2015 infrastructure outlook

CEB Infrastructure Leadership Council

Emerging Technology Roadmap2013 to 2016

29 January 2014

A FRAMEWORK FOR MEMBER CONVERSATIONS

The mission of The Corporate Executive Board Company (CEB) and its affiliates is to unlock the potential of organizations and leaders by advancing the science and practice of management. When we bring leaders together, it is crucial that our discussions neither restrict competition nor improperly share inside information. All other conversations are welcomed and encouraged.

CONFIDENTIALITY AND INTELLECTUAL PROPERTY

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3© 2014 CEB. All rights reserved. IEC8157514SYN

AN INTRODUCTION TO THE ROADMAPOver four hundred IT professionals at 84 organizations collaborated to roadmap the adoption of 73 emerging IT Infrastructure and Operations technologies.

■ The resulting roadmap enables you to:

– Compare your technology adoption plans with peers’.

– Streamline the annual refresh of your technology roadmap.

– Reduce risk by surfacing critical factors that can endanger successful implementation or diminish benefits realization.

Technology Prioritization (June)

Roadmap Release (August)

Roadmap Surveys (July)

Interactive Roadmap (September)

Heads of Infrastructure identified 73 emerging technologies

Over four hundred professionals from 84 organizations deeply assessed the technologies

Resulting Emerging Technology Roadmap shows when each technology is ready for prime time

A complimentary online tool lets you filter results for your peer group

Three Assessment Factors

Represents at least half of all companies having a technology deployed at scale.

Adoption Timeline Enterprise Value

Based on: ■ Reduces Infrastructure Cost ■ Improves Infrastructure Service Speed ■ Improves Infrastructure Service Quality

Please note: Security uses modified assessment factors

High Value

Medium Value

Low Value

Deployment Risk

Based on: ■ Marketplace Maturity Risk ■ Architecture Fit Risk ■ Security Risk ■ Support Risk

Please note: Security uses modified assessment factors

High Risk

Medium Risk

Low Risk

2013 2014 2015 2016+


PARTIAL LIST OF THE 84 PARTICIPATING ORGANIZATIONS


KEY TAKEAWAYS

1. Migration to cloud-based architectures has accelerated, especially as Infrastructure makes more use of managed cloud services. Infrastructure organizations plan to triple their use of managed cloud services over the next two years, while use of public cloud will hold at just under 10% of capacity. Cloud usage is clearly maturing, as its use is being split more evenly across development, test, and production environments.

2. CRM/marketing and e-mail/collaboration services are on the front lines of public cloud and mobility. Infrastructure organizations are taking advantage of the cloud and mobile environments to advance collaboration—the first wave of mobile collaboration apps development is already underway, and Microsoft’s 365 solution is anticipated to see mainstream adoption in large enterprises in 2014.

3. More infrastructure investments to support big data are anticipated over the next two years. Over one-third of Infrastructure teams have invested in technologies such as big data–ready storage, Hadoop, and in-memory analytics. But only one-fourth of organizations have made the necessary process and talent investments to enable big data capabilities effectively.

4. Anticipated near-term investment in “software-defined infrastructure” signals a shift in critical dependency from hardware to software. Despite concerns over marketplace maturity, more organizations are planning to deploy software-defined networks and software-defined storage in 2014, reflecting an ongoing trend toward commoditization in the hardware space.

5. Security technologies are maturing faster than organizations’ adoption readiness. Organizations are poised to adopt new tools for APT monitoring and detection, unified threat management, and context-aware firewalling by 2014 amid concerns over organizational and process readiness to take advantage of these technologies yet.


ROADMAP FOR THE PRESENTATION

Adoption of Security as a Service

Anticipated Investment in Software

Defined Networks

Increase in Big Data Investment

Use of Cloud to Accelerate Collaboration

Migration to Cloud-Based Architectures


HOSTING ROADMAP

Technologies by Mainstream Adoption Timeline, Value, and Risk

Cloud usage is clearly maturing with organizations planning to adopt Converged Infrastructure, Managed Cloud Services, SaaS Collaboration and HR solutions in 2014.

Adoption Timeline

Represents at least one-half of all companies having a technology deployed at scale.

High Value

Medium Value

Low Value

Enterprise Value


High Risk

Medium Risk

Low Risk

Deployment Risk


Uncertainty factor

Blue denotes technologies for which significant uncertainty exists on value and risk (33% or more responded “no opinion“).

