the future of the it professionals in the mature markets future of the it professionals.pdf ·...

38
© 2013 IBM Corporation The Future of the IT Professionals in the Mature Markets Jean-Philippe Charlets, IBM

Upload: buinhi

Post on 28-Jul-2018

230 views

Category:

Documents


0 download

TRANSCRIPT

© 2013 IBM Corporation

The Future of the IT Professionals in the Mature Markets

Jean-Philippe Charlets, IBM

© 2013 IBM Corporation2

Topics

Prologue “Context in which the IT Professional lives today”

Outcome of an IBM BeNeLux TEC Study “The Future of the IT Professionals in the Mature Markets”

– The Study Team – Definitions used in the Study– Approach for the Study– Findings – Recommendations

Major Recommendation “The Need for a Career Framework” An Example “The IBM Career Framework” Epilogue

© 2013 IBM Corporation

The ICT Sector determines our lives today Our daily life is “full of ICT”

– For young children, it is a “fact of life”

But there are not sufficient ICT Students

For example in Belgium ...– July 2013: 11700 vacancies for ICT

experts! Economic impact!

– ICT students who finish their studies, find almost immediately a job!

New hirees often get in-company specific training to get up to speed

Companies realize it makes sense to hire experienced ICT professionals as well

3

“Institute For The Future” identifies 6 drivers to shape the future workforce:

– Longer life spans– Rise in smart devices and

systems– Advances in sensors and

processing power– Multimedia technology– Continuing evolution of social

media– Globally connected world

The ICT Sector underpins this future!

http://www.iftf.org/home/

© 2013 IBM Corporation

ICT Employment still looks promising

The ICT Sector alone will be looking to hire at least 1.7 million people in the coming years

– Brasil: 200 K– USA: 800 K– Europe: 700 K

4

As ICT merges with sector-specific technologies across the economy, hybrid jobs are produced, E.g.

– Bio-engineering– Power grid informatics– Digital media – Social and mobile applications

“Fun and creative jobs” that combine ICT with every imaginable field

On a global scale, ICT markets are shifting towards non-OECD economies

– The OECD countries’ share of the world market: 84 % (2003) 76 % (2009)

– The top 250 ICT corporations are increasingly non-OECD firms

– The USA internet business: 30+% of global revenues 40+% of net income

But... In most OECD countries, increases in ICT services employment outweighed declines in ICT manufacturing employment

OECD: 20 countries originally signed the Convention on the Organization for Economic Co-operation and Development on 14 December 1960. Since then fourteen countries have become members of the Organization. Please take a look at:

http://www.oecd.org/general/listofoecdmembercountries-ratificationoftheconventionontheoecd.htm

© 2013 IBM Corporation5

Water Management

Logistics

Home Healthcare

Our planet faces multiple challenges

Railway Administration

Transportation

Grid

Availability of GREEN energy

Remote healthcare and patient monitoring

More intelligent traffic systems and efficient human mobility

Smart water management across geographies and yearly seasons

Fast and smooth shipments

For all of them, IT is an important part

of the solution ...

© 2013 IBM Corporation6

Wide Area Network

IoT Access Appliances

Physical World

Sensor Network

IoT Service Platform

Smart supply chain

Smart grid

Smart healthcar

e

Smart building

app1 app2 app3

Data Center

IoT Application Gateway

Water Management

Logistics Scalable Automatic Intelligent Distributed

Real-time Integrated Predictive Actionable

50,000,000,000 devices

500,000 units (1:1000)

500,000,000 units (1:100)

Home Healthcare

These solutions lead to complex changes to “traditional” workloads and applications

Railway Administration

Transportation

Grid

© 2013 IBM Corporation7

The IT Sector is not really in the spotlights ...

