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8/14/2019 Galit STKI 2009 for Summit
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Off ice of t he CIO
2009
Galit FeinVP & Senior Analyst
Office of the CIO Strategies
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IT Trends 2009
Agenda
IT Budget Mngt
Office of the CIO/ ITAM
Sourcing/ Cloud Computing
Conclusion
1
Enterprise Risk Mngt
2
3
4
Mobile/ Social Networks
5
6
IT trends
2009
IT Budget
Mngt
Office of
the CIO
Sourcing
ERM
Mobile
IT Trends2009
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IT in Aggressive Cost -Cut t ing Times
IT Marketdecreasing -12.53%
IT Budget cuts
Capex Crisis IT budget mngt
IT Trends2009
Need for better ITinvestmentsoptimization
Increased focuson ITG
Office of the CIO
Technology budgetis mostly non-discretionary
Shift todiscretionary
cost basis whenpossible
IT Asset Mngt
Sourcing Models
Cloud Computing
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IT in Aggressive Cost -Cut t ing Times
Financial crisisforced better
regulations & riskmngt
Increased spendon IT risk mngt
Enterprise RiskMngt
IT Trends2009
InnovationNew business
models
Mobile;
SocialNetworking
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Act ions t aken t o cut IT cost s
34%
46%
49%
52%
58%
59%
61%
Reduce IT headcount
Reduce spending on IT staff training
Freeze or cancel IT capital spending
Renegotiate IT vendor contracts
Postpone discretionary IT projects
Freeze IT hiring
Restrict IT travel expenses
Jan-09
Source: CIO IT Budget & Staffing Survey
IT Trends2009
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Top ITs Pr ior i t ies for 2009in Israel
Automation and outsourcing testing
Improvement of IT security and compliance
Requirement and Portfolio management
Business Intelligence
Selection of IT investments based on ROI
Renegotiation of contract
Consolidation of IT infrastructure
21%
30%
31%
42%
53%
57%
62%
Source: STKI
IT Trends2009
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IT in Aggressive Cost -Cut t ing Times
IT Budget Cuts Capex crisis IT budget mngt
IT Budgetmngt
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IT Budget Reduct ion
Capex Crisis - cash flow is the KING
Move from Capex/Opex to Zero-based budgeting
Trade non-discretionary costs for
discretionary costs
IT Budgetmngt
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Non-Discret ionary Cost s
IT budget with previous commitment & no flexibility
IT Budgetmngt
60%
36%
4%
Non-Discretionary spends
Discretionary spends
Unsure
Source: CIO magazine "the State of the CIO" online survey 2008
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Hidden IT cost s
Expenses assigned before the budget year:
People cost (internal staff)
Professional services based on annually contracts
HW & SW maintenance (annual app maintenancefees)
Mandatory & must projects: Data Storage, Networks
IT Budgetmngt
Current high non-discretionary costsprevent business agility
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Discretionary Non-discretionary
Trade non-discret ionary cost sfor discret ionary cost s
IT Budgetmngt
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ITG
Office of theCIO
Agility
Portfolio
mngt
IT assetmanagement
Softwarelicenses
ITprocurement
Sourcing models
Prof. services
Cloud computing
How t o IncreaseDiscret ionary Budget ?
IT Budgetmngt
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Taking Advant age of a Downt urn
Financial crisis has increased the
attention to IT costs mngt
IT cant afford bad decisions
Reduced IT spending:
Office ofthe CIO
Increased focus on Office of the CIO
Need for better PPM
201020092008
35.016.67%30.020.00%25.0Office o f the CIO
Project Ma nagement Office
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Top ITs Pr iori t ies f or 2009in Israel
Automating and outsourcing testing
Improving IT security and compliance
Requirement and Portfolio management
Business Intelligence
Improving the ROI of IT investments
Contract renegotiations
Consolidation of IT infrastructure
21%
30%
31%
42%
53%
57%
62%
Source: STKI
Office ofthe CIO
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Internalfocused IT
InternalServiceProvider
ExternalService
Provider
IT Transformat ion
Available & accurate info
IT maintenance
IT staff mngt
HW availability &uptime
Technical support
Align IT to business
Best solution for
business needs
IT portfolio mngt of
LOBs demands
Align IT to customers
Business partner
Business innovator
engine
Transformation initiator
Office ofthe CIO
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IT Transformat ion t hrough ITG
FromData Center
room
To Strategicconference table
OTC
Office ofthe CIO
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Business Par t nership Off ice
What is it?
