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Digital decoupling. US Federal survey results

US Federal survey results from 185 IT decision makers working in the government that reported having legacy environments within their agency. Learn more. https://accntu.re/2NnRbBN

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Digital decoupling. US Federal survey results

  1. 1. DIGITAL DECOUPLING U.S. Federal survey results ACCENTURE FEDERAL SERVICES
  2. 2. Copyright © 2018 Accenture. All rights reserved. Frequent CIO turnover is one factor limiting strategic planning Short-term vision hampers agencies 2 How many years out does your organization plan or build out its information technology strategy/vision (including investments)? How many people have held the position of CIO, or comparable top IT title, in your organization during the past 10 years? 26% 5-6 years 2% 7-9 years 1% 10 years or more 10% 1-2 years 62% 2-4 years 32% 30% 30% 6% 2% 1 2 3 4 5 More than 5
  3. 3. Copyright © 2018 Accenture. All rights reserved. One-third of systems are legacy, consuming 20% of IT budgets in order to maintain Legacy systems are common 3 Approximately what portion of your core, mainstream systems do you consider to be legacy systems? (average) Approximately what portion of your IT budget is allocated to maintaining legacy systems? (average) 32.7% of legacy systems 20.8% of budget that goes into legacy systems
  4. 4. Copyright © 2018 Accenture. All rights reserved. 4 Top 3 responses (and 4 of 6) highlight impact on agility Quickly creating innovative new products or services Quickly creating innovative new operating models Quickly creating innovative new operational processes Securing government systems and data from cyber threats and attacks Responding quickly to changing mission conditions and needs Collaborating across agencies to provide personalized customer services Achieving the full benefits of analytics-driven insight Building citizen trust 41% 39% 38% 37% 35% 37% Improving efficiency Enhancing our citizens experience35% Partnering with other organizations including those in our ecosystem35% 34% Augmenting our employees’ capabilities with new technologies32% 32% 28% Legacy is a big innovation constraint
  5. 5. Copyright © 2018 Accenture. All rights reserved. Executives report mixed feelings about legacy systems Legacy – love ‘em & hate ‘em 5 Please indicate your agreement with each of the following statements: Our legacy systems contain trapped value--data and/or capabilities that can be used for innovative new products, services, processes and business models but are not being leveraged. 31%51%17%1% Although our legacy systems hold information that is critical to our organization, we must navigate to new technologies in a way that secures the best of both worlds. 42%45%12% 1% 1% Our organization’s existence will be threatened if we don’t update our technology so we can innovate faster and more efficiently. 30%45%24%2% If I could, I would like to tear up and replace all of our organization's core systems.38%43%17%2% Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Don’t know
  6. 6. Copyright © 2018 Accenture. All rights reserved. 6 Server-based front office systems (e.g., CRM, sales force automation, citizen or field service support) Server-based back office systems (e.g., ERP, inventory control, manufacturing, supply chain & procurement) Service Oriented Architecture (SOA) running on a service bus Server-based mission systems (COTS or custom) Mainframe/large system-based applications None of the above 55% 51% 48% 44% 39% 41% Server-based data warehouses Home-grown applications38% Monolithic, cache-focused storage systems36% 1% Which of the following technologies is your organization replacing or modernizing in the next five years? Modest focus on home-grown/mainframe applications Agencies modernizing CRM, ERP
  7. 7. Copyright © 2018 Accenture. All rights reserved. 7 Monolithic, cache-focused storage systems Server-based data warehouses Mainframe/large system-based applications Server-based back office systems (e.g., ERP, inventory control, manufacturing, supply chain & procurement) Server-based front office systems (e.g., CRM, sales force automation, citizen or field service support) None of the above 35% 35% 31% 26% 23% 24% Home-grown applications Service Oriented Architecture (SOA) running on a service bus19% Server-based mission systems (COTS or custom)10% 1% Which of the following technologies would you like your organization to replace or modernize in the next five years? Satisfied with Server-based mission systems Storage, data, & mainframes top wish list
  8. 8. Copyright © 2018 Accenture. All rights reserved. Agencies embrace multiple approaches to mitigate legacy risks Technical debt incurs real costs 8 Please indicate the extent to which you agree or disagree with each of the following statements: Technical debt in our legacy systems makes our IT function much less responsive to changes in our market. 34%45%19% Technical debt in our legacy systems severely limits our IT function’s ability to be innovative. 47%36%17% 1% Technical debt greatly increases our organization’s IT costs.34%49%17%1% Technical debt in our legacy systems greatly limits our ability to migrate to new technologies. 34%47%18%1% Technical debt has caused discontinuity points in our organization.*37%44%18%1% Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Don’t know Technical debt in our legacy systems severely limits our IT function’s ability to add new functionality to our systems. 30%50%20%1% Technical debt in our legacy systems is remediated before migrating to new cloud-based IT. 30%50%20%1% * Points in time where business-critical systems either chronically break down, decline or become so inadequate, sluggish or inflexible that the organization is forced to suspend or significantly slow down investments on innovative new systems until it consolidates, replaces or rearchitects its existing IT systems.
