Daniel Benton, Managing Director at Accenture - High performers in IT

High Performers in IT:

Defined
by Digital

Insights From
Accenture’s Fourth
High Performance IT
Research

© 2013 Accenture. All rights reserved.

Accenture High Performance IT Research.

High Performance IT timeline

Key observations

2005-2006

2007-2008

2009-2010

2012-2013

 Organizations were
caught in an austerity
trap.
 They could not break out
of a vicious cycle where
underinvesting to cut
costs in the short term
meant that long term, it
took more time to
maintain and fix their
legacy systems.

 Organizations were in the
middle of new investment
programs but many were
stopped in their tracks by
the economic downturn.
 High performers took a
strategic approach to
cost reduction and broke
away from their legacy
roots.

 High performers emerged
stronger from the
downturn than did other
organizations.
 They kept investing
during the downturn,
tackling the “legacy
hairball” and investing in
emerging technologies.
 Cost was no longer their
top priority.
 The performance gap
widened between high
performers and other
organizations.

 High performers are
harvesting: working
closely with the business’
customers, building an
analytical capability, and
growing the business.
They are becoming
digital businesses.
 Attention to cost is part
of high performers’
agile architecture.
 High performers are still
as far ahead of other
organizations as they
were in 2010.



High Performance IT requires excellence
across three building blocks
How Accenture
measures high
performance
Accenture’s High Performance IT research assesses the
performance of IT organizations across three building
blocks: IT execution, IT agility and IT innovation

 Based on survey responses, a mean score for each
building block was calculated

 Each respondent’s score was compared to the mean;
leaders were those scoring more than one standard
deviation above the mean

 High performers were leaders in all three building
blocks

2


01

Your new boss?
Your customer
STRATEGY STRAIGHT TALK

You can't think like a database.
You have to think like a customer.


High performers focus their main IT
investment strategies on the needs of
their customers

02

Context is king

IT doesn't exist in a vacuum.
If something impacts the business,
it impacts IT, and vice versa.


50% of high performers consistently
explore economic and business scenarios
compared to 10% of other organizations

03

Business strategy and
IT now work as one

The consolidation is complete.
Your strategy IS your technology.
End of story.


55% of high performers’ IT investments
deliver strategic capabilities to the business
compared to 37% in other organizations

04

Bringing harmony
to hybrid IT

High performers are master
orchestrators of managing new
and existing IT. They are leading
the way in the new hybrid world.


33% of high performers have replaced
parts of their legacy architecture with
cloud alternatives compared to 4% of
other
Accenture High Performance IT Research. organizations

05

Fearlessly digital

The time has come to make the
leap to digital. Every business is
now a digital business.


54% of high performers have experimented
with digital technologies compared to 31%
of other organizations

06

The power of
self-service

Being truly digital means that many
more customers, suppliers and
employees can answer their own
questions—so you don't have to.


High performers allow employees to selfmanage 71% of interactions at work
compared to 36% in other organizations,
and
Accenture High Performance IT Research.this is set to rise

07

Unearthing
data gems

Creating actionable insights out
of the data—wherever it comes
from—is what “Big Data” is all
about.


46% of high performers use analytics to
build customer insights into their processes
compared to 2% of other organizations

08

Agility and speed.
The new normal

If you're not making change
happen on the run, then instead
of being agile, you could be
increasingly vulnerable.


18% of high performers use agile methods
to embed new technologies into their
business faster compared to 3% of other
organizations

09

Plug-and-play
talent

Talent will drive future success.
Figuring out where your
opportunities are—and finding the
right people to work on them—
will pay off.


18% of high performers source their IT
partners strategically compared to 7% of
other organizations

10

Uniting business
risk and IT security

Risk management and IT security
must be in the same room and
on the same page.


27% of high performers are expanding
their security and risk management
functions to include IP, compared to 8%
of other organizations

Stark distinction between high performers and the rest
Summary

High performers now have the tools and know-how—digital tools
and digital know-how—to race far ahead of the rest.
 Will the high performers already on the digital journey be the leaders of
business and industry if they do it right?
 What will happen to the organizations that are distinctly far behind?
 And what will happen to the IT function itself as business and IT converge
in the digital world?
 Will the “high” in high performance be redefined once again?

13

Accenture High Performance It Research 2013
©©2013 Accenture. All rights reserved.
2013 Accenture. All rights reserved.


Daniel Benton, Managing Director at Accenture - High performers in IT

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Daniel Benton, Managing Director at Accenture - High performers in IT