What is it not?
Office ofthe CIO
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Locat ion of Business Referent s
LOB LOB
IT
BRM
LOB
IT
Infra Develop. Operation
Office of the CIO
PMO, QA, KPIs, CSO
International Trends:
BRM is not part of the IT
BR manager business skills
with understanding of IT
Israeli Trends:
BRM is part of the IT - OTC:v Political issue
OTC manager IT manager
with understanding of business
Office ofthe CIO
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Par t nership bet ween business & IT 2way communicat ion
OTC becoming t he IT most import ant off ice,
but
Only with CEOs recognition of
IT contributionto business innovation
& competitive advantage
Office ofthe CIO
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Off ice of t he CIO under New Const raint s
4 Increase IT business value through IT cost optimization
4Rebalance the IT portfolio to Increase Revenue, Reduce
Costs, Manage Risk, with minor investments for Growing
Revenue & Avoiding Future Costs
4Target discretionary funds for maximum ROI
Office ofthe CIO
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Not ROI but Payback Period
Payback period - how quickly investments are repaid?
Shorter payback period :
Quick free cash for other investments
Lower risk - new future regulations, new
software, new business requirements
Office ofthe CIO
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OTC/ PMO St af f ing Rat io
Average size of Israeli OTC/ PMO department: 3-5
~2% of IT department (between 0.5% - 4% *)
Compared to ~5-8% in global orgs
* in large enterprises, varies according to thematurity of IT Governance in the organization
Office ofthe CIO
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Demand Management
LOBBusiness
Referent
Initialization process
Alignment to business
strategic goal Pre-agreed categories set
Business Priority
Risk (new tech, # of LOBs
involvement )
ROI/ NPV
IT Evaluation
Approval
OTCPMO
Office ofthe CIO
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Automized Demand Management
LOBBusiness
Referent
Initialization process
Alignment to
business strategic goal
Pre-agreed
categories set
Risk (new tech, nu
of LOBs involvement )
Anything that helps
accurate evaluation
OTCPMO
Source: CA PPM
Office ofthe CIO
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Office ofthe CIO
Strategic, tactical, regulatory
Small requests
Large Projects
Pr ior i t izat ion Process
IT PlanSmall requests Large Projects
Prioritization
done
By OTC/ BRM,
because theyknow
the strategy
of the business
P j t E l t i
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Proj ect Evaluat ionIsrael i Trends
Projects evaluation is based on previous experience only:
No methodology or pricing model!
Top Down budgeting allocation:
Price tag remains the same during the projects lifecycle
PMOs dont use Service Catalog:
Requirements variety
Office ofthe CIO
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Hol ist ic View - Por t f ol io Evaluat ion Mat r ix
Business prioritization/ Strategic alignment
ROI/
Payback
1 2 3 4 5
1
2
3
4
5
The size of each
bubble is
proportional torisk/ IT complexity
The preferred
project
Projects Size, Risk & Value
Office ofthe CIO
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General Welfare
Org. holistic view vs. LOB
Each requirement is examined by its contribution to theorg.
