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THE	
  STATE	
  OF	
  DIGITAL	
  	
  
TRANSFORMATION	
  IN	
  BUSINESS
Opportuni9es	
  and	
  Roadblocks	
  	
  
	
  
©	
  Copyright	
  2015	
  BMC	
  So3ware,	
  Inc.	
   2	
  
WHAT’S	
  AT	
  STAKE	
  IN	
  THE	
  DIGITAL	
  ECONOMY?	
  
To	
  remain	
  compe99ve,	
  companies	
  
must	
  tackle	
  the	
  reality	
  of	
  an	
  	
  
all-­‐digital	
  world	
  and	
  keep	
  up	
  with	
  
everyday	
  business.	
  	
  
©	
  Copyright	
  2015	
  BMC	
  So3ware,	
  Inc.	
   3	
  
METHODOLOGY	
  
We	
  asked	
  100+	
  IT	
  managers	
  at	
  
Fortune	
  1000	
  companies	
  about	
  how	
  
they’re	
  managing	
  their	
  companies’	
  
transi9on	
  to	
  the	
  digital	
  economy.	
  
This	
  is	
  what	
  they	
  had	
  to	
  say.	
  	
  
Source:	
  TechValidate	
  TVID:	
  E8F-­‐391-­‐DC0,	
  The	
  State	
  of	
  Digital	
  TransformaLon	
  in	
  Business	
  
©	
  Copyright	
  2015	
  BMC	
  So3ware,	
  Inc.	
   4	
  
According	
  to	
  respondents,	
  mobile	
  technologies	
  and	
  the	
  	
  
consumeriza9on	
  of	
  IT	
  are	
  having	
  a	
  posi9ve	
  impact	
  on	
  business:	
  
IS	
  THE	
  DIGITAL	
  ECONOMY	
  HELPING	
  	
  
OR	
  HINDERING	
  BUSINESS?	
  
46%	
  
posiLve	
  impact	
  on	
  	
  
customer	
  saLsfacLon	
  
44%	
  
improved	
  ability	
  to	
  	
  
drive	
  innovaLon	
  within	
  	
  
the	
  business	
  	
  
30%	
  
increased	
  	
  
revenue	
  
©	
  Copyright	
  2015	
  BMC	
  So3ware,	
  Inc.	
   5	
  
Companies	
  that	
  are	
  beer	
  at	
  digital	
  service	
  delivery	
  keep	
  and	
  
exceed	
  customer	
  expecta9ons;	
  their	
  con9nued	
  success	
  is	
  
predicated	
  on	
  making	
  this	
  transforma9on.	
  
	
  
COMPANIES	
  ARE	
  DIGITALLY	
  TRANSFORMING	
  
71%	
  	
  
Companies engaged in digital transformation
©	
  Copyright	
  2015	
  BMC	
  So3ware,	
  Inc.	
   6	
  
v	
  
A	
  vast	
  majority	
  of	
  respondents	
  believe	
  their	
  companies	
  see	
  value	
  
in	
  becoming	
  digital	
  enterprises.	
  The	
  most	
  expected	
  benefits	
  are:	
  	
  
BENEFITS	
  OF	
  DIGITAL	
  TRANSFORMATION	
  
©	
  Copyright	
  2015	
  BMC	
  So3ware,	
  Inc.	
   7	
  
Although	
  most	
  respondents	
  (69%)	
  said	
  their	
  companies	
  were	
  in	
  the	
  
process	
  of	
  implemen9ng	
  digital	
  services,	
  the	
  numbers	
  do	
  not	
  show	
  that	
  
companies	
  are	
  set	
  up	
  for	
  success	
  in	
  this	
  transforma9on.	
  In	
  reality,	
  
digital	
  transforma9on	
  ini9a9ves	
  are:	
  
DIGITAL	
  TRANSFORMATION	
  INITIATIVES	
  
15%	
  	
  
Not	
  yet	
  started	
  
36%	
  	
  
On	
  schedule	
  
32%	
  	
  
Behind	
  schedule,	
  	
  
but	
  not	
  significantly	
  
©	
  Copyright	
  2015	
  BMC	
  So3ware,	
  Inc.	
   8	
  
Although	
  the	
  majority	
  of	
  respondents	
  
indicated	
  that	
  their	
  company	
  is	
  in	
  the	
  
process	
  of	
  becoming	
  a	
  digital	
  
enterprise,	
  an	
  alarming	
  number	
  of	
  
respondents	
  noted	
  that	
  they	
  are	
  
somewhat	
  or	
  significantly	
  behind	
  
schedule	
  (35%).	
  