Sustainable Responsiveness

Asterisk (*) denotes investments correlated with Infrastructure’s ability and confidence that it can sustain service speed and quality regardless of demand/supply shifts.

Source: CEB 2013 Emerging Technology Roadmap Survey.

Source: CEB analysis.

n = 74 IT organizations.

2013

2014

2015

2016+

< 50% Adoption

by 2016

Google Big Query

SaaS ERP Solutions

Public Cloud-Based Databases*

Low-Energy Servers

Massively Multi-Core Servers

Public Cloud-Based PaaS*

SaaS Supply Chain Solutions*

Public Cloud-Based Disaster Recovery

Public Cloud-Based IaaS

SaaS HR Solutions

Hadoop

SaaS Collaboration Solutions*

In-Memory Analytics

Managed Cloud Services

Converged Infrastructure


MAJOR SHIFT TOWARD CLOUD-BASED ARCHITECTURES

Distribution of Hosting StrategiesPercentage of Total Application and Web Hosting Capacity Delivered via Each of the Following Platforms

Application and web hosting capacity on cloud-based architectures is expected to increase from 35% to 59% by 2015.

■ Infrastructure organizations plan to triple their use of managed cloud services over the next two years.

■ Public cloud usage will remain under 10% of capacity by 2015.


Managed Cloud Services

Public Cloud Hosting

Private Cloud Hosting

Traditional IT Outsourcing

Dedicated Physical Servers

0%

50%

100%

45%

22%

30%

2%3%

35%

18%

36%

5%

7%

27%

14%

40%

9%

10%

Today 2014 2015

2%

Note: Values do not add up to 100% due to rounding.



EVOLVE VENDOR EVALUATION FOR NEW DELIVERY MODELS

Evolution of JLL Vendor Evaluation Criteria

In response to changes in the vendor landscape and business needs for speed-to-market and global scalability, Jones Lang LaSalle expands its traditional vendor evaluation criteria to account for new value propositions offered by cloud vendors.

■ The new evaluation emphasizes best fit for the specific business capability required, while also taking into account traditional criteria to evaluate vendors for strategic partnership potential or “best in class” offerings.

Traditional Outsourcing Strategic Outsourcing Cloud Externalization

New Criteria for Cloud ■ Capability maturity ■ Pure-play options availability

Revised Criteria for Emerging Vendors

■ Plug-and-play user interface

■ Three-Point integration (SSO, DLP, monitoring)

■ Flexible TCO ■ Low barrier to entry and exit

Traditional Criteria for Strategic Partners

■ Customizability of user interface

■ Full integration ■ Competitive TCO

Basic Criteria ■ Financial stability ■ Global scalability ■ Security controls ■ Vendor experience ■ Strategic and cultural alignment



“Pure play” capability preferred to avoid integration complexity.

Capability maturity becomes more important than vendor maturity.

High usability of interface and ease of integration is required.

Cloud computing may reduce TCO but not necessarily.

Contracts/SLAs should be flexible to ensure low-cost entry and exit options.

For additional information on JLL Vendor Evaluation Criteria, see Brokering Cloud Externalization Opportunities

https://iec.executiveboard.com/Members/ResearchAndTools/Abstract.aspx?cid=101215557&fs=1&q=jones+lang+lasalle&program=&ds=1

https://iec.executiveboard.com/Members/ResearchAndTools/Abstract.aspx?cid=101215557&fs=1&q=jones+lang+lasalle&program=&ds=1


ENCODE COLLABORATIVE GOVERNANCE

Fidelity’s Click2Compute Governance ModelIllustrative

Fidelity institutes checks and balances in the self-provisioning process to enable flexibility and speed while still maintaining control.

■ Lead Application developers can assign admin rights for provisioning and are responsible for cost management and maintenance of their environments.

Lead developers for different business lines control the level of admin rights for individual developers.

1Automated decision rules are in place to ensure environments are efficiently utilized.

2Click2Compute User Portal

Welcome Back Joe,We have a few a new updates for you. Please be sure to read your service announcements and updates.

Logout Help

Users Permissions Authorized Environments

Dave System Admin Apache, Windows, Linux

Fred Group Admin Windows, Linux

Amy User Linux

Your Bill ■ You have consumed 90% of your

quarterly capacity. ■ Monthly utilization: $XXX ■ Year to date utilization: $XXXX ■ Number of active instances: 200

Updates ■ Overdue: The new security updates

still need to be installed. ■ Don’t forget an updated release is

coming on May 1st.