IT Professionals are expected to provide innovative solutions for the society and economy

IT Professionals must also build, run and maintain the complex infrastructures that support these innovative solutions

While this are attractive opportunities, the context is not evident

Economic crises occur with more frequency “IT must do more with less”

The Business of IT is “under pressure” due to economic and skill realities

– Outsourcing, Off-Shoring and Near-Shoring– People costs !

The image of the IT Sector is questionable to even bad

– Ex. Films and TV Series focus on policemen, teachers, doctors, soldiers, business leaders, politicians, detectives, athletes, showbizz stars, ...even gangsters

Server Spending Management Cost – Standalone Servers Management Cost – Virtual Servers Power and Cooling Expense– Physical Server Installed Base– Virtual Server Installed Base

Economics of the Data CenterLabor Costs are major factor in spending

$0

$50

$100

$150

$200

$250

$300

'96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13

WW

IT S

pe

nd

ing

(U

S $

B)

0

10

20

30

40

50

60

70

80

90

WW

Se

rve

r In

sta

lled

Ba

se (

Mill

ion

s)

© 2013 IBM Corporation8

Recent Examples

When IT is in the news, it is seldomly positive ...

There was an exception ...

*** Not intended to be our judgements ***

© 2013 IBM Corporation9

Trends

Certifications– Professions

IT Architect, IT Specialist, Project Manager

Level 1, Level 2, Level 3 Open Group, Intra-Company

– Frameworks TOGAF, ITIL, CMMI,

PRINCE2, ...– Products

DB2, Cognos, MCP, Oracle, ...

… Business Technology Management (BTM) is a

management science that seeks to unify business and technology decision-making at every level in an enterprise. BTM delivers a set of guiding principles, known as

BTM capabilities. These capabilities are combined to form BTM solutions, around which a

company's practices can be organized and improved….

Business/IT Fusion - How to move beyond alignment and transform IT in your organization is a business book authored by Peter Hinssen.

It discusses an approach to IT management that moves beyond the classic model of business/IT alignment: alignment focused on the

collaboration between business and IT, Hinssen suggests that the future evolution in IT lies in the convergence of the two parties: integrating IT

into the business rather than treating it as a supplier. The work is presented as a guidebook to "IT 2.0".

© 2013 IBM Corporation10

Topics

Prologue “Context in which the IT Professional lives today”

Outcome of an IBM BeNeLux TEC Study “The Future of the IT Professionals in the Mature Markets”

– The Study Team – Definitions used in the Study– Approach for the Study– Findings – Recommendations

Major Recommendation “The Need for a Career Framework” An Example “The IBM Career Framework” Epilogue

© 2013 IBM Corporation11

This Study intends to provide Answers on Key Questionsthat keep IT Professionals awake

Economic Context

Need for Innovation

Image of IT

Off-Shoring and Near-Shoring

Potential of and Expectations towards IT

Is an IT career still promising and opportune?

How should I start a career as IT Professional?

How can I progress my career?

Should we adapt the education curriculum?

Who should we recruit? How should we select

candidates? How should we develop and

guide our IT Professionals?

Which “IT Profiles” do organizations need?

What does this mean for the Education Institutes?

What does this mean for the (future) IT Professionals?

What does this mean for recruiters and HR?

© 2013 IBM Corporation12

IBM BeNeLux Study Team IT Architects, IT Specialists, DEs of the IBM BeNeLux Technical Expert Council

30 Technical Leaders of IBM BeNeLux Mission Statement

– Strengthen IBM BeNeLux's ability to deliver value to customers and lead in the technology market …

– by interconnecting people in the technical community and beyond …– to identify and act on topics that matter business objectives of IBM BeNeLux

BeNeLux affiliate of the IBM Academy of Technology

800 IBM technical leaders Domain experts from multiple geographies and multiple IBM's business units Rich technical agenda: of studies, conferences and consultancies Facilitates IBM's technical development More tightly integrate the company's business and technical strategy Yearly Global Technology Outlook IBM leads the world in U.S. patents each year from 1993 through the present

“IBM Honors Employees with Highest Technical Award For Breakthrough Innovations”Dr. David Ferrucci, Lead IBM Watson Scientist, Among those Honored

http://www-03.ibm.com/press/us/en/pressrelease/34435.wss

© 2013 IBM Corporation13

Definitions

“IT Professional”– IT Architect– IT Specialist– IT Project Manager– IT Consultant

“...the IT Professional uses insight into the business of the enterprise to architect, design, deploy, manage and document, state-of-the-art IT

systems and components ...”