CLEAR	
  BENEFITS,	
  BUT	
  NOT	
  ON	
  TRACK	
  
©	
  Copyright	
  2015	
  BMC	
  So3ware,	
  Inc.	
   9	
  
Many	
  IT	
  managers	
  men9oned	
  roadblocks	
  or	
  challenges	
  in	
  
transforming	
  into	
  digital	
  enterprises,	
  including:	
  
ROADBLOCKS	
  AND	
  OBSTACLES	
  
64%	
  	
  not	
  enough	
  resources	
  to	
  maintain	
  current	
  systems	
  and	
  
develop	
  or	
  incorporate	
  new	
  digital	
  services	
  at	
  the	
  same	
  Lme	
  
48%	
  	
  lack	
  of	
  a	
  comprehensive	
  plaVorm	
  
©	
  Copyright	
  2015	
  BMC	
  So3ware,	
  Inc.	
   10	
  
The	
  reality	
  is	
  that	
  many	
  mid-­‐to-­‐large	
  size	
  companies	
  are	
  facing	
  a	
  
cri9cal	
  turning	
  point:	
  They	
  need	
  to	
  find	
  new	
  ways	
  to	
  deliver	
  
informa9on,	
  products	
  and	
  services	
  along	
  the	
  supply	
  chain,	
  or	
  they	
  
risk	
  losing	
  everything.	
  	
  
	
  
In	
  making	
  this	
  shi3,	
  companies	
  conclude	
  that	
  if	
  they	
  completely	
  change	
  their	
  focus	
  to	
  
adopt	
  or	
  build	
  new	
  digital	
  technologies	
  and	
  services,	
  they	
  leave	
  legacy	
  infrastructure	
  
open	
  to	
  security	
  breaches,	
  systems	
  outages	
  and	
  gaps	
  in	
  customer	
  service.	
  	
  
	
  	
  
The	
  survey	
  results	
  show	
  that	
  companies	
  are	
  making	
  the	
  shi3,	
  but	
  resourcing	
  and	
  the	
  lack	
  
of	
  a	
  comprehensive	
  plaVorm	
  are	
  the	
  main	
  roadblocks	
  to	
  success.	
  	
  
A	
  CLEAR	
  PATH	
  TO	
  DIGITAL	
  
©	
  Copyright	
  2015	
  BMC	
  So3ware,	
  Inc.	
   11	
  
Digital	
  Enterprise	
  Management	
  provides	
  a	
  structured	
  approach	
  to	
  digital	
  IT	
  strategy	
  that	
  
focuses	
  on	
  four	
  key	
  disciplines,	
  each	
  designed	
  to	
  address	
  a	
  set	
  of	
  specific	
  demands	
  facing	
  
customers	
  today:	
  
Digital	
  Service	
  Management.	
  Helps	
  companies	
  rethink	
  tradiLonal	
  models	
  of	
  request	
  and	
  support	
  and	
  deliver	
  a	
  set	
  of	
  
people-­‐centric	
  soluLons	
  that	
  will	
  redefine	
  their	
  relaLonship	
  between	
  the	
  providers	
  and	
  consumers	
  of	
  digital	
  services.	
  
Digital	
  Enterprise	
  Automa9on.	
  This	
  plaVorm	
  represents	
  a	
  more	
  integrated,	
  strategic	
  and	
  absolutely	
  needed	
  
approach,	
  enabling	
  companies	
  to	
  deliver	
  higher	
  levels	
  of	
  industrial	
  efficiency	
  and	
  precision.	
  
Digital	
  Service	
  Assurance.	
  With	
  BMC’s	
  approach	
  to	
  assurance,	
  customers	
  can	
  take	
  a	
  more	
  proacLve	
  approach	
  to	
  the	
  
integrity	
  and	
  performance	
  of	
  digital	
  services.	
  
Digital	
  Infrastructure	
  Op9miza9on.	
  Customers	
  can	
  architect	
  and	
  build	
  systems	
  that	
  avoid	
  wasted	
  capacity	
  and	
  
licensing	
  across	
  their	
  technology	
  porVolios.	
  	
  
For	
  more	
  on	
  Digital	
  Enterprise	
  Management,	
  please	
  visit	
  bmc.com/dem	
  
BMC’S	
  DIGITAL	
  ENTERPRISE	
  MANAGEMENT	
  
©	
  Copyright	
  2015	
  BMC	
  So3ware,	
  Inc.	
   12	
  
BMC	
  is	
  a	
  global	
  leader	
  in	
  soiware	
  solu9ons	
  that	
  help	
  IT	
  transform	
  tradi9onal	
  
businesses	
  into	
  digital	
  enterprises	
  for	
  the	
  ul9mate	
  compe99ve	
  advantage.	
  	
