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TCS Global Cloud Study – United Kingdom & Ireland
The TCS Global Cloud Study, surveying 102 senior executives in the UK and Ireland, highlights how cloud technology drives business innovation through AI, edge computing, and IoT, with a strong emphasis on collaboration between IT and business stakeholders. The study reveals that while many organizations recognize cloud as crucial for future innovations, most are still developing their digital ecosystem capabilities, with a significant focus on data governance to enhance innovation potential. Furthermore, there is a shift towards multi-cloud environments, yet skills gaps in managing these complexities remain a concern for respondents.
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TCS Global Cloud Study – United Kingdom & Ireland
- 1. June 2023 Connected future: Howcloud drives business innovation TCS Global Cloud Study: United Kingdom & Ireland
- 2. 2 Call to action TheTCS Global Cloud Study surveyed approximately 1000 senior executives in multiple sectors across Asia, UK&I, Continental Europe and North America, more than half with revenue over $5 billion. The survey results from the United Kingdom & Ireland region included 102 survey respondents. We recommend the following actions Ensure collaborative governance across both IT and business stakeholders for cloud-enabled innovation, with actions such as appointing a steering committee with representation, regular progress discussions with defined acceptance criteria. Cloud technology can fuel the next level of edge computing, AI and the Internet of Things (IoT) for business innovation. The billions of everyday devices becoming connected need network capacity to scale. Machine-to-human and machine-to-machine communications open opportunities, yet they require reliability and ultra-low latency which enables applications to run faster and more smoothly. Closing skills gaps will require a range of strategies. Low-Code No-Code (LCNC) platforms can put tools for developing innovative applications in the hands of non- IT professionals. Industry clouds, with baked- in subject matter expertise and best practices, are rapidly becoming another strategy. Aligning business & IT stakeholders Investing in cloud- embedded technologies Overcoming skills shortfalls
- 3. The current stateof cloud-enabled innovation
- 4. 4 Innovation is entrenchedas part of cloud’s value for the majority Cloud & innovation Have established a culture of innovation from leadership to board level to employees 69% 63% Say cloud is crucial to their organization’s future as a catalyst for innovation Innovation with a purpose Organizations ranked “new ways of aligning purpose with business strategies (e.g., sustainability efforts)” as one of the top 3 goals for cloud-enabled innovation Q11. To what extent does your organization possess the following skills and capabilities for cloud environments and applications? :- Established culture of digital innovation, from leadership to board level to employees; Q16. Percentage of respondents that “agree or significantly agree” with the following statements. :- Cloud is crucial to our organization's future as a catalyst for innovation.; Q16. Percentage of respondents that “disagree or significantly disagree” with the following statements. :- We have lost faith in cloud's potential for innovation. Have faith in cloud’s potential as a catalyst for innovation 70%
- 5. 5 Right-sizing cloud investmentstests the majority of respondents Just over half of UK&I respondents say they invested appropriately in cloud 23% say they have changed or are changing their cloud strategy due to insufficient ROI 54% 35% 11% UK&I Invested appropriately Over-invested Under-invested 60% Say cloud is a long- term investment and they intend to stay the course Q. Percentage of respondents selecting “agree” or “significantly agree” that “our leadership recognizes that cloud is a long-term investment and intends to stay the course” and “we have changed or are changing their cloud strategy due to insufficient ROI”; Thinking back on the past 3 years, how would you describe your company's cloud investments n=102
- 6. Hyperconnected ecosystems remain elusive Stakeholders Ina free enterprise, the community is not just another stakeholder in business, but is in fact the very purpose of its existence. “ “ -Jamsetji Tata