Contribution is not necessarily financial: Innovation
Branding
Total cost of ownership (TCO) training, infrastructure
Requirements integration
ProjectX
ProjectY
IntegratedProject/
New infraproduct
Office ofthe CIO
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Resource Al locat ion & Mngt
One DB for resource mngt
Transparency
Planning based on
actual data
Planning vs. Execution
IT
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Real Time Proj ect s Dashboard
Risk
On
Budget On Time On ScopeQuality Gates TotalClient
SatisfactionProject #
25
140
32
2
89
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ITG/ PPM Tools
Demandmngt
Portfoliomngt
Project mngt
Financialmngt
Resourcemngt
IT processmngt
Reporting
Office ofthe CIO
ITG/ PPM Tools Off f
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ITG/ PPM ToolsIsrael i Trends
Most ITOs dont implement the complete ITG/ PPM solution
Prefer to acquire only the missing PPM modules:
Demand mngt
Portfolio mngt
Manage the other modules by existing solutions, as:
Project mngt MS Project, PS Next, etc
Financial mngt ERP, etc
Resource mngt SP, MS Project, In-house tools, etc IT process mngt - SP, In-house tools, etc
Reporting - SP, In-house tools, etc
Office ofthe CIO
ITG/ PPM Tools
Offi f
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ITG/ PPM ToolsIsrael i Trends
PPM tools are not up-to-date, because of limited budget
ITOs choose in-house developments
PPMtools are second preference the real change to the org.
will bring governance procedures & right
methodology
Office ofthe CIO
20102009200815.087.50%8.0-20.00%10.020.053.85%13.0-13.33%15.015.050.00%10.00.00%10.0
PPMOffic e of the
CIOAsset Mana ement
Project m anagem ent
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LocalSupp
ort
Market Presence
Not a technological positioning, refers only to Israeli market
Focused on enterprise market (not SMB)
Not an STKI recommendation
t Market Presence (X)
Market share - existing and new sales (more emphasis)
Mind share (how user organizations rate vendors)
t Local Support (Y) is influenced by (X)
Experience & technical knowledge, localization,support, number and kind of integrators
t Worldwide leaders marked, based on global positioning
t Vendors to watch: Are only just entering Israeli Market
so cant be positioned but should be watched
STKI Israeli Posi t ioning
Vendor A
Vendor B
Worldwide
Leader
Vendors to Watch:
Vendor C
Offi f
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ITG/ PPM- Posi t ioning of t he Israel i Market
LocalSuppo
rt
Market Presence
This analysis should be used with its
supporting documents
Vendors to Watch:
CA
HP
Compuware IBM
MSPPS Next
Enterprise
Worldwide
Leader
Local Solution
MicrosoftMid-Tier
Office ofthe CIO
Proj ect Mngt Posi t ioning of t he
Offi f
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Proj ect Mngt - Posi t ioning of t heIsrael i Market
LocalSuppo
rt
Market Presence
Enterprise
Existing Israeli
experience in
project mng
This analysis should be used with its
supporting documents
Vendors to Watch:Compuware IBM
Worldwide
Leader
Microsoft
CA
PS Next
HP
Primavera
Office ofthe CIO
Offi f
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Anot her opinion not al l is Bleak!
ITG is mostly suitable for large enterprises
There is great sense of control in SMBs
Expensive technology & methodology that requireadditional resources would bring the desired
transparency which will also lead to interventions & high
evolvement in IT budgets
Office ofthe CIO
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IT in Aggressive Cost -Cut t ing Times
Technology budgetis mostly non-discretionary
Shift todiscretionary
cost basis whenpossible
IT Asset Mngt
Sourcing Models
Cloud Computing
ITAM
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IT Asset Management
Some IT assets are still being managed like this
ITAM
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Sof t ware Licenses Mngt - Cost savings
Multiple purchasing options review NOT automatic SW renewals!
Monitor the actual demand for SW licenses:
Inventory of all desktops & what is installed on each
Apps have been abandoned, but the vendor is still receiving
licensing revenue
Overpayment for licenses that aren't being used
(result of volume discount) Shelf applications
ITAM
Good contract is not about getting a good price
its about assuring value!
