Building the Change-Capable Organization to Meet the Top Technology Trends of 2012 and Beyond

7/30/2019 Building the Change-Capable Organization to Meet the Top Technology Trends of 2012 and Beyond

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50 Years of Growth, Innovation and Leadership

Building the Change-capable Organization to Meet

the Top Technology Trends of 2012 and Beyond

A Frost & Sullivan

Executive Brief

www.frost.com


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CONTENTS

Abstract ..................................................................................................................................4

The Case for the Change-capable Organization ................................................................5

Top Six Technology Trends for 2012 and 2013 .....................................................................5

The Drivers of Change and Opportunity ...........................................................................5

Competencies for the Change-capable Organization ........................................................9

Change Management ..........................................................................................................9

Process Optimization ...........................................................................................................10

Information Governance......................................................................................................12

Information Insight...............................................................................................................13

Conclusion ..............................................................................................................................14

Resources ................................................................................................................................15


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ABSTRACT

Firms that wish to position themselves for success in 2012 and the next decade will need to

build a business model that is change-capable. A change-capable organization can respond

nimbly to myriad market, technology, and competitive changes without redesigning its

supporting operation and infrastructure from scratch.

A number of technology trends and changes are both driving and enabling the change-capable

organization in the coming 18 to 24 months. These technologiescloud computing, social

media, mobility, data growth, business intelligence, and compliancewill underscore the

competitive advantages of innovation, speed-to-market, and designed for change for rms

that seek a competitive advantage.

This paper, a collaborative effort between Frost & Sullivan, a research and advisory

organization, and Paragon Solutions, an advisory consulting and systems integration company,

rst examines the trends of these signicant technology drivers and enablers. This rst

segment takes a snapshot of the statistics for these technology trends, and identies the

areas of growth and adoption. Armed with market trend numbers, this paper provides a

framework of specic competency areas for change-enabling the organization, so it can be

change ready for long-term sustainability.

A change-capable

organization can

respond nimbly

to myriad market,technology, and

competitive changes

without redesigning its

supporting operation

and inrastructure

rom scratch.


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THE CASE FOR THE CHANGE-CAPABLE ORGANIZATION

Traditional, monolithic business models of past decades had more insular and xed components,

making change a cumbersome and expensive proposition. While these models strove for

operational excellence and economies of scale, they were vulnerable to unforeseen changes:

disruptive technologies, upstart competitors, and faltering economic markets, to name a

few. Most businesses have started evolving to a change model out of necessity, driven by

the pressures of competition and squeezing out costly operational overhead. However, as

the top technology drivers and trends (cloud computing, social business, mobility, data

growth, compliance and analytics) become competitive mandates, the need to adapt and

embrace these changes will accelerate. Firms will need to develop a deliberate plan to enable

adaptation within their organization. A number of key competencies will ensure certain rms

are more successful than others: change management, process optimization, information

governance (IG), and information insight.

New Competitors

The Change-

capable

Organization

Tools/Technology

Trends

Cloud Computing

Social Business

Compliance

Data Growth

Analytics

Mobility

Change

Competencies

Change Management

Process Optimization

Governance

Information Insight

Economic

Changes

Regulatory

Mandates

Source: Frost & Sullivan and Paragon Solutions

TOP SIX TECHNOLOGY TRENDS FOR 2012 AND 2013

The Drivers of Change and Opportunity

Six key technology trends and changes have moved to the hot priority list for the next 12to 24 months. These prioritiescloud computing, social business, mobility, managing data

growth, analytics and compliancehave the ability to either create obstacles for existing

organizations, or can provide unique enabling opportunities for the change-capable organization.

Organizations seeking to maintain competitive ground should monitor and assess the potential

disruption, both positive and negative, these trends can mean for their business.

A number o key

competencies will

ensure certain frms

are more successulthan others: change

management, process

optimization,

inormation

governance (IG), and

inormation insight.


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A recent survey

showed that 26

percent o B2B

marketing budgets

are allocated to

content marketing, o

which social media

is one o the most

popular tactics.