  
Our	
  Digital	
  Enterprise	
  Management	
  set	
  of	
  IT	
  soluLons	
  is	
  designed	
  to	
  make	
  digital	
  business	
  fast,	
  seamless,	
  
and	
  opLmized.	
  From	
  mainframe	
  to	
  mobile	
  to	
  cloud	
  and	
  beyond,	
  we	
  pair	
  high-­‐speed	
  digital	
  innovaLon	
  
with	
  robust	
  IT	
  industrializaLon—allowing	
  our	
  customers	
  to	
  provide	
  intuiLve	
  user	
  experiences	
  with	
  
opLmized	
  performance,	
  cost,	
  compliance,	
  and	
  producLvity.	
  BMC	
  soluLons	
  serve	
  more	
  than	
  15,000	
  
customers	
  worldwide	
  including	
  82	
  percent	
  of	
  the	
  Fortune	
  500®.	
  
ABOUT	
  BMC	
  
BMC,	
  BMC	
  So3ware,	
  the	
  BMC	
  logo,	
  and	
  the	
  BMC	
  So3ware	
  logo	
  are	
  the	
  exclusive	
  properLes	
  of	
  BMC	
  So3ware	
  Inc.,	
  are	
  registered	
  or	
  pending	
  registraLon	
  with	
  the	
  U.S.	
  Patent	
  and	
  Trademark	
  Office,	
  and	
  may	
  be	
  registered	
  or	
  pending	
  registraLon	
  in	
  other	
  countries.	
  
All	
  other	
  BMC	
  trademarks,	
  service	
  marks,	
  and	
  logos	
  may	
  be	
  registered	
  or	
  pending	
  registraLon	
  in	
  the	
  U.S.	
  or	
  in	
  other	
  countries.	
  All	
  other	
  trademarks	
  or	
  registered	
  trademarks	
  are	
  the	
  property	
  of	
  their	
  respecLve	
  owners.	
  ©	
  Copyright	
  2015	
  BMC	
  So3ware,	
  Inc.	
  

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IT Managers Answer Questions about the Future of the Digital Economy