Profession <> Job Role

Profession– This is a career framework for acquiring, validating, and

applying skills and experience– “Stable”

Role– Is business-driven, focused experience acquisition– Might involve application of skills from multiple

professions– “Variable”

© 2013 IBM Corporation14

“IT Professionals in the Mature IT Markets” Anno 2013

A correct definition is not trivial – an attempt

The primary address of the IT Professional is in the USA, Canada, the UK, Sweden, Norway, Denmark, Finland, Germany, France, Italy, BeNeLux, Switzerland, Austria, Spain, Portugal, Japan or Australia (*)

The employer of the IT professional has at least one legal office based in the same country as the primary address of the IT professional

– The IT professional has an employment contract in a Mature Country

The IT professionals have taken or are taking their education in a university, high school or equivalent education institute that is funded with money from a Mature Country

The clients (both internal and external) for whom these professionals are working can be anywhere in the world, in any market

(*) Western European Countries, USA, Canada, Japan, Australia

© 2013 IBM Corporation15

Profile of Respondents Organizational Diversity

– Academic World Universities, High Schools

– Cross-Industry Financial Services, Telco, Utilities,

Public, IT, Manufaturing, Retail Small and Medium Business and “Big”

companies Local and International Organizations

People Diversity– IT Professionals

IT Architects, IT Specialists, IT Project Managers, IT Consultants

– Non IT Professionals Executives, People Managers,

Recruiters, Line Of Business Managers– Demographic spread

Man and Women Dutch and French Speaking Belgium, The Netherlands, Luxembourg

Multiple ages

Create Survey-A with Open Questions

Conduct Interviews and

Collect Information

Summarize Information

from existing studies and interviews

Develop Survey-B for

Mass Distribution

Send Out Survey-B and

Collect Information

I

Statistical Analysis(*) of Survey-B

Results

IIExtend Report

with Findings

Develop Findings based on Survey-A

Develop Conclusions

and Recommendati

ons

Report by Study Team

Improved Report by

Editor

(*) Analysis Techniques Used IBM SPSS modules STATISTICS and

MODELER for all analyses Kruskal-Wallis non-parametric

ANOVA test for analysis of Company Size, Job Role, Sector effects

Principal Component Analysis and Varimax Rotation/Kaiser Normalization for Factor Analysis

© 2013 IBM Corporation16

General Findings

The top 20 highest rated characteristics are composed out of 5 types

Technical capabilities only count for 35 %

The IT Professional will need to develop a holistic and polyvalent profile

“T-Shaped Professional”Π-Shaped Professional

Analysis of “Essential” charactersitics

© 2013 IBM Corporation

Findings by Domain

Technical Capabilities– “Wanted Hard Skills” are situated in the area of IT Architecture, Security,

Integration Expertise

Non-Technical Capabilities– Business Case development, Project Management, People Management

are important profile items

Personal and Leadership Capabilities– “Doing the extra mile” makes a difference: building a Personal Network,

taking Responsibility in the Technical Community, being a Role Model, Mentoring and Coaching

Recruitment Focus– Emphasis is on General and Deeply Specialized professionals– Acceptance of Flexible Working Hours is a “must”– Recruiters would like to spend less attention to enforce diversity – “the best

person for the job” is preferred – then diversity comes “by itself”

Types of Challenges– Innovation and Business Progress (Products Services, Business Models) – Improve Efficiency and Effectiveness of Business Processes

17

© 2013 IBM Corporation

Findings about Recruitment and Employee DevelopmentWhat about Women and Girls in ICT?