Cloud Computing

Cloud computing provides an opportunity to increase capacity and add capabilities without

investing in new infrastructure or licensing new software. It can encompass any service that

extends information technologys (IT) capabilities in real time. Frost & Sullivan estimates the

cloud computing market (infrastructure as a service, or IaaS) in the United States at $1.75

billion, with a ve-year compound annual growth rate (CAGR) of 50 percent through 2015.

Providers such as AT&T are allocating upward of $1 billion of their capital budgets to focus

on cloud services. Content depotsorganizations that collect, store, protect, and deliver

large quantities of digital contentare the fastest-growing consumers of storage. Continued

growth is predicted despite specic organizational issues, such as appropriate application of

cloud services to the enterprise computing environment, management of cloud resources, and

security of the cloud.

Frost & Sullivan has identied four industries leading the adoption of the cloud in 2012:

nancial services and insurance, healthcare, high-tech, and professional services. Cloud

computing takes up about 26 percent, on average, of a companys IT budget. Companies areusing the cloud for business agility as they need faster time to market. As rms are looking to

maximize their investment in existing IT infrastructure and storage, this technology appeals

across numerous sectors.

Social Business

Social networkingincluding sites such as LinkedIn, Facebook, Twitter, YouTubeaccounts for

nearly one in ve minutes of online activity today. Social networks and blogs reach almost

80 percent of active Internet users in the United States. With 800 million active Facebook

users and upward of 155 million tweets sent per day, social networking has become

entrenched in behavior. Retailers looking to enhance their brand positioning have adoptedthe use of social media for promotions and advertising; and the B2B market is quickly following

suit. A recent survey showed that 26 percent of B2B marketing budgets are allocated to

content marketing, of which social media is one of the most popular tactics. It is currently used

by 74 percent of B2B marketers. Each social media channel is seeing increased adoption by this

group, by between 15 percent and 20 percent.

More than half (56 percent) of corporate users predict the value of social media will increase

for their companies during the next 12 months. The main reason is the increasing reach and

power of social media, although low cost and speed are also important.

In a recent study conducted by Frost & Sullivan, 75 percent of healthcare professionals reported

using social media within their institutions. More than half (53 percent) of institutions use

either dedicated staff or external parties for social media efforts (38 percent and 19 percent,

respectively). Only 15 percent of institutions have a dedicated budget for social media, although

of this group 57 percent have increased their budget allocation in 2012. Among those that

do not have a dedicated budget, 13 percent report plans to budget funds within the next year.


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Mobile devices will

displace PCs or many

business unctions.

Within the pharmaceutical industry, while mobile marketings share of the marketing mix

increased 288 percent during a two-year period (2009 to 2011), social media doubled its share

of the marketing mix in the same time period, increasing by 99 percent. Many pharmaceutical

companies are using social media specically to monitor feedback from multiple channels,

including public sentiment on drugs and therapeutic areas.

As for insurance, about 25 percent of companies use social media for marketing, with

signicant activity planned in 2012. Furthermore, a study of nancial services rms found

that 40 percent expect to invest up to 10 percent of their overall marketing budget on social

media in the coming 12 months.

Mobility

Mobile devices have changed the way information is consumed. The global smartphone

market has grown swiftly. In 2012, more smartphones and tablets will be shipped than PCs and

laptops. Smartphone shipments are expected to reach 500 million in 2015. Mobile devices

will continue to offer much richer functionality to the extent they will displace PCs for many

business functions.

Mobile banking users in the United States, for example, will increase by two-thirds during the

next two years; from 28.7 million users in 2011 to 52.5 million in 2013. Companies must have

the ability to market through a variety of channels, to integrate information technology across

them, to develop mobile applications, and to drive digital commerce.

Mobile payments are also gaining ground. Frost & Sullivan expects signicant action in the

contactless payments space during the next two years in the United States, with several

commercial deployments and rollouts enabling consumers to use their mobile phones for local

purchases at the point of sale. The entry of top mobile operators and leading smartphonevalue chain participants, as well as new devices such as tablets, are expected to drive the mobile

payments industry forward.