  9. 9. Copyright © 2018 Accenture. All rights reserved. 9 Our core external citizen-facing systems “front office” (sales and marketing, citizen service, mobile apps, e-commerce, etc.) Our core internal enterprise systems-”back office” (ERP, HR, finance, sourcing & procurement, manufacturing, etc.) Our core mission systems Back-office and front-office systems Back-office and mission systems 48% 30% 11% 5% 1% 5% All three: back-office, front-office and mission systems Front-office and mission systems1% Which of your organization’s core systems contain some form of technical debt? Mission systems appear to receive more timely updates Citizen-facing systems have most debt
  10. 10. Copyright © 2018 Accenture. All rights reserved. 85% of systems require modernization to migrate to the cloud Not enough investment to refresh 10 What percentage of your organization’s IT budget is spent on remediating technical debt (average percentage)? If your organization has migrated a legacy system to a cloud environment, did you have to correct problems with your current system before moving to the cloud? 85% Yes 13% No 2% Not applicable / We have not migrated a legacy system to a cloud environment 16.4% of IT budget spent on remediating technical debt
  11. 11. Copyright © 2018 Accenture. All rights reserved. 11 Tracking when new systems are taking on technical debt Reporting on technical debt to a C-suite executive committee Assigning responsibility for technical debt tracking and remediation to an executive or manager within IT Educating line managers running their own systems about technical debt Developing or following explicit guidelines to manage technical debt Prioritizing technical debt remediation efforts 46% 44% 43% 42% 41% 41% Assigning responsibility for technical debt tracking and reporting to finance executive Estimating the cost of remediating technical debt38% Tracking which existing systems have technical debt37% 36% Which is your organization currently doing to manage technical debt? No technique employed by more than half of agencies More can be done to manage debt None of the above1%
  12. 12. Copyright © 2018 Accenture. All rights reserved. Most want to manage continually, few do Debt needs ongoing oversight 12 To what extent do you agree that your organization needs to manage technical debt on a continual basis going forward? 25% Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree 74% 1% Does your organization manage technical debt on a continual, periodic or occasional basis? 36% Continual Periodic Occasional 55% 9%
  13. 13. Copyright © 2018 Accenture. All rights reserved. 13 Never Once 2-3 times More than 3 times 4% 29% 58% 9% 1% Don’t know How many times has your organization experienced a discontinuity point within the past 10 years? 96% of federal agencies experience outage; 67% at least twice Widespread discontinuity Definition of discontinuity points: Points in time where business-critical systems either chronically break down, decline or become so inadequate, sluggish or inflexible that the organization is forced to suspend or significantly slow down investments on innovative new systems until it consolidates, replaces or rearchitects its existing IT systems. 96% experience outages 67% experience outages at least twice
  14. 14. Copyright © 2018 Accenture. All rights reserved. More than 1 in 4 customers impacted at 46% of companies Discontinuities and outages interrupt services 14 What percent of citizens served suffered service interruptions or delays due to the [discontinuity point/IT-impacting unplanned outage]? 44%54% 2% Zero percent 1%-25% 26%-50% 51%-75% 76% or more Base = Had discontinuity point/unplanned outage; n=184
  15. 15. Copyright © 2018 Accenture. All rights reserved. 15 Inability to adopt new operating models Inability to launch new products or services Inability to carry out needed process change Unable to meet SLAs or other commitments Loss of trust in our organization by citizens Loss of partners 50% 48% 48% 40% 33% 40% Failure to execute the mission or perform operations effectively Loss of reputation/negative publicity30% Loss of customers24% 18% Which of the following, if any, were the other consequences of the [discontinuity point/IT-impacting unplanned outage] on your organization? Inability to introduce new operating models, services & process changes Discontinuities constrain strategy
  16. 16. Copyright © 2018 Accenture. All rights reserved. 16 Our aging systems were unable to process the workload from mobile apps and websites Organization unable to integrate systems and/or data Lack of necessary talent (internal or external) Security breakdown Our aging systems were unable to process data from external sources such as partners 48% 48% 48% 46% 40% 40% Obsolete and/or spaghetti (complex, point-to-point) IT architecture Poorly written or designed software code35% Which of the following are the main technical reasons for your [discontinuity point/IT-impacting unplanned outages]? Legacy systems often lack capacity to support modern requirements Many technical factors for outages