February 2012, International Telecommunication Union (ITU)

... a bright future is offered by ICT opportunities for a new generation of women ...

The ICT Sector needs to create an enabling environment for women and girls, because:

Research indicates that narrowing the male-female employement gap has been an important river or Europe’s economic growth in the last decade

Restricting job opportunities for women is costing the AP region between 42 and 46 Billion USD a year !!

Engaging women and girls for ICT work, is not only the right thing to do from the point of social justice, it is also about smart economics

18

© 2013 IBM Corporation

Additional Findings

Academic Degrees (Bachelor, Master, MBA, PhD) are very important to essential Qualifications

– Product Certifications (IBM, Microsoft, Oracle, Cisco, ...) and Professional Certification (ITAC, ITSC) are just “nice to haves”

Young Graduates and Experienced Professionals are both very “hot”– Generation “C” should consider an IT career!

Connected, communicating, computerized, communcity-oriented, always clicking, content-centric– Off-shoring, Near-shoring and Outsourcing have become less relevant

Multiple organizations aready went through an Outsourcing exercise ...

19

Definitions– Small Enterprise: up to 1.000

employees– Medium Enterprise: between

1.000 and 5.000 employees– Large Enterprise: more that

5.000 employees

Small enterprises – Rate Business Architecture, Business Process

Knowledge, BPM, Business Case Development as less important

– Expect less Enterpreneurship from their IT staff– Perceive CxO connection as less important– Are less interested in Professional Experienced

Hires – Rate Off shoring and Outsourcing generally very

low as sourcing options– Evaluate Academic Qualifications as relatively less

important

© 2013 IBM Corporation20

Influence by the Industry Sector Sourcing

– Especially in the Public Sector, Off-Shoring is considered as less relevant– Probable cause: priority is given to the own employees, partially for legal and statute

reasons

Recruitment and employee development– Essentially in the ICT Sector, the willingness to travel by the IT professional is expected

to be significantly higher than in other sectors

Personal and Leadership Capabilities– Especially In the ICT Sector and the

Financial Services Sector (FSS), it is expected from the IT professional to evolve to a role model and a mentor

– Probable cause: in the ICT and FSS sector the acquisition of new skills must occur so fast, that traditional education is not sufficient to “make the difference” in a short time frame. Coaches allow to “accelerate the market value increase” of the IT professional

© 2013 IBM Corporation21

Correlations with “Innovation” Innovation has correlations with other characteristics

– A clear link with entrepreneurship and also with communication, people management, and networking

– A negative correlation with Professional Experienced Hires.

This suggests that organizations considering Innovation as important may have a preference to develop innovative capabilities in house, instead of hiring experienced professionals.

Innovation innovare "to renew or change," Although the term is

broadly used, innovation generally refers to the creation of better or

more effective products, processes, technologies, or ideas that are

accepted by markets, governments, and society. Innovation differs from

invention or renovation in that innovation generally signifies a

substantial positive change compared to incremental changes.

© 2013 IBM Corporation22

Recommendations for Education Providers Do not only spend attention to traditional technology and product oriented

courses but also focus on ...– Architecture and Design– Security Concepts– Integration – Mobile Computing

Also focus on ...– Creative Thinking and Innovation– Business Case Development– Serious Gaming

Extend training with a structured follow-up process and on-the-job skill coaching Switch from “just in case” learning to “just in time” learning

– e-Learning and Distance Learning Prepare for a methodology to acquire skills and competencies

– “Teach how to learn, how to acquire skills and knowledge, and how to digest wealths of information”

– “Give a man a fish; you have fed him for today. Teach a man to fish; and you have fed him for a lifetime ” – Chinese Proverb

Make clear the modern IT Professional focuses on creating solutions for business problems, using ICT

Secondary Schools:– Invite real practitioner to give a speech about “A day in the life of an IT Professional”