Data Growth

In most U.S. economic sectors, companies with 1,000 employees or more store, on average,

more than 235 terabytes of data. Globally, 15 petabytes of new information are created daily.

Mountains of data are created from nancial transactions and customer interactions, but this

has been eclipsed by the unstructured information created and owing from new devices

and multiple points along the business value chain. Knowledge workers are constantly adding

data from multiple sources in many forms: graphics, video, and other multimedia applications;

business continuity needs for disaster recovery; compliance records retention; and medical

industry standards. This is growing at a CAGR of 80 percent. With the proliferation of mobile

devices and communication outlets, the growth rate is not expected to slow down. Keeping

that informationstoring, managing, accessing, and protecting itis now a rapidly growing

cost. We see the impact of spiraling data growth in the growth rate of the storage market (18

percent year-over-year growth of a $31 billion market), which has historically been the rst line

of defense for IT managers buckling under the burden of increasing information les.


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In banking, healthcareand pharmaceuticals,

Big Data will be the

main component in

targeted marketing

and personalized

medicine.

This data growth increases the need for analytics, the data that can be mined to provide a

holistic view of a customer and a business. The volume and complexity of data necessitates

the use of more sophisticated analysis techniques and technology to yield the value of the

data. Banking and insurance have taken a lead in using the massive amounts of data compiled.

Within the healthcare industry, large hospital chains, national insurers, and drug manufacturersare in a position to grow through the sharing and analysis of their deep data reserves.

Analytics and Business Intelligence (BI)

Analytics has evolved beyond marketing and customer care and is being used by operational

teams across an enterprise. Big Datathe analysis of large data setswill provide rms

the ability to incorporate unstructured content and analyze behavior and preferences across

multiple business units. Previously, this effort would have been too costly and complex. The

use cases for Big Data are proven in areas such as communications and retail, where large

volumes of variable data can provide a 360-degree view of customers and their interactions

with the company.

In other industries, such as banking, healthcare, and pharmaceutical, Big Data is just gaining

ground as a cost-effective way to do detailed analysis with information that is growing at a

rapid rate. For these industries, Big Data will be the main component in targeted marketing and

personalized medicine. Some recent estimates of the overall BI and analytics market size it at

$10.5 billion in 2011, representing a 13.4 percent growth rate from the previous year.

The demand for BI and analytics will continue as Big Data gets bigger. It is a priority for CIOs

in the coming year as they recognize that 1.8 zettabytes of information were created and

replicated last year, and almost 90 percent of that was unstructured.

Compliance

Across all industries, some consistent compliance trends have emerged:

Demand for stronger data protection

This concerns customer-specic information including nancial and personal information.

Recent high-prole data breaches drive home the need to secure customer and other

proprietary data. Approximately 558 incidents in the United States cost businesses $6.5

billion in 2011. The average cost per company was $7.2 million.

Security for new IT models such as cloud

Security concerns was ranked as the top response to a Frost & Sullivan survey about

the shortfalls of cloud computing (55.3 percent). The nancial services and insurance

industries lead the demand for security from the cloud, driven to ensure business

continuity, prevent loss of intellectual property, and enhance employee productivity. These

companies have also been adopters of add-on modules such as encryption to adhere to

regulatory compliance.


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Consistently,

executives have

ranked a number

o reasons or the

ailure o change:

organizational

unpreparedness,

lack o sponsorship

and commitment at

multiple levels, and

poor management

o the program.

The continued trend in e-discovery to manage growing litigation costs

Some estimates calculate the cost of discovery involving electronically stored information

(ESI) as half or more of the litigation budget. To manage that cost, rms are continuing to

evaluate and invest in e-discovery technologies and solutions.

Both within the United States and globally, strict compliance standards have recently been

rolled out in the nancial services sector, with the goal of avoiding another economic crisis

similar to what happened after 2009. The Dodd-Frank Wall-Street Reform and Consumer

Protection Act, Basel III and Solvency II have specic liquidity and capital requirements for

nancial services institutions. The implementation required for the new rules could cost some

of the larger U.S. banks up to $100 million, depending on the approach taken.

