1、An IDC InfoBrief,Sponsored byJune 2023RESEARCH BY:Jennifer ThomsonAssociate Vice President,Accelerated App Delivery,Cloud and Services Research,IDC EuropeDavid ClementeResearch Director,European C-Suite Tech Agenda,IDC Europe2023 Insight IntelligentTechnology Report:Are We Entering a New Era of Inno

2、vation?An IDC InfoBrief,Sponsored byIDC#EUR150678623 IDC 20232Table of ContentsExecutive Summary 3The Transition to Digital Business4Maturing and Measuring What Matters9Innovating as a Digital Business12Digital Transformation Challenges17Key Criteria for Technology Investment 19Aligning Line of Busi

3、ness Executives and IT21Partnering for Success24Next Steps 25Message from the Sponsor26Survey Demographics27An IDC InfoBrief,Sponsored byIDC#EUR150678623 IDC 20233Executive SummaryBusiness leaders across industries are evolving their technology strategies with the goal of turning their organizations

4、 into digital businesses.These leaders are telling us that innovation is essential to becoming a digital business,and 75%say their business functions are highly dependent on innovation.However,a variety of pressures mean that the day-to-day reality is often very different,with internal and external

5、challenges to these innovation aspirations.These leaders have weathered years of high volatility and no doubt 2023 has more surprises in store.The goal of this publication is to offer insight into the technology priorities of business leaders and to highlight areas where there is both room for impro

6、vement and reason for optimism.It is based on a sizable survey conducted in early 2023,at a moment when the global economic outlook was highly uncertain.Despite this challenging forecast,a significant majority of respondents agreed that“companies must invest in digital transformation or be left behi

7、nd.”The desire to invest remains strong,bolstered by a realization that the accelerated technology changes needed during the pandemic are continuing to show a return on investment.Its clear that most business leaders are risk-aware as opposed to risk-averse.They are looking for investments that can

8、underpin their long-term digital business strategies,reveal areas where they can optimize to innovate,and ultimately create market opportunity.This research sheds light on a fundamental and rapidly changing area of business one that is increasingly central to our daily lives.An IDC InfoBrief,Sponsor

9、ed byIDC#EUR150678623 IDC 20234Becoming a Digital Business is Non-NegotiableDigital at scale is the ambition,but the reality doesnt always match this82%of organizations agree that“companies must invest in digital transformation or be left behind”23%61%Digital Business RealityBusinesses have been dea

10、ling with consistent change that is now becoming a near constant state of disruption.In responding to the COVID-19 pandemic,organizations relied on digital technology to adapt to new ways of working,operations,and commerce.The result:more digitalized organizations outperformed their less digitalized

11、 peers and were best able to respond to disruption.In 2023,disruption comes in the form of inflation,supply chain constraints,and a growing skills gap.The imperative to be agile and improve and scale digital is without doubt even more important.Digital maturity has accelerated across the globe,but i

12、nnovation is being redefined as business leaders and investors expect viable growth built on what IDC terms a digital-first strategy.What our data suggests is that becoming a digital business is non-negotiable for survival,and that innovation is both an opportunity and a challenge being prioritized

13、at the highest levels of organizations in lockstep with evolving business strategy.61%of business executives say they have a long-term digital transformation strategy tied to organization-wide business goals.Yet in todays uncertain economic climate,innovation investments are more heavily scrutinized

14、 than ever before,and immediate ROI is at the forefront of every decision.The era of experimentation and addressing problems in silos has been replaced by the transformation imperative to“optimize to innovate,”making the business more efficient and secure as the foundation to drive revenue growth.Fe

15、w expect to achieve the ambition of being a digital business that is disruptive in the use of new technologies and business models.Only 23%expect to realize digital at scale by 2024.By 2024,delivering impactful ROI through digital transformation is the business expectation for 61%of organizations.DI

16、GITAL AT SCALEIMPACTFUL DIGITAL ROIAn IDC InfoBrief,Sponsored byIDC#EUR150678623 IDC 20235“Optimize to Innovate and Drive Revenue Growth”is the Name of the GameOrganizational priorities and threats are challenging digital business acceleration3 in 4 organizations indicate their business functions ar

17、e very dependent on innovationBecoming a digital business is hard!It requires a unique digital transformation road map aligning organizational priorities to IT capabilities and technological innovation to deliver resilience and outsmart the competition.In the context of an uncertain macro-environmen

