Disruptive Technology In The Enterprise: Future Trends, Impact And Vulnerabilities To Substitution-Aarkstore Enterprise

The motor car, mobile phones, personal computers,Market drivers 87
and so on, are all examples of disruptive technologies.Carbon footprint 87
There are numerous examples throughout modernOvercapacity and IT consolidation 87
business history of disruptive technologies appearing,IT agility 89
apparently from nowhere, to threaten and ultimatelyIT management and staff costs 89
displace existing technologies and the industries andBusiness continuity and agility 90
vendors that grew up around them - such as theInhibitors 91
mainframe industry, communications and storage.Operational and business barriers 91
But disruption is rarely a consequence of technologyAutomation and management challenges 92
innovation alone, rather a reflection of how existingLack of interoperability 92
organizations and markets deal with it. WhileChallenges in maximizing benefits 93
disruptive innovation can be seen as a threat, it isVendor landscape 94
also an opportunity, and indeed a necessity in theOpen source versus proprietary 95
rapidly evolving world of IT and business technology.VMware 97
Modern history suggests that accurate prediction ofMicrosoft 98
disruptive technologies is challenging, however a lookXenSource 98
at past examples can reveal important characteristicsCitrix 99
and similarities between disruptive technologies. ThisImpact versus adoption assessment 100
report aims to provide insight into the patterns andImpact 100
characteristics of potentially disruptive technologiesAdoption 104
and innovation trends, and provide ways of assessingImpact versus adoption assessment chart 107
vulnerability to disruption. As a result, organizationsConclusions 108
can use this insight to understood how best to avoidChapter 5 Cloud computing 112
the threat of disruption.Summary 112
Key features of this reportIntroduction 113
-A survey of CIOs in a variety of vertical industriesWhy is it potentially disruptive? 113
and geographies provides insight into how innovationMarket context 115
is managed, and where there is current vulnerabilityMarket opportunity 117
to disruption.Market drivers 119
-A proprietary assessment model for gaining insightServices-based approach to IT 119
into how successful a potentially disruptive‘Elasticity' 121
technology could be.Variable costs and usage-based models 121
-Offers an assessment model for understanding andDriving down costs in enterprise IT 121
avoiding vulnerability to disruptive technologies.New IT economies 122
-CIO survey reveals where there is most demand forInhibitors 123
improvements in technology performance andLack of trust 123
efficiency.Service adoption and management challenges 124
-Analysis of 4 new technologies showing whichMatching optimal delivery models 124
technologies could be potentially disruptive.Formulating the business case 124
Scope of this reporta) Gain insight into where thereProcurement processes 125
are current vulnerabilities to technological disruption.b)Migration challenges 125
Understand how to identify and characteriseVendor landscape 126
potentially disruptive technologies.c) Find out whereHardware vendors 126
CIOs believe there is the greatest need forPortable devices 127
technological improvement.d) Gain access to aCloud infrastructure services providers 128
disruption assessment model, which provides aCloud platforms 130
method for assessing vulnerability to disruption.e)SaaS-backed platforms 130
Understand which industries and organisations areStack platforms 131
potentially vulnerable to technological disruption.Stand-alone platforms 132
Key findings from this reportSaaS applications developers 132
Disruptions not only displace technologies, they alsoImpact versus adoption assessment 134
fundamentally shift the balance of power in entireImpact 134
industries and, often, spell the end for establishedAdoption 137
market leading vendors.Impact versus adoption assessment chart 139
There is nothing disruptive per se about any newConclusions 140
technology; rather disruption comes from the mannerChapter 6 Open source communications devices 142
in which the industry leaders and players manage it.Summary 142
The drivers and inhibitors of disruption can be broadlyIntroduction 143
divided into two factors: customer need (driver), suchWhy is it potentially disruptive? 144
as greater performance, lower cost, scalability,Market context 145
portability etc. and; barriers to entry (inhibitor), whichMarket opportunity 148
can include unproven ROI, lack of knowledge, cost ofMarket drivers 151
switchover, and so on.Market inhibitors 152
Cloud computing is very likely to become a ubiquitousVendor landscape 153
computing model once the challenges are dealt with,Impact versus adoption assessment 158
and once the issue of trust is overcome.Impact 158
Virtualization's promise of significantly reduced energyAdoption 160
consumption costs and hardware estate costs,Impact versus adoption assessment chart 162
combined with the IT and business agility benefits itConclusions 163
offers, and relative ease and cost of integration andChapter 7 Index 165
deployment means that it is very likely to seeList of Figures
