1、Authors:Archana Venkatraman Dave Clemente RISE OF FINOPS:EVOLVING BEYOND A DISCIPLINE INTO A MINDSET,STRATEGY,CULTURE,AND MEANS TO FINANCIAL EXCELLENCE February 2023 An IDC White Paper sponsored by Capgemini IDC#EUR150300923 Rise of FinOps:Evolving Beyond a Discipline into a Mindset,Strategy,Culture

2、,and Means to Financial Excellence Executive Summary Efficiency is the CIO Word of the Year for 2023,according to IDCs CIO Quick Poll in December 2022.The poll also showed that 57%of businesses expect their budgets to increase in 2023.This shows that the C-suites are keen to invest in technology for

3、 business innovation,but that they also want to ensure efficiency amid macroeconomic pressures such as inflation and recession.Two-thirds of the CIOs admitted they spend more on the cloud than previously budgeted.With cloud accounting for a large part of European organizations IT spend,efficient and

4、 optimized use of cloud resources is a key priority for C-suites.This is giving rise to FinOps a framework,culture,and mindset that enables organizations to maximize the value of their cloud investments.At its heart,FinOps is about cloud cost optimization.Regardless of where organizations are in the

5、ir cloud journeys,FinOps as a strategy is critical for the successful execution of cloud adoption.Cloud is dynamic and represents a paradigm shift in how resources are paid for and accessed,requiring organizations to adopt FinOps to better understand and manage cloud costs.By adopting a FinOps minds

6、et,businesses can bring cloud cost visibility as close as possible to engineering teams,so these teams can understand how their decisions impact cloud costs and can take appropriate measures at the design point.The value of FinOps is that it helps make every user AT A GLANCE KEY TAKEAWAYS In the clo

7、ud world,FinOps is as much as an imperative as security.For CIOs today,security is a day 0 job and FinOps is a day 0.5 job its time to shift FinOps left.FinOps is a framework,culture,and mindset that enables organizations to maximize the value of their cloud investments.FinOps aims to introduce tran

8、sparency,optimization,and a culture of ownership to ensure business value.FinOps is more than just financial operations its a collaboration among a cross-functional team of experts who want to maximize the value of cloud.FinOps has a bigger goal of using real-time cloud usage insights to minimize re

9、source waste,rationalize resource commits,and articulate IT efficiencies as part of broader business ESG goals.Organizations must capitalize on FinOps tools such as automation to optimize cloud usage/rates and cloud-based development.Organizations should be aware of tradeoffs when making cost optimi

10、zation decisions,as this is only one objective(albeit an increasingly high-priority one).FinOps maturity requires a continuous effort.Organizations should look at how their strategic IT transformation partners,such as GSIs,can help.accountable for cloud costs and embeds efficiency and optimization a

11、t the design level.It also empowers IT teams to demonstrate and articulate IT efficiencies to the board and contribute to organizations sustainability goals.Rise of FinOps:Evolving Beyond a Discipline into a Mindset,Strategy,Culture,and Means to Financial Excellence Key Factors Underpinning the Rise

12、 of FinOps Interest in FinOps is driven by:Macroeconomic environment:IDCs FERS Survey(Wave 11,December 2022)of senior business executives found that 75%of global C-suite respondents expect a recession.23%of organizations also expect inflation to have the greatest impact on IT spending,according to I

13、DCs Wave 3 FERS Survey in 2022.The prospect of greater efficiency is attractive at any time,and doubly so during economically challenging times.Scale of cloud waste:Organizations realize that cloud waste has become unsustainable.IDCs research reveals that 64%of global organizations spend more on clo

14、ud than originally budgeted.In addition,21%of mature cloud users in regions such as Europe admitted they dont know how much money they are wasting in the public cloud.Lack of insights:A lack of insights and best practice guidance on how best to optimize cloud spend was cited by 39%of global organiza

15、tions surveyed by IDC in May 2022(IDC FERS Survey,Wave 3,2022)as the top challenge when it comes to cloud operations.A lack of insights can be attributed to the complexity and dynamism of cloud resource use.Need to understand cloud costs to improve planning and forecasting:According to IDCs CEO Surv

16、ey in January 2022,50%of CEOs are very or extremely concerned about the growing cost of cloud.According to the CIO of a CPG multinational,Every time we sell a connected product,we need more compute,more connectivity,more data management capabilities,more cloud capacity the list goes on and IT needs