‒ Communication ‒ Business Insight‒ Project Management‒ Leadership

© 2013 IBM Corporation23

Recommendations for IT Professionals

If you are an expert in the area of IT Architecture, Business Architecture, IT Infrastructure and/or Security and Privacy Solutions, you are sure to find a job

If you want to grow your skills rapidly, start your career in the IT sector, where there is a rich tradition for mentoring

– But be prepared to travel more frequently

Companies look for generalist IT Professionals or deeply specialized IT Professionals

“Computer Nerds” can find a job more easily in smaller companies and have more chances in the Public Sector

As Experienced IT Professional, it is less evident to continue a career in a small company

If you are interested to be hired by a large company, you need to invest in formal qualifications, preferably an Academic Degree

© 2013 IBM Corporation24

Recommendations for HR Departments

Search for people ...– Who like to reason and act on relatively high levels of

abstraction and conceptual thinking ... OR

– ... people who like to dive deep in technology

People hired to become IT professionals, must be interested in learning about the business environment and industry trends

Candidates for an IT job must demonstrate potential for people management, and/or clear communication, and/or coaching

IT professionals in-spe must be willing to travel and accept flexible working hours

The engagement process must include tests on innovative thinking and creativity

Cross-company mentoring should be encouraged– Beneficial for all involved parties

© 2013 IBM Corporation

Extension to the Study ~ The Role of the Government Enable ICT growth

– Build human capital – domestic and foreign 43% of doctoral candidates in science and engineering are foreign

students Start initiatives to increase the number of highly skilled ICT graduates

– Access to financial capital by SMB ICT start-ups through loans and venture capital investments, tax deferrals, advantageous credit facilities

East London: a new ecosystem is developped involving 60 venture capitalist firms focusing on new ICT technologies

– Continuing evolution of network infrastructure and software development

– Extend the number of ICT users and consumers with “participating” citizens

25

Skills demand will grow in green ICT services and software development and most organizations will be seeking to deploy green ICT effectively

Environmental impact assessments Development and evaluation of green ICT strategies Carbon reporting and offsetting Green procurement Server consolidation and optimization of data centers

Consulting Opportunities

© 2013 IBM Corporation26

Topics

Prologue “Context in which the IT Professional lives today”

Outcome of an IBM BeNeLux TEC Study “The Future of the IT Professionals in the Mature Markets”

– The Study Team – Definitions used in the Study– Approach for the Study– Findings – Recommendations

Major Recommendation “The Need for a Career Framework” An Example “The IBM Career Framework” Epilogue

© 2013 IBM Corporation

The Need for a Career Framework

The Study we presented, confirms the Findings of other similar Studies Companies require an consistent enterprise-wide Career Framework,

directly linked to the Client Experience Chain– This Career Framework must cover Professional Development and Career

Advancement– Professional Development must focus on Expertise, Capabilities and

Competencies

Advantages of a Career Framework:

27

Increase the value for the clients and the competitive edge

More development opportunities and clearer guidance for employees

Build richer talent pipeline woth sales, delivery, technical capabilities

Cross-company career movement and development

Reduce top contributor attrition

Increase employee satisfaction

Increase client satisfaction

Increase Revenue

Cost Savings

© 2013 IBM Corporation

Value Proposition by Key Stakeholder Group

Clients ShareholdersManagersEmployees

Employees with the capabilities valued most and who deliver the desired results

More engaged, motivated employees who are committed to the business

Employees are more capable of understanding how they can address the company’s needs

“Best in class”, seamless service – from sales through delivery through support

Consistent employee capabilities worldwide who can support the global business needs

Employees who can create innovative solutions to challenging business problems

Employees with deeper, more versatile capabilities linked to what the clients value most

Employees with higher levels of motivation and commitment leads to lower turnover on my team

Greater clarity to advise employees on how to advance their career

A common language for discussing career advancement and development with employees- and helping them identify their next role

