Debunking IT Myths - 2014

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1 om Proprietary and Confidential. © 2013 Broadcom Corporation. All rights reserved. William H. Miller, Jr. SVP and Chief Information Officer Broadcom Corporation IT SENIOR EXECUTIVE FORUM “DEBUNKING COMMON IT MYTHS” AN INTERACTIVE LEADERSHIP WORKSHOP

Transcript of Debunking IT Myths - 2014

Page 1: Debunking IT Myths - 2014

1Broadcom Proprietary and Confidential. © 2013 Broadcom Corporation. All rights reserved.

William H. Miller, Jr.SVP and Chief Information OfficerBroadcom Corporation

IT SENIOR EXECUTIVE FORUM

“DEBUNKING COMMON IT MYTHS”

AN INTERACTIVE LEADERSHIP WORKSHOP

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2Broadcom Proprietary and Confidential. © 2013 Broadcom Corporation. All rights reserved.

APPROACH TO TODAY’S DISCUSSION SESSION

We will explore five topical areas that are highly recognizable in the IT world today

These areas of full of misconceptions

As key practitioners of our trade, we will “peel the onion back” a layer or two

We will bring a range of perspectives on these topics based upon our industry experience

We will attempt to debunk some common IT myths along the way …

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3Broadcom Proprietary and Confidential. © 2013 Broadcom Corporation. All rights reserved.

FIVE THEMATIC TOPICS TO DISCUSS TODAY

1. The Inevitable Inertia of Cloud Computing

2. ERP Systems at the Center of the Enterprise

3. Innovation at the Core of a Technical Organization

4. The Internet of Things (IoT) and the Transition to Digital

5. The “Always Connected World” and Employee Productivity

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Feel free to be pithy in your commentary !!!

TODAY’S APPROACH – RULES OF ENGAGEMENT

Your moderator will present hypothetical statements for your consideration

Your host will also present some framing parameters to start the conversation

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

Your moderator will respectfully challenge some of the today’s norms

We will limit discussion on each of these topics to no more than 10 minutes

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Discussion Key Concepts Are the majority of enterprise applications moving to the Cloud?

Is SaaS/Cloud actually any less complex than on-prem solutions?

Can this new world order be successfully managed (via contracts and SLA’s)?

SAP 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 Is a Corporate Policy in order for XaaS?

How do we manage the expectations of our company leadership team?

Private vs Public Cloud .. do we understand the true end game?

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

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Is your ERP truly differentiating to your business?

Stay-in-the-Game vs. Win-the-game mentality

Do you have a strong AMS/Offshore leverage model to reduce cost?

Should we be investing more $$ in industry-specific, differentiating applications and technologies

How do we learn to redirect spend over time? What is the right recipe?

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

Other Thoughts Has anyone ever “won in their market” due to an ERP capability?

What is the best emerging balance of investments over time?

What new, disruptive investments might drive your organizational performance to new levels?

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

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7Broadcom Proprietary and Confidential. © 2013 Broadcom Corporation. All rights reserved.

Discussion Key Concepts We expect innovation to occur naturally in IT

But can we find “Innovation” in our Service Catalogs?

Do our teams and people realistically have time to innovate today (e.g. are we truly innovating or simply going through the motions?)

Do we really understand what vectors drive our businesses?

HYPOTHESIS #3: INNOVATION IS INHERENTLY AT 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?

Place small bets fast … then assess

How can we 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

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Discussion Key Concepts The rapid proliferation of connected devices is real (>150M wearable

devices shipping by 2017)

Convergence of Big Data, Analytics, and innovative Mobile Apps

Sensors in the workplace; sensors in the community at large

Gartner and Cisco revenue projections ($4.6T Public Sector opportunity over the next decade)

How is your industry changing and what will your product lines need?

HYPOTHESIS #4: THE INTERNET OF THINGS (IoT) REPRESENTS THE NEXT GREAT HYPE CYCLE

Other Thoughts The Digital Conversion is on; are we ready as IT professionals?

Can CIO’s help drive culture change in companies?

Chief Digital Officer vs CIO – should you be worried?

Provocative Statement: The emergence of the Internet of Things is incontrovertible and provides CIOs with an excellent opportunity to lead industry digital transformation

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Discussion Key Concepts One of the fastest growing segments of IT is Mobility; will these

demands continue to accelerate?

What is the Value Proposition or ROI for mobility in our companies?

Device independence and BYOD – but at what IT cost?

Do expectations for employee availability track mobility offerings?

HYPOTHESIS #5: EVOLUTION TO PERPETUALLY-CONNECTED HAS IMPROVED INDUSTRIAL PRODUCTIVITY IMMEASURABLY

Other Thoughts The “always-on culture” is contagious --- but is it a good thing?

Do we further and promote bad behavior as purveyors of IT?

Can we support a more pragmatic work-life balance?

Are “digital free zones” in our companies realistic?

Provocative Statement: The mobile, always-on culture has created a generation of obsessed professionals with limited time for creative thinking and poor work/life balance

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