COMPETENCIES FOR THE CHANGE-CAPABLE ORGANIZATION

Change Management

For signif icant, enterpri se-scal e initiatives, managing change is a critical success factor.

According to the Wharton School of the University of Pennsylvania Executive Education

Program on Leading Organizational Change, Researchers estimate that only about 20 to 50

percent of major corporate reengineering projects at Fortune 1000 companies have been

successful. Mergers and acquisitions fail between 40 to 80 percent of the time. Recent surveys

show that large-scale technology deployments are, on average, two times over budget. But

even at the smaller scale, holistic organizational readiness is an important component for

success. Unfortunately, this competency is often overlooked until the project is declared a

failure for not having met management expectations.

Consistently, executives have ranked a number of reasons for the failure of change:

organizational unpreparedness, lack of sponsorship and commitment at multiple levels, and

poor management of the program. Addressing these and other factors at the outset by scoring

the readiness and prioritization of particular initiatives across areas such as technology,

training, communication and more, rms can develop a heat map of initiatives on which they

are most prepared to embark. Those that score highest have both the greatest likelihood of

success and impact to the organization. From there, the change management plan is developed,

with stakeholders engaged and prepared to manage the scale, duration, and importance

of the program.

Change Management in Action

The fastest-growing technology initiatives, such as cloud computing and mobilitywhile initiallydriven at the CIO levelare making strides outside the IT department with value to the line

of business that translate into faster time to market. For adoption of these technologies to

successfully take hold, a number of key factors need to be evaluated and planned for: changes

to the business process, responsiveness and acceptance by internal and external stakeholders,

and impact to corporate or regulatory compliance. Ignoring these could spell disaster and

undermine customer and investor trust.


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The changes

caused by

technology drivers

are jump-startingoperational process

optimization

initiatives.

One more consideration exists: to execute the change management program well, it needs to

be integrated tightly with the specic initiative. If it is a stand-alone program managed from

the outside, buy-in will be low. For example, rms in the pharmaceutical industry looking

for ways to improve their contract sales effectiveness through a revenue management cloud

solution are nding poor system adoption without a strong change management program inplace. This is not surprising, given that software implementation impacts multiple segments of

the business, touching numerous stakeholders, such as distributors, administrators, providers,

and ultimately patients.

In other industries such as nancial services, insurance and healthcare, change management is

being integrated into two main categories: revenue-producing process optimization programs

and compliance-mandated information governance initiatives. In both cases, management

priorities are moving beyond the cost-cutting value proposition of the past decade to

competitive differentiation with improved and better managed customer, member, and patient

interactions.

More integrated change management initiatives are anticipated to be launched as rms attempt

to embrace the top six technology drivers.

Process Optimization

Process optimization is a hybrid competency born of the 1990s corporate reengineering

wave and business process management technologies of the past decade. As a result, todays

process optimization initiatives have both operational and technology implications. In some

cases, the changes caused by technology drivers are jump-starting operational process

optimization initiatives.

Data Growth and Compliance Drive Pharmaceutical Process Changes

The pharmaceutical industry has seen an increased focus on optimizing the R&D process,

specically in clinical operations where data growth and regulatory compliance have exacerbated

process latencies. With all other segments of the pharmaceutical value chain having been

examined for efciency during past decades, clinical operations has two key candidates for

optimization in the coming year: electronic Trial Master File (eTMF) and risk-based monitoring.

An eTMF is a library of documentsliterally thousands of pagesrequired by health

authorities to verify proper conduct and oversight of each clinical trial. As a result of the

manual nature of the process that includes trial sponsors and research organizations, the effort

is burdensome and fraught with inconsistencies and potential regulatory risk. On its own,

converting paper documents to electronic does not create the efciencies required to make

eTMF benecial. Coupled with organizational workow improvements, however, eTMF can

deliver the maximum benets required for a growing clinical study portfolio.