IT Appl icat ion Por t f ol io Mngt
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IT Appl icat ion Por t f ol io MngtIsrael i Trends
High variety between the ITOs
from having no idea where IT assets are to ITAM with full SW usage
metering with integration to ERP & HD
Major challenges: SW Usage metering
Type of usage (change performance/ read only)
The tougher the formal procedures are - the easier ITAM
Lack of ITAM tools maturity
ITAM tools often viewed as an extension of ERP & PPM tools
ITAM
Service
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Service Desk
HD is amongst the primary targets for cost cutting
ServiceDesk
Service
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Israeli Trends of Service Desk
Although a lot have been done to improve HD staff
productivity:
Best practices (ITIL) widespread acceptance among large
& more complex ITOsDesktop configurations standardization
Sophisticated HD tools - web-based user self-service,
automated email response SW, incident tracking systemsRemote access
Outsourcing
ServiceDesk
Upcoming STKI RT
on SD: 31/05/2009
Vendors Trends of Service
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Vendors Trends ofService Desk Tools Vendors have followed with tools that assist in the
implementation of ITIL processes
Major vendors have expanded their offerings:Asset mngt portfolio
SaaS model
CMDB
Service desk mngt tool is a mature market
ServiceDesk
IT Service Desk
Service
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IT Service Desk Posi t ioning of t he Israel i Market
LocalSupp
ort
Market Presence
Enterprise
MID-Tier
This analysis should be used with its
supporting documents
IBMVendors to Watch:
CA
HP
SysAid
Microsoft
BMC
Pivotal
SAP
PeopleSoft
Siebel
IT HD
Modules
ServiceDesk
Worldwide
Leader
Sourcing
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IT in Aggressive Cost -Cut t ing Times
Technology is not adiscretionary asset
Shift todiscretionary
cost basis whenpossible
Sourcing Models
SourcingModels
C C i O i
Sourcing
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Cost Cut t ing Out sourcingSourcingModels
Gl b l T d f O iSourcing
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Global Trends of Out sourcing
Outsourcing landscape changing due to:
Globalization
Cloud Computing
Providers will turn to SaaS during
the financial crisis
SourcingModels
Gl b l T d f O i
Sourcing
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Global Trends of Out sourcing
ITOs will turn to outsourcing for cost cutting
Non-discretionary expenditure reduction
Avoidance of capital investment
Growing outsourcing segments:
QA
BPO - greater variety of offerings
Crowdsourcing e.g: Amazon.com's Mechanical Turk
(http://www.mturk.com/mturk/welcome)
SourcingModels
I l i T d f O t i
Sourcing
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Israel i Trends of Out sourcing
Steady & mature market growth of 3% (from 405 to $417 M)
Outsourcing market grew this year due to increasing
scope of existing client & a few new deals
Both largest deals of this year were comprehensive IT
outsourcing in Public sector
Rest of deals small selective outsourcing
Decline in number of deals
NO backsourcing deals
SourcingModels
Current Provider Landscape Sourcing
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Current Provider LandscapeIsrael i Trends
HP-EDS, Ness, Malam-Team, IBM
New global player: TCS (TATA)
Number of vendors went up in 2008 due to entrance of
many specialized players:
Bynet, Taldor, Yael, El-AD, etc
SourcingModels
I l i N h
Sourcing
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Israel i Nearshore
Acknowledging the advantage & cost saving (up to
50%) by outsourcing: the transition
from PS to outsourcing
Existing clients have
broaden their scope
SourcingModels
Matrix Global
Malam (Maalot); Ness(EDC); Aman (Tehila)
Offshore: NTS
Israel i Trends
Sourcing
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Israel i Trendsof Professional Services
Professional services market has dropped
Mostly due to price & PS working hours reduction
PS provided, as promised, flexibility to org, which
had to decrease their activity
SourcingModels
20102009200875.050.00%50.0-30.56%72.0tem s
Israel i Trends
Sourcing
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4Cheapest Cost Plus model buying PS instead of the capacity
4Failure of the business model
NO premium for flexibility & providers financing:
(overtime hours, sick pay, miluim, training, support, interest, etc)
Israel i Trendsof Professional Services
Sou c gModels
IT i A i C t C t t i Ti
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IT in Aggressive Cost -Cut t ing Times
Technology is not adiscretionary asset
Shift todiscretionary
cost basis wherepossible
Cloud Computing
Cloud Comput ing Cloud
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C oud Co put gDefinition
Cloud computing refers to highly scalable ITresourcesSW, CPUs, storage capacitythat arehoused outside of company data centers, available ondemand over the Internet, & whose usage ismeasured & billed incrementally.