Transparency in moving employees from one BU to another

Easier identification of talent based on their capability profile

Simplified career-related processes and tools

Decreased turnover and increased employee and client satisfaction = more profitability = more money in my pocket

Consistent, positive growth and a sharper competitive edge in existing and emerging markets

Leaders with stronger business management capabilities translates into stronger revenue growth

Improved image as a market leader and best in class company to work for, which strengthens the company brand

More patents, increased innovation

Clear guidance on how to progress in my career

A deeper understanding of what skills and capabilities my clients’ value and how I can develop myself in these areas

A common language for talking about my career and development with my manager and mentors

Easier transference of my capabilities to other roles

Greater opportunity to demonstrate my potential through my versatile capabilities and experiences

Increased commitment to my employer of choice

An integrated career experience - simplification of career-related processes and tools

28

© 2013 IBM Corporation29

Topics

Prologue “Context in which the IT Professional lives today”

Outcome of an IBM BeNeLux TEC Study “The Future of the IT Professionals in the Mature Markets”

– The Study Team – Definitions used in the Study– Approach for the Study– Findings – Recommendations

Major Recommendation “The Need for a Career Framework” An Example “The IBM Career Framework” Epilogue

© 2013 IBM Corporation

IBM Career Framework contains 3 Tiers

Job Role Expertise

Develop deep skills and expertise specific

to a particular job

Employees use a tool to run their Expertise

Assessment and close gaps between current skill levels and their targets

Career Capabilities

Build a broad set of capabilities to advance

a career

Employees use the Career Framework to develop client-valued capabilities, document

their progress, and apply for progression

in the Career Framework

IBM Competencies

Demonstrate the leadership that

distinguishes IBM

Employees grow and document their

progress in unique leadership IBM

Competencies that are differentiators for

IBM

++Expertise Capabilities Leadership

© 2013 IBM Corporation

31

The IBM Career Portal is a worldwide intranet platform employees use to develop their job expertise, career capabilities, and leadership competencies

Employees find a wealth of resources:

Career snapshot and calendar of activities to focus on

Live access to Career Advisors around the glbe

Formal and informal learning

Recommended and popular learning

Experiental learning Projects and Jobs

within IBM CV and Résumé

guidance Social networking

community

Organized in three simple steps Managers manage their own careers and can have career-oriented discussions with their employees

Access to their employees’ career profiles

Career discussion preparation

Tool kit for engaging and developing employees

Guidance about their role in enabling employees in the Career Framework

Social Networking community

Values of the IBMer• Dedication to every client’s success• Innovation that matters – for our company and for the world• Trust and personal responsibility in all relationships

Global Opportunity Marketplace

The gateway to job openings worldwide available to all IBMers

© 2013 IBM Corporation

32

IBM’s Career Framework aligns career development with key client-valued capabilities – and helps to guide employee’s career growth

Employees progress through the framework by demonstrating higher levels of client value

Actualizing IT Solutions Consulting Defining Architectures Developing and Supporting Products Enabling the Globally Integrated Enterprise Executing a Globally Integrated Supply Chain Implementing Technical Products Managing Projects and Programs Managing the Business Managing the Client Experience Providing Industry Insight Selling Supporting IT Solutions

CAPABILITIES

The framework ensures consistency across all jobs, lines of business and market

Thought LeaderEntry Foundation ExpertExperienced

ExecutiveLeaders

Up-line Leaders

First-line Leaders

Emerging Leaders

Design Principles:• Continuous Development• Leaders Developing Leaders• Accelerate Hi Po’s• Action Learning• Community Building

© 2013 IBM Corporation33

Topics

Prologue “Context in which the IT Professional lives today”

Outcome of an IBM BeNeLux TEC Study “The Future of the IT Professionals in the Mature Markets”

– The Study Team – Definitions used in the Study– Approach for the Study– Findings – Recommendations