In another area of clinical operations, the move to risk-based monitoring is being driven from

the need for pharmaceutical rms to better manage the increasing number and complexity of

clinical trials. With more than 30 percent to 40 percent of a companys clinical study budget


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The value proposition

or cloud will move

rom cost savingsand predictability

to innovation

and competitive

advantage.

going to on-site monitoring, rms are looking to supplant this brute-force approach, which

is growth-constrained, with the use of a more centralized, technology-enabled monitoring

process model. Supported by the U.S. Food and Drug Administrations recent guidelines, this

outcome-based model will enable rms to improve their clinical trial efciency, enhance subject

protection and improve the quality of clinical trial data.

For Financial and Insurance Firms, It is All About the Customer

Process optimization in nancial services and insurance rms is being targeted at customer-

facing business interactions such as client on-boarding, account opening, and the transferring

of accounts and claims. As these rms are looking to generate additional revenue and directly

improve the quality of service with their clients, these externally facing initiatives have gained

ground over pure-cost efciency plays.

In nancial services, whether initiating a new client or adding new services for an existing

client, the account opening process typically takes weeks. Front-line advisors review client

applications and supporting documents to establish client identity, prepare pricing and billing,

develop risk proles, issue user credentials, and more. Banks looking to differentiate themselves

are seeking to streamline the administrative component of on-boarding and emphasize the

advisory componentwhere clients perceive the most value. The case for optimization is

compelling on two fronts: cost savings and revenue growth. Firms are interested in stemming

the customer attrition rate of nearly 30 percent of new customers, as well as looking to

cross-sell new clients within the rst 90 days of signing on.

In banking and insurance, improving overall transactional self-service is accelerating the growth

of mobility and ipping business models from branch ofce/agent-driven to on-line/personal-

device driven. Research shows customers are more frequently interacting with their nancial

institutions without agent interaction. With ease of use and increased satisfaction being theattraction for customers, rms are redesigning processes to enable tools that add immediate

value and create more opportunities for upselling.

For insurance rms, ling a claim is known as the moment of truth. Both healthcare and

property and casualty claims processes require various types of information, often from a

variety of sources, that must be collected, reviewed, and managed. Some 25 percent of claims

are initiated with paper, slowing down the process to enable capturing of the information,

entering data into an online system, validating information, and then onto the adjudication of

the claim. The process can take 30 days without having to deal with exceptions. Implementing

technology to address this business challenge (both on premise and cloud) requires a review

and redesign of existing business processes.

Cloud and Social Networks Are Driving Optimization

For all industries, cloud computing represents an opportunity to redesign existing value chains

and workows. As the cloud market moves from infrastructure-as-a-service and software-as-a-

service to applications-as-a-service, the value proposition for cloud will move from cost savings

and predictability (chief IT concerns) to innovation and competitive advantage (key business


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The inormation glut

has made governance

a top priority in the

coming year or frms

looking to navigate

changes brought by

compliance mandates,

data growth, and

emerging technologies.

line concerns). Cost-burdened, nonregulated businesses have been the rst to migrate to

cloud technology. As security and data protection issues are handled condently, banks and

pharmaceutical rms will adopt forms of cloud technology for their IT and business models.

The rapid adoption of social media within the past year is also having an impact on how rms

are looking at their business processes. Organizations are looking to replicate the collaborative

and conversational process model that is inherent in social networks such as Facebook and

Twitter. For most businesses, this process is being targeted directly at customers through

promotions or customer service channels to monitor immediate feedback and preferences.

Some industries, especially those that require innovation from global teams such as the

pharmaceutical industry, nd social platforms can also accelerate creative collaboration. So,

increasingly social networks are redesigning how customers and employees are interacting.

The focus on process optimization will be tightly aligned with the most successful technology

initiatives to enable both operational cost savings and faster time to value.

Information Governance

The information glut has made governance a top priority in the coming year for rms looking

to navigate changes brought by compliance mandates, data growth, and emerging technologies.

Historically, data growth has been an IT concern that was addressed with increased storage.

That approach has created costly overhead and exposure to compliance risk.