Service Announcements ■ You have four servers which have

not been utilized in the last week. ■ Servers will shut down if they are

not utilized within the next two days.

Cost visibility is provided in order to encourage responsible provisioning.

4Developers with admin rights are responsible for release, patch management and other self-service activities.

3

“There’s a jaded belief that developers don’t care what things cost.

This isn’t true. It’s that they don’t know what it costs. If you give them the financial information they make better decisions.”

Keith Shinn Vice President, Distributed ComputingFidelity

For additional information on Fidelity Governance Model, see Service-Oriented Cloud Provisioning

https://iec.executiveboard.com/Members/ResearchAndTools/Abstract.aspx?cid=101216632&fs=1&q=fidelity&program=&ds=1

https://iec.executiveboard.com/Members/ResearchAndTools/Abstract.aspx?cid=101216632&fs=1&q=fidelity&program=&ds=1





Defined Networks





EMPLOYEE COMPUTING AND MOBILITY ROADMAP


Most organizations are investing heavily on Mobile Collaboration Applications and Enterprise App Store to enable employee productivity.

■ Large enterprises are expected to adopt Microsoft Office 365 by 2014.

■ Mac OS X for enterprise desktops/laptops will now be implemented in 2014 instead of 2015.


Microsoft O� ce 365

Cisco Unifi ed Communications*

Person-to-Person Mobile Video

3D Printing

Microsoft Lync*

Mobile Collaboration Apps

Bring Your Own PC

Near Field Communications

Mobile OTA Payment

Gmail for Enterprise

Application Delivery Controller (ADC)

Local VDI

Mobile Supply Chain Apps

In-Location Positioning Mobile CRM Apps

Mobile ERP Apps

Mac OS X for Enterprise Desktops/Laptops

Mobile Enterprise Asset Management Apps

Google Glass

Enterprise App Store*

2013

2014

2015

2016+

< 50% Adoption

by 2016


Adoption Timeline


High Value

Medium Value

Low Value

Enterprise Value

Based on: ■ Reduces Infrastructure Cost ■ Improves Infrastructure Service Speed ■ Improves Infrastructure Service Quality ■ Improves Enterprise Employee

Productivity

High Risk

Medium Risk

Low Risk

Deployment Risk


Uncertainty factor






EVOLUTION OF EMPLOYEE COMPUTING TECHNOLOGIES

Major Changes in Employee Computing and Mobility Based on Emerging Technology Roadmap Data

Multi-year transformation of employee computing technologies is led by cloud and mobile environments.

Convergence of Personal and Corporate Technology

■ Mainstream tablet devices ■ Wide support for “bring your own” mobile device program

Rise of Collaboration Apps ■ Wide adoption of Mobile Collaboration apps and Microsoft Lync

Presence of all Apps on Mobile

■ ERP applications will be supported by mobile devices

■ Wide adoption of Bring your own PC in enterprise environment

Corporate E-mail on Cloud ■ Mainstream adoption of Microsoft 365 expected

■ Enterprise App Store and Mobile CRM Apps to go mainstream

Year of the Mobile Enterprise ■ Mainstream MDM tools and BYO-MD

■ Rapid adoption of Desktop and Mobile Device Video

2011 2012 2013 2014 2015


0%

50%

100%

22%

78%

49%

51%

ONE-HALF OF PERFORMANCE COMES FROM COLLABORATION

Relative Importance of Employee Performance Component to Business Unit Profitability

In the past 10 years, the importance of employee network performance has doubled.

■ From 2002 to 2012, the importance of network performance relative to individual task performance increased from 22% to 49%.

■ The relative importance of network performance ranges from 44% to 55% across different job categories.

■ Enterprise contributors are significantly better than low performers at contributing to the performance of others in the network and using others’ work to improve their own performance.

n = 23,339.

Source: CEB, 2002 Performance Management Survey; CEB, 2012 High Performance Survey.

Individual Task Performance

An employee’s effectiveness at achieving his or her individual tasks and assignments

Network Performance

An employee’s effectiveness at improving others’ performance and using others’ contributions to improve his or her own performance

2002 2012


MORE FLEXIBILITY AT THE FRONT END

Logical Separation of the Interface from Applications and Data

IT organizations foster a more democratic interface by providing seamless and secure integration of front and back ends.

■ Accelerating technology changes at the front end make it impossible for IT organizations to keep pace with the developments.

■ IT must instead work on providing a set of integration and security services.