In-house clouds mimic those characteristics inside
the company firewall but lack the economies of scaleof public clouds.
Source: Informat ionweek
Computing
Clo d Comp t ing Benef i t sCloud
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Cloud Comput ing Benef i t s No Capital Expenditure but pay-per-use
Device & location independence
Performance is monitored 24x7
Scalability
Innovation
Computing
Cloud Comput ing Chal lengesCloud
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Mngt & monitoring ability of cloud companies
Credit dilemma
Reliability of cloud service providers (ISO, SAS70 -?)
Quality of informational security - Regulations issues
Job Security
TCO Total Cost of Ownership Will it become lower?
Cloud Comput ing Chal lenges Computing
Types of Cloud Services
Cloud
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Types of Cloud Services
IAASInfrastructure as a Service
PAASPlatform as a Service
Servers / Storage / Networks
Desktop apps via the Internet
Multi tenancy/Platform-Centric/User controls the data/ERP-CRM-HR
Write your own application/Development tools
Desktop as a Service
Cloud SW
Computing
Cloud Comput ing Examples
Cloud
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Cloud Comput ing Examples
IAASInfrastructure as a Service
PAASPlatform as a Service
Docs & spreadsheets
Desktop as a Service
SAASSoftware as a Service
Computing
Cloud Comput ing TrendsCloud
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Cloud computing not widely accepted yetReluctance to lose control
Main areas of increase:
Especially in IaaS area
In some markets SaaS is highly
popular
Cloud Comput ing Trends Computing
Insight Research CorporationSource:
The necessi t y t o evaluate t he new model
Cloud
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The necessi t y t o evaluate t he new model
Hot new area with great potential
ITOs are already starting to evaluate:
During companies acquisition
Shortage of cash, servers - while testing Amazon EC2
platform
During todays economic crisis even the most conservative
of people will have to evaluate the new model
Computing
STKI Recommendat ion
Cloud
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STKI Recommendat ion
For Users:
to experience in the establishment of AmazonEC 2 servers
to use SaaS apps for marginal org. needs (pilot)
For Vendors:
to evaluate which service/ product is appropriate for cloud
work environment - to proceed the new players
Computing
Pricing
Cloud
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Pricing
Use- based charge:
S3 $0.15c/month per a gig EC2pay per use via on demand VMs-$0.10 VMinstance/hour. (Amazon)
InfrastructureCloud
Free to $10 per user per monthDesktop Cloud
Pay per use: $15 per light license per monthPlatform Cloud
Pay per seat: CRM: $40-$140 per user per month
ApplicationCloud
Computing
High cost s due to being a monopoly.Cost ma o down when new comers arr ive
IT in Aggressive Cost Cut t ing Times
ERM
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IT in Aggressive Cost -Cut t ing Times
Financial global crisisforced better
regulations & risk mng
Increase spendon IT risk mngt
Enterprise RiskMngt
ERM
Ent erpr ise Risk Mngt ERM
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Ent erpr ise Risk Mngt ERM
MadoffBernard
IT Ent erpr ise Risk Mngt
ERM
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Global Trends 2009
Global financial crises & increasing number of recent
frauds exposed the need for new regulations& better enforcement
General dissatisfaction with poor corporategovernance, regulatory oversight & risk mngt
Increased org. budget for regulation & risk mngt
ERM
201020092008
75.050.00%50.042.86%35.0
Governance & Risk
Ma nag eme nt (also BCP)
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Ent erpr ise Risk Management
ERM
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Ent erpr ise Risk Management
CEO must know what are the risks associated with IT
investments just as he aware of risks associated with
finance - Doubtful Debt / or other important risk
IT investment / project:
aROI
aBudget
aSchedule
Risk factors
ERM
Prepare t o t he Unpredict able
ERM
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Prepare t o t he Unpredict able
Wall Street crisis
Satyam,
Wipro,
Comverse, IBM,Oracle,
Amdocs,
Infosys,
Cognizant,
HP firing
AdmitsMadoff
Billion $ Fraud50
Banking crisis:
Lehman Brothers bankruptcy
Who Can?
