In what used to be the IDC Life Science Insights team (now part of the broader IDC Health Insights team), we have brought together seasoned industry professionals who are charged with researching and reporting how technology and innovation is driving organizational strategies within the life science industry.
While many organizations today are providing digital workspaces for their employees, some are not meeting the requirement of a truly digitally transformed work environment. These workspaces that are not up to par are inflexible workspaces. Inflexible workspaces are unable to sufficiently deliver an ideal employee experience, protect what matters most to an organization’s security, and effectively measure the impact of a technology initiative relative to overall business success.
This blog lists IDC’s top 10 worldwide predictions for IT and Business Services. These predictions are meant to help the enterprise with strategic planning within a typical five-year business planning cycle.
This blog lists the top 10 worldwide predictions for connected devices and consumer digital transportation. These technology predictions are meant to help the players throughout the connected device and consumer DX ecosystem with strategic planning within a typical five-year cycle.
Last week, we discussed the rapidly approaching digital economy and outlined the nine new agenda items for CEOs. We also drilled down into the 3 CEO agenda items related to new customer requirements. In this blog, we’ll explore the three new capabilities needed to compete in the digital economy, the new critical infrastructure, and new ecosystems.
The digital economy has been eagerly anticipated for years, but felt to be in the distant future. As we look towards 2020, we can see the digital economy appear on the horizon. By 2023, products and services from digitally transformed enterprises will account for more than half of the global GDP, according to IDC’s research, signalling digital supremacy.
With the onset of digital supremacy just 3 years away, CEOs will quickly find themselves running a new type of organization. And with that new organization comes a new agenda.
This post originally appeared on IDC’s UK Blog, and concentrates on European data. To see the original post, click here.
“Digitally determined” organizations no longer ask if something is possible. They assume it is. Corporate leaders identify what they wish to achieve. Those goals are broken into use cases. The organization then works backward to determine what technologies are needed. IT suppliers need to be on board with these use cases. Many suppliers say they put customers first and that they work backward from business goals to create their products.
IT has always had to support audits and certifications and navigate through what seems like constantly changing requirements. Compliance was visible to the board and IT had to answer to the board. That visibility, though, was rarely outside the building – and historically more top of mind for the CFO, the audit committee, internal audit and the CIO.
In an earlier blog about the Future of Work, and in a recent IDC Perspective, we presented IDC’s view of the Future of Work and offered a framework that provides a way to approach and scope the organizational, policy, and technology changes required to leverage this opportunity in a holistic manner. In this blog, we’ll take a closer look at the growing role of technologies like artificial intelligence (AI), robotics, IPA, and augmented and virtual reality (AR/VR) in automating and augmenting the tasks and processes traditionally accomplished by human workers. We’ll also explore how organizations are planning to acquire the skills required to leverage the opportunities for automation and human-machine collaboration.
