2015 12 08 evanta cio summit_miller

1Broadcom Proprietary and Confidential. © 2015 Broadcom Corporation. All rights reserved.

EVANTA CIO EXECUTIVE SUMMITSAN FRANCISCO

William H. Miller, Jr.Senior Vice President and Chief Information OfficerBroadcom CorporationDecember 8, 2015

“DEBUNKING COMMON IT MYTHS 2.0”AN INTERACTIVE IT LEADERSHIP WORKSHOP


APPROACH TO TODAY’S DISCUSSION SESSION

We will explore five topical areas that are highly recognizable to the IT community. These

areas are full of misconceptions which include commentary from vendors, Gartner,

Forrester, venture capitalists and private equity groups. The truth is elusive!

As practitioners of our trade, we will attempt to

“peel the onion back” a layer or two

We will expose multiple perspectives on these topics

based on our industry experience

We may even succeed in debunking some common

IT myths along the way ….


FIVE THEMATIC TOPICS FOR DISCUSSION

1. The Inevitable Inertia of Cloud Computing

2. ERP Systems at the Center of the Enterprise

3. Cyber Security Investment Sizing

4. C-Suite’s Relentless Demands for IT ROI

5. Innovation at the Core of a Technical Organization


TODAY’S APPROACH – RULES OF ENGAGEMENT

Your moderator will present hypothetical statements for your consideration

Your host will present some framing parameters to ignite the conversation

We will collectively debate the merit and accuracy of the leading statements

We will limit discussion on each of these topics to no more than 8 minutes

Feel free to be pithy in your commentary !!!


Discussion Key Concepts Are the majority of enterprise applications moving to the Cloud? Is SaaS/Cloud truly any less complex than on-prem solutions? Can this new world order be managed via contracts and SLA’s? SAP and Oracle voracious procurement of Cloud suppliers vs. Workday

and SFDC organic successes

HYPOTHESIS #1: RAPID ADOPTION OF A HYBRID CLOUD IS THE PRACTICAL APPROACH TO ACHIEVING ‘FAST IT’ AND IMPROVED RESPONSIVENESS

Other Thoughts How do we manage the expectations of our company leadership team? Is a Corporate Policy in order for XaaS? Private vs Public Cloud ... do we understand the end game?

Provocative Statement: Cloud computing is not necessarily the inevitable end state of the modern IT era


Is your ERP truly differentiating to your business? Stay-in-the-Game vs. Win-the-Game mentality Should we be investing more dollars in industry-specific, differentiating

applications and technologies How do we learn to redirect spend over time? What is the right strategy?

HYPOTHESIS #2: ERP SYSTEMS WILL CONTINUE TO REPRESENT THE CORE OF OUR IT INVESTMENT FOR THE FORESEEABLE FUTURE

Other Thoughts Has anyone ever “won in their market” due to ERP capability? What is the best emerging balance of investments over time? Architecture: ERP at the core with Cloud applications on the periphery?

Provocative Statement: Rapid movement away from continued over-investment in ERP systems is the best way for a CIO to establish his or her place as a future company leader

Discussion Key Concepts


Discussion Key Concepts Innovative new IT security capabilities, such as those offered by

emerging Cloud security providers, are changing the game Network-based security service providers will eventually close the

majority of gaps for Corporate America When is enough investment “enough” and how can that be best

articulated to your investors?

HYPOTHESIS #3: A COHESIVE C-LEVEL MODEL FOR ADEQUATE CYBER SECURITY INVESTMENTS WILL CONTINUE TO ELUDE CIO’S

Other Thoughts People and training remain in short supply Threat vectors continue to evolve and finding APT’s will remain an

art form, even with substantial investment Boards continue to become more savvy in this space and have

higher expectations for the enterprise

Provocative Statement: As industry tools, services, and Cloud-based utilities evolve, threats of IP loss and customer data exposure will materially begin to decline


Tight SG&A spending today demands project investments with quantifiable benefit

Projects must sport reasonably short payback periods How hard do we expect our business partners to “sell” an idea for us? Who does the CEO and CFO expect to “own” a technology initiative?

HYPOTHESIS #4: ENSURING A COMPELLING IT PROJECT RETURN ON INVESTMENT IS THE ROLE OF THE SPONSORING BUSINESS AREA

Other Thoughts IT projects increase a CIO’s IT cost while decreasing BU inefficiencies Should an IT leader proceed with a project without BU ROI specified? Are Digital Transformation projects subjected to a different lens?

Provocative Statement: The CIO or IT senior executive is uniquely qualified to guide business partners in meaningful quantification of technology project benefits

Discussion Key Concepts


Discussion Key Concepts We expect innovation to occur naturally in IT Can we find “innovation” in our Service Catalogs? Do our teams and people realistically have time to innovate today? Do we really understand what vectors drive our businesses?

HYPOTHESIS #5: INNOVATION IS INHERENTLY EMBEDDED IN THE CORE OF OUR HIGHLY TECHNICAL IT ORGANIZATIONS

Other Thoughts Can we design-in innovation into our IT shops via organization

structure or personnel selection? Is Bi-Modal IT a logical option? Is the drive to Digital and IoT fundamentally changing the game? How can we effectively measure innovation levels in IT?

Provocative Statement: We must drive innovation into IT organizations in profound and purposeful ways, otherwise daily demands will continue to lessen creative impacts


Thank you for your robust participation!

2015 12 08 evanta cio summit_miller

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