18、t and constant disruption,organizations are adopting a new mindset to survive:“optimize to innovate.”Business uncertainty creates internal tensions,making business leaders more risk averse to new investments.This translates into a more structured and intentional digital business strategy.This dual m

19、indset focuses on creating the foundation for improved business agility.As a result,focus shifts to investments that reduce vulnerabilities caused by outdated infrastructure,increase resilience,and maximize the use of IT resources.While these investments come with an upfront expense,they reduce oper

20、ational costs and prepare the organization for future innovation.Increasing Revenue38%Cybersecurity Threats/Regulation56%Operational Resilience52%Keeping Pace with Technology Innovation49%Driving Innovation35%Improving Operational Efficiency30%What are your organizations top priorities in the next 1

21、2 months?What risks pose the greatest challenge to your organization in the next 12 months?Top 3PRIORITIESTHREATS123An IDC InfoBrief,Sponsored byIDC#EUR150678623 IDC 20236Leaders Rely on Digital Investments to Deal with Market Uncertainty While organizations arent slowing down on innovation,the focu

22、s on how they do so has shifted.Innovation today means optimizing business processes to maintain productivity levels,while delivering purposeful business value to protect market position.In 2023,digital capabilities are no longer a differentiator but a necessity to stay competitive,with disruption a

23、mplifying the digital need.The top drivers of digital business initiatives focus on protecting and defending against risks,building digitally strong hybrid working models,and supporting ESG targets.Organizations need to be mindful that innovation investments carry more weight than ever.As a result,C

24、-suite scrutiny only continues to increase due to current market conditions and tighter investment plans.DIGITAL INVESTMENT SCRUTINY48%of business executives report more scrutiny of digital initiatives by the C-suiteDIGITAL INVESTMENT STABILITYDespite economic and external risk factors,digital inves

25、tments remain broadly unchanged for 44%of global organizationsDIGITAL INVESTMENT GROWTHFor 1 in 3 organizations,digital investments will grow to mitigate and manage these risks 44%33%48%An IDC InfoBrief,Sponsored byIDC#EUR150678623 IDC 20237Business Threat Landscape by RegionQ.What risks pose the gr

26、eatest challenge to your organization in the next 12 months?The perceived short-term threat of economic pressures pales in comparison with the challenge of keeping pace with competitors on innovation.Almost half of business executives in North America and Europe stated that the ability to keep up wi

27、th technological innovation compared to their competitors is one of the greatest threats to their organizations.As the data shows,business executives across the globe underline that innovation underpins how they function and the value that is delivered.Cybersecurity threatsOperational resilienceKeep

28、ing pace with technology innovationDigital transformation execution gapsChanging ESG targets/regulationsTalent and skills gapsEconomic pressuresExtent to which the business function is very dependent on innovationGlobal75%North America71%Europe78%Global North America Europe56%54%59%52%53%50%49%49%49

29、%28%32%23%24%21%29%20%20%19%17%23%18%An IDC InfoBrief,Sponsored byIDC#EUR150678623 IDC 20238External Pressures Influence how Organizations Prioritize Digital Business Initiatives and Focus their Innovation EffortsInvestments supporting digital business initiatives across the globe remain resilient t

30、o external disruption.This resilience is a result of organizations prioritizing risk reduction and defensive business strategies,with short-term digital investments focusing on improving business outcomes.Cybersecurity and riskHybrid working modelsSustainability/ESGDemocratization of technologyMeani

31、ngful intelligence/data-centric businessEcosystem-based innovationGlobal supply chain disruptionSkills shortageTop three drivers of digital business initiatives in the next 12 months46%Cybersecurity and risk42%Work mode upheaval/Hybrid working38%Sustainability/Mainstream ESG46%46%46%42%44%39%38%38%3

32、8%27%27%27%25%22%22%30%26%20%19%22%12%10%16%24%Digital Business DriversQ.Which drivers will influence your organizations digital business initiatives the most in the next 12 months?Global North America EuropeAn IDC InfoBrief,Sponsored byIDC#EUR150678623 IDC 20239Digital Business Maturity:The Road to

33、 Impactful ROIReinventing business models requires the alignment of technologies and digital processes to the long-term business strategyAd hocDigital is discussed and understood,but investment is short sighted and narrowly defined.ROI is limited or not yet realized.OpportunisticBasic capabilities a

34、re established.There is a more cohesive but near-term strategy,and lack of scale limits ROI.RepeatableTech investment is aligned with business goals,but strategy is not yet focused on the full potential of digital technologies.The organization-wide strategy begins to create positive financial impact

