelps to determine a go-forward strategy and
eliminates the blind spot that this type
ofcontent creates for organizations.
Organizations will
increasingly be

Privacy regulations
required to show
Driven by consumer pressure as a result of
growing cybercrime, and phishing (the
regulators in the
unauthorized acquisition of customer data),
organizations will increasingly be required
coming 24 months
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
that stringent data
procedures, privacy officers will need to certify
all data elements are protected with a
privacy policies exist,
documented program that educates employees on the
proper handling of potentially
and are taught and
sensitive information. With most privacy breaches
resulting from people mismanaging
enforced.
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 betterinformation
handling policies, they will be deploying
solutions that will intelligently recorddata
without the user having to knowingly store that
data. In other words, technologieswill be able
to recognize, categorize, and store information
based on predefined businessrules to better
protect organizations from noncompliance.
For the next 18 months, the twin concerns of cost
management and compliance will make IG atop
priority for multiple industries pharmaceutical,
insurance, financial services, and healthcare.
Information Insight
Organizations are looking to better sift through
the growing data stores of customerinteractions
and provide management with real-time decision
support. As BI technologiescreate new
opportunities to collect and synthesize
information, industries with volumes ofcustomer
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
With new user-
the analysis provided. The net result was firms
could not adequately get out in front of BI
friendly interface
for real market innovation. With new
user-friendly interface tools, business managers,
or the
tools, business
consumers of the data, are able to intuitively
filter sophisticated analysis that is tailored to
managers, or the
their needs. These tools leverage current
technology capabilities such as integrated search
and
consumers of the
mobility, which both increase the ease and
adoption of this technology. For communications,
data, are able to
pharmaceutical, healthcare, and financial
services firms, access to relevant customer data
intuitively filter
through this type of business analytics will be a
welcome addition to the BI portfolio in the
sophisticated analysis
coming year.
that is tailored to
their needs.
Crunching the Big Data
For industries such as telecommunications,
healthcare, and banking, market competition
hasleveled the playing field so the edge goes to
the firm with actionable information. This
typeof personalized marketing is challenging at
best when silos of supersized relational
databaseshouse 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
analysischallenge that historically was enabled
only in a supercomputing environment. The ability
to domassive amounts of parallel processing
using new technology capabilities means
organizationscan unlock the information that was
hidden in these silos. This type of mass
analytics, whilemore accessible to firms,
requires a rigorous strategic approach to be
successful. Processessuch as the identification
of the sources, classification of the
information, and mining of theinformation 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 firmsstrive
to gain customer insight for competitive
advantage.
CONCLUSION
Building the change-capable organization
requires a number of core competencies thatcan
meet specific industry challenges while embracing
emerging technologies. Clearly, theinterweaving
of change-enabling competencies (change
management, process optimization,information
governance, and information insight) makes for a
stronger, more agile organizationthat will be
able to respond to predicted and unforeseen
changes. Where firms have madethese competencies
standard business practice, they increase the
likelihood of their successin adopting the
technology opportunities that can redefine
processes, delivery models, marketinteractions,
and brand perception.
14
Frost.com
15
Building the Change-capable Organization to Meet
the Top Technology Trends of 2012 and Beyond
Authors Clare Walker, Senior Consultant, Frost
Sullivan Martha Coacher, Vice Presidentof
Marketing and Alliances, Paragon Solutions
Paragon Solutions Contributors
Change Management Geoffrey Lewis, Director
Advisory Services, Life Sciences
Process Optimization Jamie OKeefe, Director
Clinical Optimization PracticeBertha Yuen,
Director Advisory Services, Financial Services
Information Governance Scott McVeigh,
Associate Director, Information Governanceand
Compliance
Information Insight Jim Sheppard, Director
Business Analytics and Data ManagementRick
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 MarketA Global
Analysis, 2011
North American Hosted Enterprise E-mail
Services Market, 2011
Other Sources
Accenture
The Conference Board
Content Marketing InstituteComputerworld
comScore, Inc.
Cutting Edge InformationEMC2
Forrester Research, Inc.Gartner, Inc.
IBM
IDC
Insurance Networking NewsMcKinsey Co.
Nielsen
Online Trust Alliance
15
Frost.com
16
Silicon Valley
San Antonio London
331 E. Evelyn Ave. Suite 100Mountain View, CA
94041Tel 650.475.4500
7550 West Interstate 10, Suite 400, 4, Grosvenor
Gardens,
San Antonio, Texas 78229-5616 London SWIW ODH,UK
Tel 210.348.1000 Tel 44(0)20 7730 3438
Fax 650.475.1570
Fax 210.348.1003 Fax 44(0)20 7730 3343
877.GoFrost myfrost_at_frost.com http//www.fros
t.com
ABOUT PARAGON SOLUTIONS
Paragon is an advisory consulting and systems
integration firm that specializes in enterprise
information managementto help clients achieve
better business results. The company does this
through its industry practices,
solutionaccelerators and specialized technology
competencies that help clients achieve
operational efficiency, businesscapability and
regulatory compliance. Paragon focuses its work
on a few key industriescommunications,
financialservices, healthcare, insurance, and
life sciences. The industry-focused strategy
consulting and systems integrationteams work to
address concerns in process optimization,
information governance, and information
integration. Formore 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-classpositions in growth, innovation and
leadership. The companys Growth Partnership
Service provides the CEO andthe CEOs Growth
Team with disciplined research and best-practice
models to drive the generation, evaluation,
andimplementation of powerful growth strategies.
We leverage 50 years of experience in partnering
with Global 1000companies, emerging businesses
and the investment community from more than 40
offices on six continents. Formore information
visit, www.frost.com.
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