17、to better budget for this.We migrated to the cloud to save on capital expenses.But cloud economics is complex cloud is easily accessible,so we need to continuously identify and shut down instances.Were learning the implications of spinning up big instances.Head of technology,fashion retailer IDC exp

18、ects the continued growth in cloud adoption to mean that organizations will increasingly need to embrace FinOps to manage cloud costs.IDC predicts that complexities and IT budget pressures will drive 70%of Global 1000 companies by 2024 to increase FinOps maturity with granular chargebacks,benchmarki

19、ng,and multiple cloud optimization.Currently,in regions such as Europe,about 52%of organizations cited adopting FinOps,according to IDCs Multicloud Survey,2022,with a further 28%planning to adopt it in 2023.Although many organizations said they have adopted FinOps,IDC believes the majority of these

20、are still in the very early stages of maturity.But the intention to adopt FinOps at scale is high.Why?Value of FinOps to IT Teams FinOps is the practice of bringing financial accountability to the variable spend model of cloud,enabling distributed teams to make informed decisions.IDC#EUR150300923 Pa

21、ge|2 Rise of FinOps:Evolving Beyond a Discipline into a Mindset,Strategy,Culture,and Means to Financial Excellence FinOps is not a toolset but a mindset,a cultural practice,and a strategy to bring visibility and transparency into cloud costs to better understand them and use the insights to drive ac

22、countability.Its a strategy in which finance,IT,developers,and business collaborate and use real-time feedback to optimize cloud spending.FinOps delivers value by overcoming one of the main challenges of making cloud the dominant IT operating model cloud spend.Cloud spend is:Distributed across multi

23、ple environments Dynamic due to the needs of modern,scalable workloads Varied across different instance types,regions,and families Decentralized with employees autonomously buying cloud resources Wasted as it is easy to overlook or ignore Complex due to the unlimited number of combinations,making hu

24、man analysis nearly impossible FinOps:Provides visibility into cloud costs through easy-to-understand dashboards a single source of truth Delivers quick savings by identifying areas of optimization(decommissioning orphaned resources,rightsizing environments,matching cloud resources to workload needs

25、,etc.)Empowers users with real-time insights to take the right decisions Enables cross-functional collaboration between multiple teams to optimize costs and bring accountability Brings a disciplined approach for ownership of cloud spending(better utilization of resources,workload rationalization)Fos

26、ters a blameless culture through a centralized,data-driven,and transparent approach Helps IT evolve from a cost center to a business enabler that can show business users their cloud usage and develop mechanisms to charge back from business users Increases accuracy in resource allocation,cloud commit

27、ment,and forecasting Helps plan costs and ROI of future cloud projects to win budgets Its important to stress that FinOps is not merely financial operations.FinOps offers a new operational framework and collaborative culture to understand,control,and optimize cloud spend.It is part of a cloud operat

28、ions strategy that introduces a shift-left approach when it comes to cloud costs and encourages engineering teams,developers,asset managers,and cloud architects to proactively consider the cost impact of their decisions.The value of FinOps is that a centralized team comprising representatives from c

29、loud,IT operations,development,business,platform engineering,and finance empowers cloud users to better understand cloud costs and the implications of their design decisions.IDC#EUR150300923 Page|3 Rise of FinOps:Evolving Beyond a Discipline into a Mindset,Strategy,Culture,and Means to Financial Exc

30、ellence Companies should start small but should start soon with a cross-functional team aimed at cloud value realization.Eventually,as they see a payback,they should aim to have a full-fledged FinOps function.What does good look like?Mature organizations develop a centralized team with experts,inclu

31、ding:FinOps service leads Lead architects Heads of development Cloud SMEs(public cloud,private cloud,sovereign cloud)Business analysts Procurement or asset management teams FinOps SMEs(building certifications)For many organizations,a cloud center of excellence(CCoE)is the starting point for FinOps a

32、doption.This is a cross-functional cloud-focused team that has C-suite representation and focuses on cost optimization pillars.52%of European organizations have created a CCoE.Shifting financial considerations left helps organizations get on the path to sustainable,optimization-focused transformatio

33、n.This makes FinOps a business enabler rather than a reactive,isolated function within IT that examines cloud spend on a quarterly basis and urges business users to tighten up.The DX era saw business,IT,security,and developers work closely together with DevSecOps frameworks.We are now rapidly enteri