35、.ManagedDigital capabilities are embedded across the organization and tightly linked to the long-term business strategy,generating impactful ROI.OptimizedPervasive use of new digital technologies and business models to purposefully change the ecosystem,leading to significant market gains.Q.At which

36、stage do you expect your organizations digital business strategy to be in the next 12 months?Short sightedLong termROILimited ROIImpactful ROIDigital Business Strategy1%10%28%38%23%An IDC InfoBrief,Sponsored byIDC#EUR150678623 IDC 202310At What Rate are Industry Sectors Transitioning to Deliver Impa

37、ctful ROI?Manufacturing organizations are set to win the race to deliver impactful ROIQ.At which stage do you expect your organizations digital business strategy to be in the next 12 months?IMPACTFUL ROIPace of change How strong is the digital business ambition?37%Public sector(government,education,

38、and nonprofits)61%Energy55%Financial Services68%Healthcare services(public and private sector)59%Retail/Wholesale79%ManufacturingShort sightedLong termROIShows the percentage of organizations that will have embedded digital capabilities across the organization and intend to use digital technologies

39、and business models to purposefully change the ecosystem and deliver impactful ROI.Digital Business StrategyAn IDC InfoBrief,Sponsored byIDC#EUR150678623 IDC 202311Digital Business Strategies Must Support How an Organization Creates and Delivers Value The digital transformation endgame moves beyond

40、product and service redesignDigital transformation is prioritized to support:34%Scalability and MonetizationScale digital distribution and monetization of products/services internally and/or externally33%Digital ExperienceDeeper digitalization of customer/citizen/patient experiences33%Process Effici

41、encyDeeper business process digitalization and efficiency29%ESG GoalsUsing digital technologies to reach ESG goalsEvery organization looks to enhance its processes,products,services,experiences,and revenue growth with new digital capabilities.However,business value created directly from or enabled b

42、y digital goes beyond product or service creation to enable digital at scale.The value proposition of digital is now firmly tied to creating the foundation for business agility,with business value tied to four core outcomes:1.Scalability and Monetization 2.Digital Experience 3.Process Efficiency 4.E

43、SG GoalsQ.What are the main reasons for your organization to invest in digital transformation in the next 12 months?1234An IDC InfoBrief,Sponsored byIDC#EUR150678623 IDC 202312Redefine Innovation to Create Opportunities to OptimizeInnovation Redefined“Creating the foundation for improved business ag

44、ility”The next phase of digital business growth demands that organizations innovate(deliver purposeful business value through digital technologies)while in parallel tackling cybersecurity,legacy architectures,technical debt,more intentional use of data,and,increasingly,the sustainability of both the

45、 digital technologies in use and the digital products and services provisioned.Innovation without solving or tackling these issues will not work or be impactful.Cybersecurity Modern architecture Cloud applications Edge technologies Data analytics Business intelligenceAn IDC InfoBrief,Sponsored byIDC

46、#EUR150678623 IDC 202313How Organizations Can Innovate SuccessfullyThe Organizational ApproachThe Cultural ShiftInnovation RedefinedLONG TERMPLANNEDDELIBERATECOLLABORATIONCOMMUNICATIONCULTUREMEASUREDCEO INVOLVEMENTPURPOSEorganizations require metrics to be more specific and granular,with a stronger

47、rationale for inclusion.of organizations have a long-term digital transformation strategy tied to organization-wide business goals.of organizations,the CEO is actively involved in defining the digital strategy.For1 in 2 61%IT/LOB ALIGNMENTCHANGE MANAGEMENTdevote significant resources to change manag

48、ement.61%66%of organizations,IT collaborates closely with the business to deliver operational innovation.For80%of organizations,IT is aligned with what the business needs to grow and succeed.In83%TARGETED METRICSAn IDC InfoBrief,Sponsored byIDC#EUR150678623 IDC 202314Essential Tech Ingredients Suppo

49、rting Digital Business StrategiesCreating the foundation for Digital at ScaleEssential Technology Supporting Digital Transformation EffortsWhich of the following technologies are essential to your organizations digital transformation efforts in the next 12 months/3 to 5 years?CybersecurityCloud appl

50、ications(SaaS)Edge technologies(Edge,IoT)Business analyticsCloud infrastructure(IaaS)5G private networksIntelligent automation (AI,RPA)Cloud-native development(PaaS)Next 12 months3 to 5 years63%41%43%20%39%36%37%13%26%32%26%37%16%15%11%30%An IDC InfoBrief,Sponsored byIDC#EUR150678623 IDC 202315The T