11/9
ERM
Top Pressures DrivingEnt erpr ise Risk Mngt
ERM
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Improve operational efficiencies
Protect the organization
Better risk mngt
New/ changing regulations
24%
31%
38%
46%
Top Pressers Driving ERM
Source: Aberdeen Group 2008
Ent erpr ise Risk MngtERM
GRC Governance, Risk & Compliance
ERM
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uni f y compl iance wi t h risk mngt
Balanced riskportfolio, examination
ofreal, quantifiablecosts associated withdifferent types of IT
risks
SOX / Sectorregulationscompliance
Processdevelopment &
proceduresestablishment based
on set ofmeasurements
Current Si t uat ion in Israel
ERM
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Current Si t uat ion in Israel
Quick fix one-time, often outsourced, regulation projects
SOX is the must have - it will not have strategic impact on
the organization
Fragmented approach to GRC is inefficient & becoming a
huge cost driver
Existing tools handle only documentation of SOX compliance
procedures -they dont check the level of enforcement!
Governance Risk & Compliance!
ERM
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Governance, Risk & Compliance!
Need for ongoing effort to comply with regulation
Firms can no longer afford to approach compliance astactical project like meeting the SOX deadline
GRC technologies move from niche specialist vendors
towards the large systems
The Growing Int erest of SW vendors
ERM
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The Growing Int erest of SW vendors
GRC acquisitions
2006: SAP acquired Virsa, ERM SW provider, to bolster SAPs SW
compliance skills
2007: Sun reached for startup Vaau
2008: Oracle picked up longtime partner LogicalApps
Israeli new enforcement Start-ups:
Xpandion Risk mngt & behavioral analyzing SW solution
SPATIQ provides an automatic tool for Entitlement mngt
GRC often viewed as an extension of ERP & BPM tools
Tools cannot provide a complete solution without actual process change
IT in Aggressive Cost -Cut t ing Times
Mobile
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IT in Aggressive Cost Cut t ing Times
InnovationNew business
models
Mobile;
SocialNetworking
Upcoming STKI Round Table
on Mobile: 06/05/2009
Mobi le Phones 2009
Mobile
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Mobi le Phones 2009
Mobile EVERYWHERE
The Mobile Revolut ion is j ust Begun
Mobile
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The Mobile Revolut ion is j ust Begun
Mobile phones
Smart phones Pocket PCs
PDAs
Mobi le Phone - MEGA Trends 2009P i t S t
Mobile
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Pr ivat e Sect or
Primary interface for Internet & Social Networks
Personalization
Consumers will watch more TV on mobiles
Dominant platform for listening to music
Mobile Wallet
M
O
B
I
L
E
T
R
E
N
D
S
Time Al locat ion perS t h A l i t i
Mobile
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39%
Multimedia
17%
PIM15%
Voice
13%
Browsing
8%
Games
4%
Productivity1%
Utility4%
Smart phone Appl icat ion
Source: Smartphone 360 study Nokia
Voice
only 13%!