34、ng the FinOps era,with finance becoming a key part of the DevSecOps methodology,resulting in a DevSecFinOps strategy.Our focus is heavily on cost efficiency.This means predictability of costs is now very important for us.Were looking to bring economists into CCoEs to help optimize cloud costs.Lead t

35、echnology advisor,U.K.public sector body FinOps:A Value-for-Money Strategy for Complex Environments There is now a laser focus on cost optimization across the board,and organizations are taking multiple steps in response,such as reprioritizing technology projects that provide short-term payback,adop

36、ting automation to enable strategic use of IT skills and resources,and controlling cloud costs through FinOps.Figure 1 shows that value for money is now the most important attribute when selecting a strategic cloud provider.IDC#EUR150300923 Page|4 Rise of FinOps:Evolving Beyond a Discipline into a M

37、indset,Strategy,Culture,and Means to Financial Excellence FIGURE 1 Value for Money Is the Leading Factor When Choosing a Cloud Partner Note:What are the most important capabilities/attributes when selecting a strategic cloud provider for your organization?Source:IDC EMEA,Multicloud Survey,September

38、2022(n=1,077)IDC believes that value for money comes partly from low price points but also through the best practices of cloud cost management,and thats why more organizations are embracing it.IDC research shows that 70%of European organizations are using containers in their production environments,

39、but organizations still cite challenges around container cost management.With more platform engineers taking responsibility for shared container environments,and with more developers working with container platforms,organizations are extending FinOps practices specifically to identifying container w

40、aste and optimizing container use.FinOps can free up budgets to be reinvested in cloud-related innovation accelerators.In this way,FinOps can optimize spend and deliver value to the rest of the business.FinOps is a collaborative discipline that brings transparency and visibility into cloud use trend

41、s to drive better decisions.The objective of FinOps is not to spend less,but to optimize the spend.This means that while customer experience and security are very important,the main priority is value for money(see Figure 1).Be Proactive:Use FinOps for Optimization as a Team A proactive mindset is wh

42、en organizations evolve from seeing FinOps as a point solution to reduce cloud spend because of spiraling bills to using it as a strategy for optimization as a team.A proactive approach means organizations embrace FinOps even if they are in their early stages of cloud adoption.In conversations with

43、IDC,many organizations assume that FinOps is applicable only when they reach the highest levels of cloud adoption.In fact,the early days of the cloud journey are the perfect time to adopt FinOps because it bakes in cost discipline during the migration or cloud-native building phases.This helps organ

44、izations to remain in control of their cloud migration program and avoid surprises.IDC#EUR150300923 Page|5 Rise of FinOps:Evolving Beyond a Discipline into a Mindset,Strategy,Culture,and Means to Financial Excellence Being proactive also means starting small but starting soon.Organizations dont have

45、 to wait to build a large team of certified professionals to get started.Some organizations start with just one professional from the asset management team with an interest in FinOps to bring together the finance,engineering,and cloud team to make it functional.The group then looks at orphaned asset

46、s,workload trends,and utilization rates.They then develop best practices and recommendations.FIGURE 2 FinOps Personas:Domain-Specific Responsibility but Team-Focused Objectives Source:IDC,2023 A proactive approach also involves setting objectives,starting with monitoring.Successful organizations set

47、 clear goals such as getting insights into usage and understanding what resources drive up costs.After monitoring,they set the next goal such as identifying quick savings and then move to strategic goals such as rightsizing environments or informing cloud commits.A proactive approach also focuses on

48、 improving the three phases of the FinOps framework inform,optimize,operate to make informed decisions.FIGURE 3 The Three Phases of FinOps Source:IDC,2022 IDC#EUR150300923 Page|6 Rise of FinOps:Evolving Beyond a Discipline into a Mindset,Strategy,Culture,and Means to Financial Excellence The inform

49、phase includes:Assembling a cross-disciplinary team Visibility and transparency into spending and cloud usage Minimizing waste by identifying and decommissioning unused resources Developing skills,certifications,and a culture of accountability CIO tip:how to make continuous progress in the inform ph

50、ase move intentionally,rather than quickly Consider who needs to be involved,what information is necessary,and how it will be disseminated to ensure that business units understand that every development decision in the public cloud is a budgeting decision.The optimize phase includes:Identifying tool