51、ech-to-Scale Continuum:“Designing”for Digital Business at ScaleBUSINESS NEEDSBUSINESS JOURNEYRunMigrationModernizationOptimizeInnovationCompete&Innovate“Optimize to Innovate”“Innovation redefined”Managing and securing data and systems.Over half of global organizations have experienced an increase in

52、 the volume of cyber attacks in the past 12 months.For 63%of business executives,cybertechnologies are essential investments in 2023.Legacy technology holds back organizational strategy for 46%of business executives.Infrastructure complexity across cloud,datacenter,storage,and networking inhibits th

53、e completion of digital initiatives for 50%of organizations.Connecting for growth:Organizations plan to extend the use of Edge(45%)and IoT(34%)in the next 3 to 5 years.Risk and compliance:Finance,customer experience,and sales functions bet heavily on data-first business models.Close to 1 in 2 busine

54、ss executives see data analytics as essential in the next 3 to 5 years.Currently,only 12%of organizations connect data between functions.For 1 in 3 business executives,cloud-native app development is essential to increase competitiveness,drive differentiation,and accelerate time to value.1 in 2 HR e

55、xecutives identify the creation of hybrid work environments as the top priority supporting digital business acceleration.Investments in SaaS and cloud software are high on the agenda for 43%of business executives as organizations continue to streamline business processes,automate,and reduce technica

56、l debt.1 in 3 business executives view cloud infrastructure investments as essential in the next 3 to 5 years.Focus shifts from cloud first to cloud economics.Cumulative ValueAn IDC InfoBrief,Sponsored byIDC#EUR150678623 IDC 202316Innovation Requires Unlocking the Power of your DataThe right data is

57、 needed for innovation to be meaningful and create lasting valueAre business leaders getting maximum value from their organizations data?Some leaders plan to use their data forFewer plan to use their data forHow should technology leaders respond?Q.Please identify the areas where your organization wi

58、ll prioritize greater use of data to provide better experiences or improve efficiencies in the next two years.While most leaders are planning to use their organizations data to improve productivity or customer engagement,far fewer are looking to see how data can enhance process automation,or how it

59、can be monetized to create new revenue streams or improve existing ones.This is a missed opportunity,particularly as rapid advances in generative AI emerge.Technology leaders should take this chance to demonstrate the value of their organizations data and show how it can benefit other functions and

60、the broader business.40%Worker productivity32%Customer/citizen engagement21%Business process automation17%Data monetizationButAn IDC InfoBrief,Sponsored byIDC#EUR150678623 IDC 202317Dont Underestimate Digital Transformation ChallengesChallenges are often rooted in decisions from years earlier that m

61、ade sense at the time29%of organizations saw a significant proportion(up to 50%)of their digital initiatives not reach completion or fail to meet the original objectives.Q:Over the past two years,approximately what percentage of digital projects that your organization initiated did not reach complet

62、ion or failed to meet the original objectives or expected outcomes?Q:Regarding the projects that did not reach completion or failed,which of the following technologies proved to be the most challenging to integrate?The unwanted resultsThe technology symptomsThese technology categories(below)are not

63、necessarily the source of project failure.Rather,the challenges of integrating these technologies are the source of the problem,and technology leaders must carefully consider if their current metrics of success need to be updated.49%Infrastructure(including cloud,datacenter,storage,networking)45%Sec

64、urity(including data and systems security)41%Front-office software applications(CRM,CX,service,etc.)An IDC InfoBrief,Sponsored byIDC#EUR150678623 IDC 202318Cultural Change is Part of the ProcessBecoming a digital business requires addressing people,processes,and technology simultaneouslyQ:What were

65、the most significant challenges to completing your organizations digital transformation initiatives?A majority of organizations globally recognize the necessity of technology investments to achieve their digital business goals.But they face some tangible challenges along the way.Some of these can be

66、 addressed with targeted interventions,but most will require a more coordinated approach that involves people,processes,and technology.36%People34%Process46%TechPrivacy or security concernsInsufficient resources for change managementLack of essential technology skillsFriction due to legacy infrastru

67、cture and processesRegulatory or compliance concernsInability to scale initiatives due to organizational silosInsufficient speed or capability from partners/suppliers53%39%39%30%21%19%18%All challenges are rooted in one and often more of these three areas,and solutions will require broader cultural