Portfolio of Interfaces

Employees select internally or externally provided interfaces or build their own.

Integration Layer

IT integrates the interfaces with applications and data.

Applications and Data

Data and other internal and external assets run in the back end.

User-Provisioned App Apps from ITTraditional

Applications

Integration and Security Layer

External Data Sources

BU-Provisioned Applications

Internal Data Sources

Enterprise Applications

Enterprise App Store

Managed by IT (But May Be Hosted in the Cloud)

3

2

1





Defined Networks





STORAGE ROADMAP


Infrastructure organizations show increased confidence in adopting cloud-based storage but with concerns for deployment risk.


NoSql

Content Addressable Storage (CAS)*

Linear Tape File Systems (LTFS)

Application Centric Storage

In-Memory Database Management Systems

Cloud-Based Archiving for E-mail/IM*

Fiber Channel Over Ethernet*

Network Unifi ed Storage (NUS)

Hybrid SSD’s

Public Cloud-Based Storage*

Flash Storage Arrays

Software Defi ned Storage

Data Warehouse Appliances2013

2014

2015

2016+

< 50% Adoption

by 2016


Adoption Timeline


High Value

Medium Value

Low Value

Enterprise Value


High Risk

Medium Risk

Low Risk

Deployment Risk


Uncertainty factor






EMERGING TECHNOLOGIES FOR BIG DATA

Big Data Technologies by Mainstream Adoption Timeline, Value, and Risk

Infrastructure groups continue to adopt technologies such as Data Warehouse appliances, In-memory analytics and Hadoop to provide Big Data capabilities.

■ One-fourth of organizations have already invested in big data ready network, hosting and storage capabilities.

Technology Adoption Timeline Enterprise Value Deployment Risk Key Vendors

Data Warehouse Appliances

2013 H2 High Medium IBM, Teradata, Oracle

In-Memory Analytics 2014 H2 High Low SAP HANA, Oracle Exalytics

In-Memory Database Management Systems

2015 H1 High Medium SAP, Oracle, EMC

Hadoop 2015 H2 High Low


0%

40%

80%

6%

44%

12%

56%

24%

35%

33%

27%

38%

30%

41%

18%

Establish Metrics to

Measure Big Data Solution Effectiveness

Strategic Investments

Technology Investments

Establish Data Governance

Policies for Big Data

Increase in Hosting

Capacity to Accommodate

Big Data

Increase in Network

Bandwidth to Accommodate

Big Data

Increase in Storage

Capacity to Accommodate

Big Data

Hire/Train for a Dedicated BI Service Manager

Staff Investments

Plan to Invest Next Year

Already Invested


Infrastructure Organizations Planned Investments for Big DataPercentage of Organizations




BI AND INFORMATION MANAGEMENT DELIVERED TO BUSINESS-FACING IT SERVICES

Business Service Offerings Supported by BI and Information Management

Key BI and Information Management Service Offerings

Support the business services that are consumed by other parts of the organization with information and analytic capabilities.

■ A business service is defined from the top down by outlining the business outcomes it enables.

■ Rockwell’s BI and information management services support the business capabilities delivered by the business services through dashboards, scorecards, foundational data governance, and data integration activities.

Sales and Planning Services

Data Management: The data and information management service delivers foundational information governance, data archiving, and data integration capabilities.

Analytics: The BI service delivers data points that have been transformed into relevant information and the tools to analyze this data.

Reporting: The BI service supports the business capabilities delivered by the business service through dashboards, scorecards, and operational reports.

Description

These services enable the business to develop market plans and integrate marketing and sales activities that generate sales at a global and local level.

Key Service Offerings

■ Sales, including opportunity management and sales reports and dashboards

■ Marketing, including marketing plans, segmentation, and campaigns, and lead management

■ Customer Information, including business partner, territory management, and point of sale information

■ Quotes and Proposals, including work up through accepted terms and conditions

■ Pricing, including agreements, price lists, and negotiations

■ Product Management, including product catalogs, master data management, and product hierarchy

■ Partner Channel Management, including programs for original equipment manufacturers (OEMs) and system integrators

■ Incentive Compensation, including non-annual sales compensation

“Bundling BI into our sales and planning services has significantly

improved the delivery of information and analytic capabilities to our sales staff and distributors.”

Kevin LewisDirector, IT Global Business

ManagementRockwell Automation

Source: Rockwell Automation.