  • 1. THE  STATE  OF  DIGITAL     TRANSFORMATION  IN  BUSINESS Opportuni9es  and  Roadblocks      
  • 2. ©  Copyright  2015  BMC  So3ware,  Inc.   2   WHAT’S  AT  STAKE  IN  THE  DIGITAL  ECONOMY?   To  remain  compe99ve,  companies   must  tackle  the  reality  of  an     all-­‐digital  world  and  keep  up  with   everyday  business.    
  • 3. ©  Copyright  2015  BMC  So3ware,  Inc.   3   METHODOLOGY   We  asked  100+  IT  managers  at   Fortune  1000  companies  about  how   they’re  managing  their  companies’   transi9on  to  the  digital  economy.   This  is  what  they  had  to  say.     Source:  TechValidate  TVID:  E8F-­‐391-­‐DC0,  The  State  of  Digital  TransformaLon  in  Business  
  • 4. ©  Copyright  2015  BMC  So3ware,  Inc.   4   According  to  respondents,  mobile  technologies  and  the     consumeriza9on  of  IT  are  having  a  posi9ve  impact  on  business:   IS  THE  DIGITAL  ECONOMY  HELPING     OR  HINDERING  BUSINESS?   46%   posiLve  impact  on     customer  saLsfacLon   44%   improved  ability  to     drive  innovaLon  within     the  business     30%   increased     revenue  
  • 5. ©  Copyright  2015  BMC  So3ware,  Inc.   5   Companies  that  are  beer  at  digital  service  delivery  keep  and   exceed  customer  expecta9ons;  their  con9nued  success  is   predicated  on  making  this  transforma9on.     COMPANIES  ARE  DIGITALLY  TRANSFORMING   71%     Companies engaged in digital transformation
  • 6. ©  Copyright  2015  BMC  So3ware,  Inc.   6   v   A  vast  majority  of  respondents  believe  their  companies  see  value   in  becoming  digital  enterprises.  The  most  expected  benefits  are:     BENEFITS  OF  DIGITAL  TRANSFORMATION  
  • 7. ©  Copyright  2015  BMC  So3ware,  Inc.   7   Although  most  respondents  (69%)  said  their  companies  were  in  the   process  of  implemen9ng  digital  services,  the  numbers  do  not  show  that   companies  are  set  up  for  success  in  this  transforma9on.  In  reality,   digital  transforma9on  ini9a9ves  are:   DIGITAL  TRANSFORMATION  INITIATIVES   15%     Not  yet  started   36%     On  schedule   32%     Behind  schedule,     but  not  significantly  
  • 8. ©  Copyright  2015  BMC  So3ware,  Inc.   8   Although  the  majority  of  respondents   indicated  that  their  company  is  in  the   process  of  becoming  a  digital   enterprise,  an  alarming  number  of   respondents  noted  that  they  are   somewhat  or  significantly  behind   schedule  (35%).   CLEAR  BENEFITS,  BUT  NOT  ON  TRACK  
  • 9. ©  Copyright  2015  BMC  So3ware,  Inc.   9   Many  IT  managers  men9oned  roadblocks  or  challenges  in   transforming  into  digital  enterprises,  including:   ROADBLOCKS  AND  OBSTACLES   64%    not  enough  resources  to  maintain  current  systems  and   develop  or  incorporate  new  digital  services  at  the  same  Lme   48%    lack  of  a  comprehensive  plaVorm  
  • 10. ©  Copyright  2015  BMC  So3ware,  Inc.   10   The  reality  is  that  many  mid-­‐to-­‐large  size  companies  are  facing  a   cri9cal  turning  point:  They  need  to  find  new  ways  to  deliver   informa9on,  products  and  services  along  the  supply  chain,  or  they   risk  losing  everything.       In  making  this  shi3,  companies  conclude  that  if  they  completely  change  their  focus  to   adopt  or  build  new  digital  technologies  and  services,  they  leave  legacy  infrastructure   open  to  security  breaches,  systems  outages  and  gaps  in  customer  service.         The  survey  results  show  that  companies  are  making  the  shi3,  but  resourcing  and  the  lack   of  a  comprehensive  plaVorm  are  the  main  roadblocks  to  success.     A  CLEAR  PATH  TO  DIGITAL  
  • 11. ©  Copyright  2015  BMC  So3ware,  Inc.   11   Digital  Enterprise  Management  provides  a  structured  approach  to  digital  IT  strategy  that   focuses  on  four  key  disciplines,  each  designed  to  address  a  set  of  specific  demands  facing   customers  today:   Digital  Service  Management.  Helps  companies  rethink  tradiLonal  models  of  request  and  support  and  deliver  a  set  of   people-­‐centric  soluLons  that  will  redefine  their  relaLonship  between  the  providers  and  consumers  of  digital  services.   Digital  Enterprise  Automa9on.  This  plaVorm  represents  a  more  integrated,  strategic  and  absolutely  needed   approach,  enabling  companies  to  deliver  higher  levels  of  industrial  efficiency  and  precision.   Digital  Service  Assurance.  With  BMC’s  approach  to  assurance,  customers  can  take  a  more  proacLve  approach  to  the   integrity  and  performance  of  digital  services.   Digital  Infrastructure  Op9miza9on.  Customers  can  architect  and  build  systems  that  avoid  wasted  capacity  and   licensing  across  their  technology  porVolios.     For  more  on  Digital  Enterprise  Management,  please  visit  bmc.com/dem   BMC’S  DIGITAL  ENTERPRISE  MANAGEMENT  
  • 12. ©  Copyright  2015  BMC  So3ware,  Inc.   12   BMC  is  a  global  leader  in  soiware  solu9ons  that  help  IT  transform  tradi9onal   businesses  into  digital  enterprises  for  the  ul9mate  compe99ve  advantage.     Our  Digital  Enterprise  Management  set  of  IT  soluLons  is  designed  to  make  digital  business  fast,  seamless,   and  opLmized.  From  mainframe  to  mobile  to  cloud  and  beyond,  we  pair  high-­‐speed  digital  innovaLon   with  robust  IT  industrializaLon—allowing  our  customers  to  provide  intuiLve  user  experiences  with   opLmized  performance,  cost,  compliance,  and  producLvity.  BMC  soluLons  serve  more  than  15,000   customers  worldwide  including  82  percent  of  the  Fortune  500®.   ABOUT  BMC   BMC,  BMC  So3ware,  the  BMC  logo,  and  the  BMC  So3ware  logo  are  the  exclusive  properLes  of  BMC  So3ware  Inc.,  are  registered  or  pending  registraLon  with  the  U.S.  Patent  and  Trademark  Office,  and  may  be  registered  or  pending  registraLon  in  other  countries.   All  other  BMC  trademarks,  service  marks,  and  logos  may  be  registered  or  pending  registraLon  in  the  U.S.  or  in  other  countries.  All  other  trademarks  or  registered  trademarks  are  the  property  of  their  respecLve  owners.  ©  Copyright  2015  BMC  So3ware,  Inc.