68、change.An IDC InfoBrief,Sponsored byIDC#EUR150678623 IDC 202319Leading Organizations Are Adapting Their Measures of SuccessThey are changing their key criteria for evaluating digital transformation investmentsAs business leaders prioritize their organizations digital investments for the coming year,

69、they are identifying the key criteria for success.Its clear that efficiency and productivity are high priorities during economic uncertainty,but consideration must also be given to what comes next,and how to accelerate out of any downturn in a stronger market position.This is where service quality a

70、nd time to market are essential,with a goal of increasing revenue.Higher priorityLower priority45%Greater efficiency37%Increased productivity32%Improved service quality27%Faster time to market26%Increased revenueOptimization is a PriorityQ:Which criteria/metrics will be the most important to evaluat

71、e digital transformation investments in the next 12 months?An IDC InfoBrief,Sponsored byIDC#EUR150678623 IDC 202320Measures of Success Vary Across Regions,Industries,and FunctionsEfficiency rises to the top,underlining the need for organizations to optimize to innovate Many organizations will have t

72、o optimize and create new efficiencies to create the needed space and resources for innovation.In many ways,this top measure of success efficiency will help to facilitate all the other measures of success.#1 in all regions,most industries,and most functions#1 in Energy&Mining(industry)and Research&D

73、evelopment/Engineering(function)Highly ranked in the Public Sector(industry)and Customer Experience and Research&Development/Engineering(functions)Highly ranked in Financial Services(industry)and Security/Risk/Compliance(function)Highly ranked in Manufacturing(industry)and Manufacturing/Supply Chain

74、(function)Greater efficiencyIncreased productivityImproved service qualityFaster time to marketIncreased revenue45%37%32%27%26%An IDC InfoBrief,Sponsored byIDC#EUR150678623 IDC 202321Executive Influence on Digital Initiatives is GrowingThey are becoming more involved throughout the project life cycl

75、eUnlike initiatives in the finance,HR,or marketing functions,digital transformation is not owned by the IT function alone.It requires involvement from across the business and from leadership.Our data shows that executive involvement in digital transformation initiatives is growing among the C-suite

76、and functional business leaders alike,and this is essential to help ensure project success.HighDigital Business AmbitionLowTone from the topInternal CollaborationENGAGED:“CEO is actively or personally involved in defining the digital strategy of the organization.”DISTANT:“CEO has low to moderate inv

77、olvement in digital initiatives.”FRACTURED:“Initiatives are siloed,lacking formal governance,or have a short-term focus.”COORDINATED:“Digital transformation initiatives are joined up or centrally orchestrated with a long-term plan and governance.”66%34%39%61%An IDC InfoBrief,Sponsored byIDC#EUR15067

78、8623 IDC 202322The Role of the C-SuiteAs executive involvement grows in digital initiatives,so too does the scrutiny and metrics Closer executive involvementleads toChanging ROI expectationsQ:How is C-suite scrutiny of digital initiatives changing compared to the past year?Q:How are C-suite metric e

79、xpectations for digital initiatives changing compared to the past year?Metrics require a stronger rationale for inclusionMetrics are more specific and granularMetrics are reported to the C-suite more frequentlyMetrics are focused on a shorter timeframe55%51%44%39%Much moreA little moreNo changeLessM

80、uch less15%33%32%19%1%An IDC InfoBrief,Sponsored byIDC#EUR150678623 IDC 202323.”prefers to utilize in-house IT resources rather than using third-party resources”.“understands what is possible with technology”.“is willing to collaborate with IT”.“collaborates closely with my business to deliver opera

81、tional innovation”.“is very much aligned with what our business needs to grow and succeed”.“has the skills to really help the business achieve its goals and drive new business”.“has a seat at the table in our company when it comes to making key business decisions”It is Essential to Improve IT and Li

82、ne of Business AlignmentAlignment is essential to enable the success of digital business priorities from across the organization What does the business think about the quality of IT&LoB alignment?The overall results are quite positive,but in some organizations,IT appears to not have a“seat at the ta

83、ble.”Is this cause for concern?47%45%42%62%46%49%41%The business thinks LoB.The business thinks IT.Q:Please rate your level of agreement with the following statements.AgreeNeutralAn IDC InfoBrief,Sponsored byIDC#EUR150678623 IDC 202324IT and Line of Business Alignment by Region and FunctionWhere is