- 7. 7 Everyone is astakeholder, but not all stakeholders are connected Cloud has allowed organizations to overcome previous limitations of scale to embrace interconnectedness with partners, customers and employees on levels otherwise unknown. But they’re not there yet: More than half of respondents surveyed are in the initial stages of ecosystem maturity. Percentage of respondents at each stage of digital ecosystems maturity No plans to participate in ecosystems Initial stage: Assessing requirements and planning participation in ecosystems Early stage: Implementing industry, customer or partner ecosystems Middle stage: Initial participation in industry, customer or partner ecosystems Late stage: Firmly entrenched and participating in industry, customer and partner ecosystems Q. Please rank your digital ecosystem maturity level. In this survey, a digital ecosystem is defined as a complex network of stakeholders that connect online and interacts digitally in ways that create value for all. n=102 17% 43% 28% 6% 6%
- 8. 8 Who should owncloud? 2/3 of cloud transformations are still led by IT only or mostly IT. The largest proportion of respondents (38%) ideally envision Mostly IT ownership, with some business involvement, and around a third (32%) envision an even split between business & IT leaders. Business (including CEO, business unit heads)) Q. Which department currently has the majority of the responsibility of the decision-making and ownership for cloud transformation in your organization? Q. Which department should have the majority of the responsibility and ownership to manage cloud transformations in your organization? Do respondents agree with the current division of ownership? 9% Roles who currently have the majority of the decision-making and ownership of cloud transformation 5% IT only (including CIO, senior IT leaders) 41% 19% Mostly IT, some business 25% 38% 50%-50% even split between business & IT leaders 13% 32% Mostly business, some IT 12% 5% Roles that should have the majority of the decision-making and ownership of cloud transformation
- 9. Stronger data governancesets the stage for greater access, investment and reporting Insights The best vision is insight. “ “ - Malcolm Forbes
- 10. 10 Balancing data risksand opportunities: Stronger data governance sets the stage Ecosystems and data are coming together in new and unexpected ways. There’s a growing recognition that a free flow of data is required to foster innovations among the multi-stakeholders who comprise the ecosystem. Cloud is the unifying digital fabric that makes this possible – it democratizes access to data and powers the technologies to bring the connected future to life. Q. To what extent does your organization possess the following skills and capabilities for cloud environments and applications? :- Data governance and compliance 27% Just 27% say they excel in data governance and experience no issues What’s needed? Stronger data governance, so that organizations can safely and strategically usher in a new era of data democracy and sharing.
- 11. 11 Accelerated investments indata-intensive technologies Percentage who increased investments in data-intensive technologies in the past 12 -24 months compared to intended investments in the next 12-24 months n=102 Investments are also heavily slanted toward AI/ML technologies, unsurprising given the backdrop of renewed urgency. Artifical Intelligence (AI)/ Machine Learning Virtual hyper- automation Physical autonomous systems (e.g., drones) Scenario modeling Data Community of Practice 74% 78% 38% 45% 48% 49% 52% 52% 80% 84% Next 12-24 months Past 12-24 months
- 12. 12 Slow but steadyprogress Percentage who increased investments in data-intensive technologies in the past 12 -24 months compared to intended investments in the next 12-24 months n=102 There is enormous transformative potential for a connected future through 5G, edge and IoT technologies. Organizations are investing in these technologies, but at a more measured pace than AI/ML. Investments in connected cars/fleets, however, are lagging further behind Digital twins/threads Connected cars/fleets Edge/IoT computing 5G networks 27% 28% 38% 39% 39% 44% 54% 58% Next 12-24 months Past 12-24 months
- 13. 13 An investment focuson the here and now Percentage who increased investments in data-intensive technologies in the past 12 -24 months compared to intended investments in the next 12-24 months n=102 There is remarkably little investment in augmented reality and virtual reality in support of metaverse participation. Organizations may still consider metaverse more in the futuristic realm, along with quantum computing. Augmented reality/virtual reality for metaverse participation Quantum computing 16% 20% 21% 22% Next 12-24 months Past 12-24 months
- 14. 14 Cloud-enabled tracking andreporting for sustainability of respondents say cloud technologies have helped their organizations achieve sustainability goals 75% 48% report “difficulty understanding carbon footprint impact of cloud service provider” Across all industries, there is a collective imperative to build sustainable, inclusive futures. Respondents see cloud as an important – and thus far successful – part of that vision. Transparency is key; enterprises are increasingly using cloud to track critical data indicators of sustainability and demand the same visibility into their cloud service providers.
