IT Transformation Maturity: an APJC Perspective

Frederic Dussart By Frederic Dussart Senior Vice President & General Manager, Dell Technologies Consulting Lead, APJC & EMEA September 25, 2018

A new ESG Research Insights Paper provides a fascinating update on the state of IT Transformation Maturity across industries and around the globe.

Compared to research conducted one year ago, it’s clear that IT organizations are making progress. The rise is most evident in the lowest stage of IT maturity, with the proportion of organizations ranked as “Legacy” shrinking from 12% to 6%.

The research also broke down results by geography and industry. For example, of the 4,000+ IT decision makers surveyed, 1,374 are from six APJ countries. While organizations face the same goals and challenges (e.g.,79% of APJ respondents say transformation is important for business success, compared to 82% worldwide and 94% in APJ report transformation initiatives underway, compared to 96% worldwide), there are some interesting nuances.

Organizations in APJ are ahead of their counterparts in modern technology adoption, more likely to have moved to hyper-converged, software-defined infrastructure and enabled self-service IaaS (13% vs 9% worldwide). But APJ statistics also show a broader disparity in IT Transformation Maturity―with more companies having achieved Stage 4 “Transformed” status (8% vs 5% worldwide), but also more organizations stuck in Stage 1 “Legacy” (10% versus 4% worldwide).

IT Transformation Distribution - The Maturity Curve

Figure 1: IT Transformation Distribution – The Maturity Curve

Familiar Obstacles

Globally, the proportion of fully “Transformed” IT organizations has only grown by 1%.


In our experience, while every business is different, we do find that organizations run into similar and familiar obstacles—across geographies and across industries.

A bank we’ve begun working with in EMEA, for example, recognizes that speeding the delivery of innovative and quality digital services is critical to competing with new players, as well as other banks. But progress toward that objective has been halting and slow.

What’s the Hold Up?

IT leaders understand that they need modern, software-defined infrastructure for multi-cloud flexibility, cloud native application, and DevOps capabilities to improve quality, innovation, and time-to-market.

In many organizations, however, the focus has been almost exclusively on the infrastructure aspects of “moving to the cloud.” The application, organizational, skillset, and process changes necessary to put cloud to work have been largely ignored or treated as a low priority.

By now, I think, we’ve all heard the adage that a successful IT transformation must encompass “people, process and technology.” 

So why isn’t it happening?

It’s Not Easy!

Few organizations have the luxury of a greenfield deployment and must figure out how to continue to operate legacy applications and infrastructure—maintaining security, availability, and so on—while reducing technical debt and moving to new kinds of application architectures and development practices. Progress requires understanding complex interdependencies and synchronizing changes across multiple domains.

While a modern software-defined infrastructure provides the foundation for the efficiency and agility that digital business demands, it is not enough.

The biggest stumbling block for most organizations is people and process. In place of traditional silos of teams, tools, and processes responsible for managing specific technologies, new roles and skillsets must be defined and developed for end-to-end services delivery.

This challenge is bigger than providing self-service portals and service catalogs for IaaS, PaaS, and so on. It requires people to acquire new kinds of “soft skills” for working closely with businesses to determine and anticipate new needs, for leading agile scrums, for creating and promoting new services, and monitoring the quality of services.

Given the difficulties, it’s not surprising that many initiatives get stuck in an endless planning phase—or fall apart into fragmented, disconnected projects.

Agile Means Leveraging What’s Already Been Done

The good news is that enterprises don’t have to start from scratch. IT transformation programs can build on the experience, solutions and services of others. Like the bank, more and more of the enterprises we work with are asking us not just for technical expertise and support, but for help with IT Transformation.

Over the past 15+ years, Dell EMC has developed and refined methodologies and unique IP and tools for helping organizations develop a holistic top-down and bottom-up IT Transformation strategy.

We offer proven and pragmatic ways that enterprises can accelerate building their business case, keep application, infrastructure, and operating model initiatives aligned and in sync, and sustain IT transformation program momentum over time.

Where Are You?

To thrive in a digital economy fueled by smart, connected devices, personalized services, and data-driven insights, businesses need the speed, agility, efficiency, scale, and cost-effectiveness enabled by IT Transformation.

Figure 2: IT Transformation Outcomes – The Link between IT Transformation and Business Value Is Clear.

Progress begins with an objective understanding of where you stand today. An interactive online assessment tool based on the latest IT Transformation Maturity research data can help by providing a benchmark to your peers in both geography and industry, and customized recommendations and a blueprint action plan you can use to accelerate your IT Transformation.

Frederic Dussart

About Frederic Dussart

Senior Vice President & General Manager, Dell Technologies Consulting Lead, APJC & EMEA

Frédéric Dussart is a Senior Vice President and & General Manager for Dell Technologies Consulting Services, a provider of strategic guidance and technology expertise that organizations need to transform their IT across technology, people and processes. In his role, Frederic is responsible for helping APJ and EMEA customers derive more value and positive business impact from their infrastructure investments through Dell Technologies comprehensive portfolio of Consulting Services offering.

Before moving into EMC Global Services, Frédéric held other senior roles at EMC, including Senior Vice President of EMEA South region (from 2007) and Regional Country Manager for France (from 2003). In these roles, he was responsible for driving the region’s growth and leadership through delivering and supporting the full range of EMC’s products, services and solutions.

Originally Frédéric joined EMC in April 2003 from Hewlett-Packard (HP) where he spent almost 18 years in various positions. His last position for HP was Vice President and General Manager of the Personal Systems Group.

Frédéric graduated in 1985 with Advanced Studies in Civil Engineering. More recently, in 2005 he completed the Columbia Senior Executive Program at Columbia University, New York.

With a wife and three children he is a dedicated family man who is just as happy playing golf or scuba diving off the south coast of France as he is strategizing and leading in the boardroom.

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