Governance addresses an organizations need to proactively manage information from creation

to archival and disposition. Regulated industries with paper documents have been engaged in

governance practices for decades. In fact, most rms have some type of governance practices

and policies already baked into their paper-based processes. However, governance as a strategic

corporate capability is an emerging discipline that is encompassing a cross-section of functionalareas: IT, compliance, legal, and operations.

The perfect storm created by exponential unstructured data growth and the changes in the

mid-2000s of the Federal Rules of Civil Procedure exposed the costs and risks of unmanaged

electronic information stores and elevated IG from an IT and back-ofce problem to a chief

executive ofcer problem.

Looking for the Needle in the Haystack

Traditional information management approaches were not discriminating. The back-up

everything approach seemed inexpensive and manageable. Organizations stored volumes of

data on backup magnetic tapes that would typically be sent off-site for storage. Litigation and

increased regulation changed that. Teams of legal reviewers would have to sift through volumes

of discoverable stored information, which incidentally had a limited shelf l ife. The legal costs

to these rms were staggering and generally exposed the rms to unnecessary risks. For many

rms, a tiered approach and schedule to storing and disposing of information was the rst step

in building a more manageable and defensible strategy.


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Organizations willincreasingly be

required to show

regulators in the

coming 24 months

that stringent data

privacy policies exist,

and are taught and

enorced.

A More Proactive Model

A number of challenges are going to make a proactive IG strategy a front-and-center initiative

for rms looking to better balance costs and compliance.

Uncontrolled, unknown contentGrowing le shares, and collaboration and knowledge sharing sites, have created

environments where compliance and records managers cannot easily apply IG policies.

Often called information in the wild for obvious reasons, this information is often created

and stored outside the scope of corporate retention policies. In many cases, regulatory

or corporate policy adherence would fall on the shoulders of the creator or user of the

information. For many organizations, the rst step is in performing information analytics

to assess the content, its classication, and whether it should be properly archived or

disposed of after a stipulated time. This assessment provides the initial diagnostic that

helps to determine a go-forward strategy and eliminates the blind spot that this type of

content creates for organizations.

Privacy regulations

Driven by consumer pressure as a result of growing cybercrime, and phishing (the

unauthorized acquisition of customer data), organizations will increasingly be required

to show regulators in the coming 24 months that stringent data privacy policies exist,

and are taught and enforced. Going beyond infrastructure security and disaster recovery

procedures, privacy ofcers will need to certify all data elements are protected with a

documented program that educates employees on the proper handling of potentially

sensitive information. With most privacy breaches resulting from people mismanaging

information, this element of an IG program will be increasingly important.

Automated records retentionEven as organizations will expend effort to make employees more aware of better

information handling policies, they will be deploying solutions that will intelligently record

data without the user having to knowingly store that data. In other words, technologies

will be able to recognize, categorize, and store information based on predened business

rules to better protect organizations from noncompliance.

For the next 18 months, the twin concerns of cost management and compliance will make IG a

top priority for multiple industries: pharmaceutical, insurance, nancial services, and healthcare.

Information Insight

Organizations are looking to better sift through the growing data stores of customerinteractions and provide management with real-time decision support. As BI technologies

create new opportunities to collect and synthesize information, industries with volumes of

customer data can now gain targeted insights for competitive advantage on two key fronts.


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Consumerization of Intelligence for Real-time Insight

Traditional intelligence solutions required the involvement of IT and created a lag time in

the analysis provided. The net result was rms could not adequately get out in front of BI

for real market innovation. With new user-friendly interface tools, business managers, or the

consumers of the data, are able to intuitively lter sophisticated analysis that is tailored to

their needs. These tools leverage current technology capabilities such as integrated search and

mobility, which both increase the ease and adoption of this technology. For communications,

pharmaceutical, healthcare, and nancial services rms, access to relevant customer data

through this type of business analytics will be a welcome addition to the BI portfolio in the

coming year.