MobileMobi le Phone - MEGA Trends 2009
B i U
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Greater variety of platforms & apps
Increasing complexity & capacity
Employees use their private mobile devices for work soexpect org. technical support
Therefore , outsourcing for
technical support
M
O
B
I
L
E
T
R
E
N
D
S
Business Use
MobileMobi le Phone - MEGA Trends 2009
B i & P i t U
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Real smart phone blurring lines between
business & personal use
Constant internet connection
Digitalized ID
Video conference through online accounts
M
O
B
I
L
E
T
R
E
N
D
S
You wont need your laptop anymore?!
Business & Pr ivat e Use
When you re NOT in f ront of t he Comput er
Mobile
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Now you can: purchase a product or service
conduct financial transactions
mobile ticketing send/ receive digital pictures
download entertainment content
Many org. haven't yet fully understood the
opportunities offered by mobility
Newgenerat ion Mobi le Apps:
Mobile
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New generat ion Mobi le Apps:
Mobile Enterprise Mobile CommerceRemote monitoring
& control
Location-based,context-awareservices (GPS)
Multiplayer, mobilegaming services
Mobile ID/key
Voice overWireless IP
Mobile Ent erpr ise Field Force
Mobile
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p
Mobile workers additional products/services offering
to field customers
Access to/ update of enterprise info - guidance for fixing
malfunctions,dynamic scheduling
Remote monitoring & control - Real-time field data analyzing
(what, when, how much?)
Selective Examples: Matrix (CallDinator) Bezeq, HOT, Ort
One (ONE1Mobile) Bank Hapoalim, Hospitals
Taldor IDF, USPostal
Mobi le Banking
Mobile
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ob e a g
The use of a mobile phone forfinancial transactions
Mobi le Banking
Mobile
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Bank transactions from any location in real-time: Account activity, deposits/withdrawals,
money transfer
Stock trading:
Real-time data, news & updates alerts,
virtual stock portfolio, buying & selling of stocks
Credit cards:
Credit card charges
Real-time data of checking account balance, rapid loans
Location-based, context-aware services relevant real-timediscounts (mall parking, in-shop sale, etc)
Selective Examples: Matrix (Bank2go) Bank Leumi; Netwise Mizrahi Live
Mobile Commerce Mobile
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Online shopping
Purchasing retail items through scanning - mobile wallet
Advertising :
Mobile ROI measurement & analytics use to better deliver
mobile campaigns & understanding consumer needs
Appointments reminders & scheduling,
medical results receiving:
Travel reservations & ticketing
Shorten business process - e.g. car acquisition real time check on
mobile - who is the owner, legal owner/stolen, does it have a test?
Martix
Mobile Players in IsraelPart ial List
Mobile
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Part ial List (alphabetical)
Bynet (Paybox) IBM (Lotus mobile)
Matrix (MMIS)
Ness (Sybase)
Netwise (Mintbox) browsing solution
(Cellerium) client solution
One (One1Mobile)
Taldor
Social Net working
Social
Networking
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STKI Group in LinkedIn
Social
Networking
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InDuring a 2 month period: 483 members from all of the world, tens ofonline discussions, summit part icipation approvals
My Blog
Social
Networking
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Feins WorldGalit
Current Country Totals
From 15 Oct 2008 to 16 Feb 2009
Israel (IL) 2,203
Summary
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Increased focus on Office of the CIO Advanced IT Gov.:Business value / IT cost optimization
Innovation
Strategic alignment
Alternative Sourcing Models Cloud Computing
GRC-Need for ongoing effort backed by mngt frameworks
New business models Mobile, Social Networks
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Galit FeinVP & Senior Analyst
Capex - Capit al Expendi t ure
IT Budgetmngt
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Allowed company to
increase their profit
in the yearly report by
to depreciating
the investment
over several years
What is Capex ?
IT Budgetmngt
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Companys physical assets:
Capex can include everyt hing
f rom repair ing a roof t o bui lding a brand new fact ory
Zero-Based Budget ing
IT Budgetmngt
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Bottom Up Budgeting - justification ofall expenses must be done every year
Zero-Based Budgeting is built based on
what is needed for the upcoming period
Instead of History Based Budgeting