massive uptake, and become an ubiquitousFigure 2.1: The evolution of a disruptive technology 27
technology within 10 years.Figure 2.2: Interaction of intrinsic and extrinsic factors
Key questions answereda) What characteristics arefor disruption 34
common to disruptive technologies?b) How canFigure 2.3: Disruptive technology and business value
organizations assess their vulnerability to disruption?c)37
Will open source communication devices threaten theFigure 2.4: Business value applied to current
incumbent market leaders for mobile applicationinnovations 39
development?d) What impact will the adoption ofFigure 2.5: Impact versus adoption – the
cloud computing as an ubiquitous IT delivery systemprogression of disruptive innovation 40
have on existing market leaders?e) Will NAND FlashFigure 2.6: Areas of business value important to
memory replace DRAM and disk in the data center?organizations – CIO respondent average ratings
 46
 Figure 2.7: The impact of innovations on enterprises in
  Table of Contents : the next three years – CIO respondent average
Table of Contentsratings 47
Disruptive Technology in the EnterpriseFigure 2.8: Business areas where there is most room
Executive summary 10for improvement? (% CIO respondents) 48
Strategies for assessing disruptive technology 10Figure 2.9: Technologies that have most transformed
NAND Flash storage 11organizations in the last two years – CIO
Infrastructure virtualization 12respondent average ratings 50
Cloud computing 13Figure 2.10: How organizations monitor upcoming
Open source communications devices 14technologies – CIO respondent average ratings 51
Chapter 1 Introduction and scope of the report 16Figure 2.11: Does your organization have a future
Introduction 16technology roadmap in place? (% CIO respondents)
Who is this report for? 1752
Research methodology 17Figure 2.12: How organizations test upcoming /
Definitions 17innovative technologies before purchase - % CIO
Disruptive technology 17respondents 53
NAND Flash storage 17Figure 3.13: NAND Flash impact score summary 71
Infrastructure virtualization 18Figure 3.14: NAND Flash adoption score summary 73
Cloud computing 18Figure 3.15: Impact versus adoption final assessment
Open source communications devices 18chart – NAND flash storage 75
Chapter 2 Strategies for assessing disruptiveFigure 4.16: Data center overcapacity 88
technology 20Figure 4.17: The most pressing needs for
Summary 20improvement in the IT department - % CIO
Introduction 21respondents 100
What is a disruptive technology? 21Figure 4.18: Infrastructure virtualization impact score
Examples of disruptive technologies 22summary 101
Defining disruptive patterns 23Figure 4.19: Infrastructure virtualization adoption score
The Innovator's Dilemma 23summary 104
The evolution of a disruptive technology 26Figure 4.20: Impact versus adoption final assessment
Characteristics of a disruptive technology 27chart – infrastructure virtualization 107
Drivers and inhibitors of disruption 31Figure 5.21: Cloud computing overlaps with other
Economic, regulatory and social factors 33technology terms and trends 115
Intrinsic and extrinsic factors 33Figure 5.22: Cloud computing as an IT consumption
Innovation and business value 35model 116
Types of innovation 35Figure 5.23: Cloud computing – the competitive
Business value through disruption 36landscape 118
Strategies for predicting disruption 40Figure 5.24: The gap between IT capacity and IT
Impact versus adoption 40demand 120
Peripheral, non-disruptive innovation 41Figure 5.25: Cloud computing impact score summary
Immature disruptive innovation 41134
Maturing disruptive technology 42Figure 5.26: Cloud computing adoption score summary
Core, non-disruptive innovation 42137
Disruption assessment model 43Figure 5.27: Impact versus adoption final assessment
1. Impact 43chart – cloud computing 139
2. Adoption 44Figure 6.28: Global smartphone annual shipments
Assessing the current potential for disruption 45(000s), 2008-2014 150
Conclusions 54Figure 6.29: Open source communications devices
Chapter 3 NAND Flash storage 56impact score summary 158
Summary 56Figure 6.30: Open source communications adoption
Introduction 57score summary 160
Why is it potentially disruptive? 58Figure 6.31: Impact versus adoption final assessment
Market context 59chart – open source communication devices 162
Market opportunity 61List of Tables
Portable devices 61Table 2.1: Examples of disruptive technologies 22
Data center 62Table 2.2: Characteristics of an early-stage disruptive
Drivers and inhibitors 64technology 28
Drivers 64Table 2.3: Example of drivers and inhibitors of
Inhibitors 65disruption 32
Vendor landscape 67Table 2.4: Intrinsic and extrinsic factors for disruptive
Impact versus adoption assessment 71technologies 34
Impact 71Table 2.5: Different types of innovation 35
Adoption 73Table 2.6: Criteria for measuring disruptiveness of
Impact versus adoption assessment chart 75innovations 41
Conclusions 76Table 2.7: Business Insights survey results –
Chapter 4 Infrastructure virtualization 80where is there most room for improvement in
Summary 80business areas? (% CIO respondents) 49
Introduction 81Table 4.8: Cost savings possible through server
Why virtualization is potentially disruptive 82consolidation 84
Market context 83Table 6.
Market opportunity 85