Crunching the Big Data

For industries such as telecommunications, healthcare, and banking, market competition has

leveled the playing eld so the edge goes to the rm with actionable information. This type

of personalized marketing is challenging at best when silos of supersized relational databaseshouse statistics with various customer data. In the pharmaceutical industry, for example,

volumes of statistics and data on every drug are captured on multiple fronts. Clinical studies,

adverse events, social networks, e-mail, texts, and much more create the kind of analysis

challenge that historically was enabled only in a supercomputing environment. The ability to do

massive amounts of parallel processing using new technology capabilities means organizations

can unlock the information that was hidden in these silos. This type of mass analytics, while

more accessible to rms, requires a rigorous strategic approach to be successful. Processes

such as the identication of the sources, classication of the information, and mining of the

information will be required as big data initiatives become mainstream.

For the next 12 to 18 months, the two ends of the BI spectrum will gain attention as rmsstrive to gain customer insight for competitive advantage.

CONCLUSION

Building the change-capable organization requires a number of core competencies that

can meet specic industry challenges while embracing emerging technologies. Clearly, the

interweaving of change-enabling competencies (change management, process optimization,

information governance, and information insight) makes for a stronger, more agile organization

that will be able to respond to predicted and unforeseen changes. Where rms have made

these competencies standard business practice, they increase the likelihood of their success

in adopting the technology opportunities that can redene processes, delivery models, marketinteractions, and brand perception.

With new user-

riendly interace

tools, businessmanagers, or the

consumers o the

data, are able to

intuitively flter

sophisticated analysis

that is tailored to

their needs.


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Authors: Clare Walker, Senior Consultant, Frost & Sullivan; Martha Coacher, Vice President

of Marketing and Alliances, Paragon Solutions

Paragon Solutions Contributors:

Change Management: Geoffrey Lewis, Director Advisory Services, Life Sciences

Process Optimization: Jamie OKeefe, Director Clinical Optimization Practice;

Bertha Yuen, Director Advisory Services, Financial Services

Information Governance: Scott McVeigh, Associate Director, Information Governance

and Compliance

Information Insight: Jim Sheppard, Director Business Analytics and Data Management;

Rick Ruiz, Director Information Integration

RESOURCES

Frost & Sullivan

Proles of Major Companies in Cloud Computing, 2011

2011 Cloud User Survey: The Who, What, and Why of Infrastructure as a Service Usage

2011 Cloud Infrastructure as a Service Market: On the Road Toward Commodity Status

2011 United States Corporate Use Of Social Media

Social Media Use Among the U.S. Healthcare Provider Institutions, 2011

Generic Pharmaceuticals MarketA Global Analysis, 2011

North American Hosted Enterprise E-mail Services Market, 2011

Other Sources:

AccentureThe Conference Board

Content Marketing Institute

Computerworld

comScore, Inc.

Cutting Edge Information

EMC2

Forrester Research, Inc.

Gartner, Inc.

IBM

IDC

Insurance Networking NewsMcKinsey & Co.

Nielsen

Online Trust Alliance


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ABOUT PARAGON SOLUTIONS

Paragon is an advisory consulting and systems integration rm that specializes in enterprise information management

to help clients achieve better business results. The company does this through its industry practices, solution

accelerators and specialized technology competencies that help clients achieve operational efciency, business

capability and regulatory compliance. Paragon focuses its work on a few key industriescommunications, nancial

services, healthcare, insurance, and life sciences. The industry-focused strategy consulting and systems integration

teams work to address concerns in process optimization, information governance, and information integration. For

more information about building the change-capable organization, visit www.consultparagon.com.

ABOUT FROST & SULLIVAN

Frost & Sullivan, the Growth Partnership Company, enables clients to accelerate growth and achieve best-in-class

positions in growth, innovation and leadership. The companys Growth Partnership Service provides the CEO and

the CEOs Growth Team with disciplined research and best-practice models to drive the generation, evaluation, and

implementation of powerful growth strategies. We leverage 50 years of experience in partnering with Global 1000

companies, emerging businesses and the investment community from more than 40 ofces on six continents. For

more information visit, www.frost.com.

Documents

Building the Change-Capable Organization to Meet the Top Technology Trends of 2012 and Beyond