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© 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
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© 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
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© 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
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© 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
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© 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