Defined Networks





NETWORK ROADMAP


Despite concerns over marketplace maturity, more organizations are planning to deploy software-defined networks in 2014.

n = 71, IT organizations.

Network Virtualization Solutions*

Software Defi ned Networks (SDNs)

Wi-Fi as a Primary NetworkNetwork Fabrics

Voice Over Wi-Fi

VPLS (Virtual Private LAN Services)

4G Enterprise WAN

2013

2014

2015

2016+

< 50% Adoption

by 2016


Adoption Timeline


High Value

Medium Value

Low Value

Enterprise Value


High Risk

Medium Risk

Low Risk

Deployment Risk


Uncertainty factor






DEMAND FOR SPEED AND FLEXIBILITY

Network Technology Adoptions PatternsPercentage of Organizations

Speed and flexibility govern adoption of network technologies to support increasingly virtualized environment.

■ Organizations adopt more flat network architectures to provide better throughput and flexibility.

■ 4G Enterprise WAN and Wi-Fi as a primary network will provide increased speed and flexibility.


0%

50%

100%

2013 2014 2015 2016 +

Networks Fabrics

Network Virtualization SolutionsWi-Fi as a Primary Network

Softwares Defined Networks (SDNs)

4G Enterprise WAN



LIMITATIONS OF EMERGING NETWORK TECHNOLOGIES

Adoption Timeline, Concerns, and Value Proposition of Network Technologies

Adopting emerging network technologies requires a thorough analysis of potential security risk, return on investment and effort to re-architect existing network.

Network Technology Adoption Timeline Concerns Value Proposition

Network Virtualization Solutions

2014 Introduces higher degree of complexity and requires upskilling of network administrators

Consolidates both hardware and software network resources into a single entity for centralized management

Network Fabrics 2014 Might require re-architecting the network and upgrading hardware

Dynamic and scalable multipoint-to-multipoint architecture providing better data throughput and flexibility.

Virtual Private LAN Services

2014 Not easily scalable to networks with over 200 locations

A virtual private network that allows any to any (multipoint) connectivity

Voice Over Wi-Fi 2014 Lack of consistent user experience Any internet accessible device can be used to make voice calls using a wireless internet network

Wi-Fi as a Primary Network

2015 Performance biggest concern for some applications (e.g., live business conference applications)

Use of wireless connection as the primary source of connection for connecting laptops, smartphones and tablets

Software Defined Networks (SDNs)

2015 Might introduce new security challenges and not suitable for sensitive networks

Provides a central view and control over the network by decoupling the control from the vendor-specific hardware and software

4G Enterprise WAN 2016+ Need to evaluate potential return on investment

Fixed wireless access that provides faster, better and secure network






Defined Networks





SECURITY ROADMAP


Organizations are poised to adopt new tools for APT monitoring and detection, unified threat management, and context-aware firewalling by 2014.


Runtime Application Self-Protection

End-User Biometrics

Security as a Service

Unifi ed Threat Management Tools

XML Gateway Protection Tools*

Context-Aware Firewalling*

APT Monitoring and Detection Tools

Folder-Level Encryption

Self-Encrypting Drives (SED)

Trust on a Chip

2013

2014

2015

2016+

< 50% Adoption

by 2016


Adoption Timeline


High Value

Medium Value

Low Value

Enterprise Value

Based on: ■ Reduces Security and Compliance Costs ■ Reduces Risk ■ Improves Risk Visibility and Compliance

Capability ■ Reduces Business Security Burden

High Risk

Medium Risk

Low Risk

Deployment Risk

Based on: ■ Marketplace Maturity Risk ■ Architecture Fit Risk ■ Support Risk ■ Organizational and Process Readiness

Uncertainty factor






CLOUD SECURITY SOFTWARE ON THE RADAR

Cumulative Adoption Rate of Security as a ServicePercentage of Organizations

Security as a Service Deployment RiskPercentage of Organizations

Heads of Infrastructure have become more optimistic about mainstream adoption of “Security as a Service” and plan to deploy it by 2014.

■ Security as a Service is a cloud-based model to deliver security solutions adopted to address a lack of staff or skills, reduce costs, or comply with security regulations quickly.

■ Dell, Symantec, and IBM are the key vendors who provide Security as a Service solutions.

■ Members report concerns over their organizational and process readiness to take advantage of these technologies yet.