  17. 17. Copyright © 2018 Accenture. All rights reserved. 17 Systems run by departments other than IT were incompatible or were not maintained properly Insufficient investments in updating and maintaining impacted system Consolidation and restructuring left organization with multiple systems that are difficult to integrate Risk of discontinuity was underestimated Legacy systems considered too complicated to safely remediate Scale creep – many more users than initially budgeted, designed for or planned 45% 43% 43% 42% 41% 41% Systems designers and software developers rushed to get the system out the door, and didn’t go back to fix code with problems Problems were left to be solved in the future34% Scope creep – systems were used for much more than initially designed29% 28% Which of the following would you consider a root cause of your [discontinuity point(s)/IT-impacting unplanned outages]? More proactive management could mitigate many factors Poor planning underlies outages Other investments offer greater ROI than maintaining or repairing older systems21%
  18. 18. Copyright © 2018 Accenture. All rights reserved. 18 Simplifying business processes, products and services 43% 43% 43% 42% 42% 42% Continuously investing in existing systems to ensure high quality and continuous system delivery Tracking and, if necessary, fixing new software code that was rushed to production and may contain flaws 42% Ensuring our core systems are loosely coupled or layered to avoid interdependencies 39% Which of the following techniques is your organization using to avoid [discontinuity point(s)/IT-impacting unplanned outages]? Agencies embrace multiple approaches to reduce legacy risks No silver bullet for complexity Developing a plan for end-of-life for each system, and replace accordingly Standardizing IT infrastructure and application environments Fragmenting systems by agency or geography to avoid overly complex systems Avoiding the integration of convoluted, overly complex ‘spaghetti code’
  19. 19. Copyright © 2018 Accenture. All rights reserved. Federal agencies pursuing all of the above strategy Many routes to modernization 19 Which of the following architectural techniques is your organization currently using or planning to use to modernize existing legacy systems? Build new services on top of legacy using APIs, microservices and cloud36%41%21% Replace legacy systems with a new package software solution (non-SaaS)44%39%16% 2% Connect legacy systems to cloud services, then remove redundant parts of the legacy systems 43%36%21%1% Procure SaaS services that replace the legacy core systems36%43%21% Procure SaaS services on the side of the legacy core systems and put the legacy in a run-down mode 41%39%18%2% Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Don’t know Move legacy core systems to the cloud infrastructure39%44%17% Leave core systems as-is but extract data into a data lake to more easily enable new functionality 41%39%17% 2% 1% 1%
  20. 20. Copyright © 2018 Accenture. All rights reserved. Federal agencies pursuing all of the above strategy Many routes to modernization (continued) 20 Which of the following architectural techniques is your organization currently using or planning to use to modernize existing legacy systems? De-consolidate core systems to better align with different objectives32%49%18% Layer core systems using APIs to better manage dependencies and allow quicker development cycles 44%39%16% 2% Use robotic process automation/AI to automate functionality across systems29%42%26% 1% Simplify core system functionality to keep systems from becoming too complex and easier to maintain 48%32%20% 2% 2% 1% Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Don’t know
  21. 21. Copyright © 2018 Accenture. All rights reserved. However, agility, scalability and security top drivers vs. cost savings Shift to OpEx fueling cloud migration 21 Please indicate the extent to which you agree or disagree with each of the following statements: In our organization, agility, scalability and security are stronger drivers for the adoption of cloud-based IT than cost savings. 38%41%19% The switch from capital expense to operating for cloud-based IT makes it affordable for us to migrate systems that had been too expensive to migrate in the past. 31%49%19% Funds freed up by moving to cloud and other new technologies is or will be financing our migration from legacy systems. 36%44%19%1% Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Don’t know 1% 1% 2%
  22. 22. Copyright © 2018 Accenture. All rights reserved. The Accenture Federal Services Digital Decoupling Survey was fielded to 185 federal IT decision-makers in October 2017. All were employed by agencies of the U.S. Federal government as either a political appointee, Senior Executive Service (SES) or career employee (GS-13 to GS-15 or O-1 to 0-10). All reported having legacy environments within their agency. Within this group, 45% reported that they were extremely knowledgeable and 54% very knowledgeable“…regarding their organization’s plans for legacy systems and adoption of new technologies such as cloud computing and new techniques such as agile development and DevOps.” A similar digital decoupling survey was fielded globally by Accenture in 2017; additional information on this survey can be found here. For further analysis of these findings, please read Decouple to Innovate at Accenture.com Disclaimer: Totals may equal more than 100% due to rounding for individual responses 22
  23. 23. Copyright © 2018 Accenture. All rights reserved. Accenture, its logo, and High performance. Delivered. are trademarks of Accenture.

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