84、IT perceived as a support function vs.value enabler?Rate your level of agreement with this statement:“IT has a seat at the table in our company when it comes to making key business decisions.”Agree Neutral Disagree0%20%40%60%80%100%GlobalManufacturing/Supply ChainR&D/EngineeringSecurity/Risk/Complia

85、nceSalesFinanceCustomer ExperienceMarketingHRProcurementEuropeNorth AmericaThe Danger ZoneOrganizations where IT is not(or is not perceived to be)“at the table”and contributing to key business decisions are likely to find that they lack needed stakeholder support and essential skills throughout the

86、transformation and change management process.FUNCTIONGEOGRAPHYAn IDC InfoBrief,Sponsored byIDC#EUR150678623 IDC 202325Next StepsHow business and technology leaders can innovate their way to successDraw a Digital Business MapBecoming a digital business is non-negotiable,and its essential that leaders

87、 understand this and map their route to success.Refine InnovationAs leaders make a cultural shift and redefine innovation for their organizations,they can begin to optimize and further refine innovation to suit changing circumstances.Improve Success MetricsMoving an organization from short sighted t

88、o long term requires leaders to align technology success metrics with business strategy.Invest in AlignmentImproved metrics will only work if leaders strive to improve alignment between key stakeholders in IT and LoB.Unlock the Power of DataLeaders have significant scope to improve organizational us

89、e of data,either to monetize it or to create new revenue streams.Find the Right PartnersChoosing a technology provider for the long term is a big step,and leaders should prioritize partners that can navigate regional and national differences and nuances.An IDC InfoBrief,Sponsored byIDC#EUR150678623

90、IDC 202326Amid todays economic uncertainty and a world of accelerated change my peers often share their struggles to balance staying relevant with managing a bottom line in which every dollar matters.Get innovation right,and youre a pacesetter amid the competition.Mess it up?Good luck This years Ins

91、ight Intelligent Technology Report reveals most organizations understand that success means transforming into a digital business.Figuring out how is the clear question,yet the ingredients are universal:IT objectives in lockstep with business strategy Efficient access to new technology The perpetual

92、ability to architect,build and manage increasingly complex technology environments,whether in-house or through a trusted partner Real outcomes and results fast There arent many who can handle this alone.See how were giving our clients the insight to be ambitious about reaching their goals of becomin

93、g a modern,digital business: MullenPresident&CEOInsight EnterprisesMessage from the SponsorTodays innovation imperative leaves little margin for error An IDC InfoBrief,Sponsored byIDC#EUR150678623 IDC 202327Survey DemographicsGeographies&Percentage of Total SampleGeneral Information Sample size:1,00

94、0 Field time:Early 2023 Method:Phone surveyOrganizational size Commercial sector:1,000 employees or more Public sector:250+employees Verticals targeted Manufacturing Healthcare Services Financial Services Energy&Mining Retail&Wholesale(Note:hospitality is included under Retail)Public sector(Governme

95、nt,Education,and Nonprofits)Other(max 20%)USACanadaUKSpainFranceItalyDACHNetherlandsBelgium27%10%10%10%10%10%3%10%10%North America 30%Europe 70%This publication was produced by IDC Custom Solutions.As a premier global provider of market intelligence,advisory services,and events for the information t

96、echnology,telecommunications,and consumer technology markets,IDCs Custom Solutions group helps clients plan,market,sell and succeed in the global marketplace.We create actionable market intelligence and influential content marketing programs that yield measurable results.2023 IDC Research,Inc.IDC ma

97、terials are licensed for external use,and in no way does the use or publication of IDC research indicate IDCs endorsement of the sponsors or licensees products or strategies.International Data Corporation(IDC)is the premier global provider of market intelligence,advisory services,and events for the

98、information technology,telecommunications,and consumer technology markets.With more than 1,300 analysts worldwide,IDC offers global,regional,and local expertise on technology and industry opportunities and trends in over 110 countries.IDCs analysis and insight helps IT professionals,business executi

99、ves,and the investment community to make fact-based technology decisions and to achieve their key business objectives.Founded in 1964,IDC is a wholly-owned subsidiary of International Data Group(IDG,Inc.),the worlds leading tech media,data and marketing services company.IDC UK5th Floor,Ealing Cross,85 Uxbridge Road,London,W5 5TH,United KingdomT idc idc 2023 IDC Research,Inc.IDC materials are licensed for external use,and in no way does the use or publication of IDC research indicate IDCs endorsement of the sponsors or licensees products or strategies.Privacy Policy|CCPAAbout IDC