0%

50%

100%

2013 Adoption Plans

2012 Adoption Plans

2014 2015 2016 +

Timeline

Ad

op

tio

n R

ate

Organizational and Process Readiness

Marketplace Maturity Risk

No Opinion

Support Risk

Architecture Fit Risk


0% 40% 80%

44%

31%

10%

8%

6%

2013



TOP TECHNOLOGIES THAT HAVE SHIFTED FORWARD

High Value

Medium Value

Low Value

Enterprise Value

High Risk

Medium Risk

Low Risk

Deployment Risk

Projected Deployment this year (2013)

Projected Deployment last year (2012)

Microsoft Office 365 Software Defined Networks

Folder Level Encryption

Mac OS X Public Cloud-Based Databases

2013 H1 2013 H2 2014 H1 2014 H2 2015 H1 2015 H2 2016+ No Plans to Deploy


TOP TECHNOLOGIES THAT HAVE SHIFTED BACKWARDS

XML Gateway Protection Tools

Application Delivery ControllerNetwork Virtualization Solutions

Massively Multi-Core Servers

Low Energy Servers

2013 H1 2013 H2 2014 H1 2014 H2 2015 H1 2015 H2 2016+ No Plans to Deploy

High Value

Medium Value

Low Value

Enterprise Value

High Risk

Medium Risk

Low Risk

Deployment Risk

Projected Deployment last year (2012)

Projected Deployment this year (2013)


KEY TAKEAWAYS

1. Migration to cloud-based architectures has accelerated, especially as Infrastructure makes more use of managed cloud services. Infrastructure organizations plan to triple their use of managed cloud services over the next two years, while use of public cloud will hold at just under 10% of capacity. Cloud usage is clearly maturing, as its use is being split more evenly across development, test, and production environments.

2. CRM/marketing and e-mail/collaboration services are on the front lines of public cloud and mobility. Infrastructure organizations are taking advantage of the cloud and mobile environments to advance collaboration—the first wave of mobile collaboration apps development is already underway, and Microsoft’s 365 solution is anticipated to see mainstream adoption in large enterprises in 2014.

3. More infrastructure investments to support big data are anticipated over the next two years. Over one-third of Infrastructure teams have invested in technologies such as big data–ready storage, Hadoop, and in-memory analytics. But only one-fourth of organizations have made the necessary process and talent investments to enable big data capabilities effectively.

4. Anticipated near-term investment in “software-defined infrastructure” signals a shift in critical dependency from hardware to software. Despite concerns over marketplace maturity, more organizations are planning to deploy software-defined networks and software-defined storage in 2014, reflecting an ongoing trend toward commoditization in the hardware space.

5. Security technologies are maturing faster than organizations’ adoption readiness. Organizations are poised to adopt new tools for APT monitoring and detection, unified threat management, and context-aware firewalling by 2014 amid concerns over organizational and process readiness to take advantage of these technologies yet.


CEB RESEARCH AND EVENT UPDATES

Questions

If you have questions about this process, please contact your dedicated account manager at CEB.

Umang Preet Kaur [email protected] +91-124-479-6318

Diagnostic Services

Anatomy of a World-Class Infrastructure OrganizationBaseline your performance across the 21 attributes within these groups—Governance, Operations Management, Sourcing, Staff Management, Technology Management, and Service Management—that reflect the evolving environment of Infrastructure today. Use the Anatomy of a World-Class Infrastructure Organization to gain critical insight into your organization, uncover performance gaps, and prioritize key initiatives and continuous improvement efforts.

■ Available year-round on demand

Featured Resources

The Emerging Technology Roadmap for 2013 to 2016

Glossary for the 2013 to 2016 Emerging Technology Roadmap

2014 Emerging Infrastructure Strategies

Upcoming Webinar in 2014

Building the Next Generation PMO Dashboard February 2014

Enabling Marketing Technology Innovation March 2014

Arjun Jolly [email protected] +91-124-479-6113

https://iec.executiveboard.com/members/benchmarking/Abstract.aspx?cid=101175928&s=dd

https://iec.executiveboard.com/Members/Events/EventReplayAbstract.aspx?cid=101225876&s=rt&cont=101178580&s=rl&cont=101178580

https://iec.executiveboard.com/Members/ResearchAndTools/Abstract.aspx?cid=101218236&s=rl&cont=101223851

https://iec.executiveboard.com/Members/ResearchAndTools/Abstract.aspx?cid=101232942&s=top

2015 infrastructure outlook

Documents

prior approval of ceb

infrastructure cost

infrastructure organiza

infrastructure service

technology adoption

resulting roadmap

emerging technologies

intellectual property