- 15. Industry cloud adoption accelerates Expertise Sustaininginnovation is the lifeblood of any enterprise. “ “ - Geoffrey Moore
- 16. 16 Few are fullycloud mature but even fewer are still in the early stages Despite the accelerated pace of investment and adoption throughout the past few years, only 24% of respondents say they are fully cloud mature. Fully achieved cloud maturity Achieved most cloud-based goals for critical apps & workloads Achieved some cloud-based goals for critical apps & workloads Early stages: Still struggling with digital core Q. How would you describe your company’s cloud maturity as it relates to your critical apps and workloads? n=102 24% 38% 26% 12%
- 17. 17 Multi-cloud environments arethe norm After a period of rapid change, multi-cloud environments are the norm, adding greater complexity. Q. What best describes your cloud deployment model? Choose the one that most closely resembles your current scenario. Cloud deployment model Hybrid cloud (a mix of public and private) 75% Public cloud only 23% Private cloud only 2%
- 18. 18 Skills are notkeeping up with the complexity Given the complexity of managing multiple clouds and tools, skills are not where they should be for critical areas. Proportion of respondents who report proficiency challenges with skills and experience in the following areas 45% 43% 50% 53% 55% Enterprise-wide cloud strategy based on business objectives Established cloud ROI metrics Financial operations & management (FinOps) Development & operations management (DevOps) Agile practices & methodologies Q. To what extent does your organization possess the following skills and capabilities for cloud environments and applications?
- 19. 19 Q. Proportion ofall respondents saying that the following are the biggest obstacles to cloud-enabled innovation; Q. To what extent does your organization possess the following skills and capabilities for cloud environments and applications? :- Security (apps, data, etc) (n=102) Cloud security is a consideration, but not an obstacle Just 13% of respondents reported that security concerns are the biggest obstacle to cloud-enabled innovation 40% Say they excel in cloud security and experience no issues
- 20. 20 Q. How oftendo you need to customize your ERP system to accommodate new functionality or business requirements? n=102 Have legacy enterprise apps reached the tipping point? 46% 42% 12% Rarely (1-2 times/year) Sometimes (3-4 times/year with quarterly rollouts) Often (weekly or monthly) Cloud-native ERP % who increased investments in cloud-native ERP in the past 12 -24 months compared to intended investments in the next 12-24 months 45% 45% Given that many respondents say their core ERP systems require frequent customizations, it’s no surprise nearly half of respondents say they either already have or plan to increase investments in cloud-native ERP technologies. Past 12-24 months Next 12-24 months
- 21. 21 Q13. Have youconsidered or are you considering adopting industry cloud solutions or capabilities? In this survey, an industry cloud is defined as a vertical cloud environment heavily customized for a particular industry. n=102 Have already adopted industry-specific cloud solutions or capabilities A fast path to expertise Industry clouds are rapidly emerging as a fast path to acquiring expertise and capabilities. A full 38% of organizations surveyed are assessing requirements and another 41% are either currently adopting them or have already done so. 41% 25% 13% 21% Currently adopting industry-specific cloud solutions or capabilities Assessing requirements and planning implementation of industry-specific cloud solutions or capabilities No plans to adopt industry cloud
- 22. 22 Demographics – Geo,role and revenue UKI representation by count Total respondents: n=102 Revenue representation $1bn to $4.99bn $5bn to $9.99bn $10bn to $14.99bn $15bn to $19.99bn Role representation CXO SVP/VP Senior Director BU Head Ireland 47 UK 55
- 23. 23 Demographics - industry Industryrepresentation by count (n=102) Technology Manufacturing Utilities Transportation & logistics Accommodation & food services Healthcare Energy & resources (oil and gas mining) Lifesciences Banks and financial services Insurance (Property, casualty, life, re-insurance) Consumer packaged goods (CPG) Communications, media & information services Retail
- 24. Connected Future: HowCloud Drives Business Innovation TCS Global Cloud Study: United Kingdom & Ireland Download the Article Contact Us