Major Recommendation “The Need for a Career Framework” An Example “The IBM Career Framework” Epilogue

© 2013 IBM Corporation

The Skills Framework for the Information Age (SFIA) Foundation

Provides a comprehensive listing of professional skills

Framed across six broad categories of skills

Oriented towards the “Information Age”:

– Strategy and architecture– Business change– Solution development and implementation– Service management– Procurement and management support– Client interface

Please read more on www.sfia.org.uk/cdv4/index.html

34

© 2013 IBM Corporation35

Related Studies IBM Institute for Business Value – Insight from the Global Chief HR Officer Study

– http://www-935.ibm.com/services/c-suite/chro/study.html

Agoria - ICT 2015– http://www.agoria.be/s/p.exe/webextra/prg/izContentWeb?SessionLID=1&vUserID=999999&vWebSessionID=4326&t=Daily&ENewsID=54044&TopicID=4551&ComingFrom=Back2search&FWords=&TopicList=4551&ShowSummary=no&From=0&FAction=searchTopic

The Future of the IS Discipline Further Reflections– http://www.lse.ac.uk/collections/informationSystems/newsAndEvents/2006events/hirschheim.htm

Daniel H. Pink: A Whole New mind, Riverhead Books NY, 2005– http://www.danpink.com/whole-new-mind

The Association for Computing Machinery (ACM) - Curriculum Guidelines for Undergraduate Degree Programs in Information Systems

– http://www.acm.org/education/curricula/IS%202010%20ACM%20final.pdf

Gartner – Versatility, Initiative, Business Knowledge Essential for Success– http://www.gartner.com/press_releases/asset_139314_11.html

The Skills Framework for the Information Age (SFIA)– http://www.sfia.org.uk/

Open Group– http://www3.opengroup.org/

The Open Group – “ITAC Conformance Guidelines”– https://www2.opengroup.org/ogsys/jsp/publications/PublicationDetails.jsp?catalogno=x062

© 2013 IBM Corporation36

Related Studies (Cont.) Institute for the Future

– http://www.iftf.org/ Monitoring eskills supply and demand in Europe

– www.eskills-monitor.eu Mircosoft ICT Roadmap and website for ICT Students

– http://www.microsoft.com/learning/student-career/en/us/default.aspx IDC –Dell (2008), Green IT Barometer: European Organisations and the Business Imperatives of

Deploying a Green and Sustainable IT Strategy, IDC, White Paper, September– www.dell.com/downloads/global/corporate/environ/comply/IDCWP28Q.pdf

European Commission Code of Best Practices for Women and ICT (2009)– http://ec.europa.eu/information_society/activities/itgirls/doc/code.pdf

OECD (2009), “The Impact of the Crisis on ICTs and their Role in the Recovery”, DSTI/ICCP/IE(2009)1/FINAL

– www.oecd.org/dataoecd/33/20/43404360.pdf. OECD (2010) OECD Information Technology Outlook.

– www.oecd.org/document/20/0,3746,en_2649_33757_41892820_1_1_1_1,00.html Van Der Vyver, Glen (2009) The Search for the Adaptable ICT Student, University of Southern

Queensland, Toowoomba, Australia - Volume 9, 2009, Journal of Information Technology Education– http://jite.org/documents/Vol8/JITEv8p019-028VanDerVyver306.pdf

© 2013 IBM Corporation37

Finally ...

IT service delivery evolves continuously, driven by both technology evolutions and business requirements

This cycle of transformation in business and technology drives to innovation in both areas

The IT professional therefore needs to focus on an comprehensive education in both domains, which will lead to a broad knowledge base

At the same time, it is mandatory to combine this with extensive training and practice to increase one’s capabilities and maturity

Finally, becoming an agent of progress is fundamental to survive in a rapidly changing context, and leadership will make the difference

The only constant in the ICT sector is perpetual change

Π

© 2013 IBM Corporation38

Questions [email protected]