51、s and software to automate FinOps capabilities Setting tags(descriptive metadata)with the goal of better resource allocation Using insights in budgeting and forecasting Rightsizing Instance optimization and resource strategy CIO tip:how to make continuous progress in the optimize phase optimize for

52、value The end goal for FinOps is not obtaining the lowest cost it is selecting the right technology and using it in a way that maximizes ROI.Build a portfolio of cloud options and futures across commitments,on-demand,and across reserved and spot instances to align workloads to cloud economics.The op

53、erate phase includes:Automation Centralized billing Defining control and governance as a collaborative team Communicating optimizations and spend patterns to stakeholders Embedding FinOps principles in developer processes These phases help organizations to get a grip on their cloud costs to ensure i

54、nnovation doesnt decelerate;at the same time,spend is governed and a cost-efficiency mindset is embedded in every stakeholder.CIO tip:how to make continuous progress in the operate phase embrace the journey Improving FinOps requires a shift in how business thinks about the technology on the front en

55、d and behind the scenes.Commit to clear and frequent communications to ensure strategy alignment and to share progress with metrics/KPIs.IDC#EUR150300923 Page|7 Rise of FinOps:Evolving Beyond a Discipline into a Mindset,Strategy,Culture,and Means to Financial Excellence A Four-Step Framework to FinO

56、ps Maturity The common stages of FinOps maturity are the crawl,walk,and run stages.Although more than half of the organizations IDC surveyed have adopted FinOps,the majority are still at the starting stage of maturity.To mature,organizations should take note of the following:Step 1 Clarify Business

57、Outcome and Optimization Road Map Organizations should start with the business outcome they want to achieve,and only then decide how to structure and implement a FinOps program.If the infrastructure strategy is to adopt more on-premises infrastructure,then a FinOps implementation isnt the best fit.C

58、larifying the outcomes can also help organizations to determine the size of the team to start with and decide if it needs to be the CCoE team or CFO or the operations team.Step 2 Assess Current Cloud Spending After outlining business objectives and use cases,organizations should conduct a current st

59、ate assessment of their cloud usage and of the capabilities,processes,and policies in place.This sets the baseline for implementing FinOps capabilities.Step 3 Apply Governance Defining teams and roles and best practices are critical steps in getting governance right.Visibility and governance need to

60、 be far-reaching and cover cloud resources,app design strategies,workloads,marketplace usage,tagging policies,cloud commits,instances mix,and resource broker systems.Step 4 Building Capabilities Across the Inform-Optimize-Operate FinOps Phases This is when organizations should put the plan to action

61、 with toolsets.By capitalizing on modern cloud cost transparency solutions,DevOps teams can use recommendations from FinOps leaders to understand and monitor the cost of deploying applications on public cloud and make comparisons to establish cloud cost baseline.Developers,platform engineers,and bus

62、iness teams can benchmark future releases to determine how the code changes will impact their cloud costs before they receive unexpected bills.Such a data-driven strategy can provide the DevOps teams with recommendations to optimize their code to reduce redundant processing as a long-term change.Onc

63、e capabilities are in action and governance and processes in place,FinOps teams can leverage automation to increase the benefits.Putting a FinOps Mindset Into Practice While the first three steps of the framework are focused more on an organizations cloud strategy,governance,and business expectation

64、s,the fourth step is critical in operationalizing FinOps and requires the teams to leverage tools.IDC#EUR150300923 Page|8 Rise of FinOps:Evolving Beyond a Discipline into a Mindset,Strategy,Culture,and Means to Financial Excellence Figure 4 shows that different organizations rely on different tools.

65、The two most popular tools for EMEA organizations are cost management tools available in the cloud(Azure,AWS,GCP)and third-party management tools.FIGURE 4 What do FinOps Teams Use to Manage and Optimize Cloud Costs?Source:IDC FERS Survey,Wave 1,EMEA sample,February 2022 Third-party cloud infrastruct

66、ure management(including FinOps tools such as Cloud Health,Cloudability,and Cloudcheckr)is growing at over 35%YoY.This is faster than public cloud adoption growth itself,indicating a mindset shift where optimization becomes a day 0 consideration when adopting cloud.Vendor and Technology Spotlight Ca

67、pgeminis FinOps Offering Capgeminis FinOps service includes:Fast track assessment:This includes an end-to-end view of an organizations public cloud resources,cost inventory,opportunity analysis,and optimization road map.FinOps governance design and setup:This step helps organizations set up their Fi

68、nOps toolsets,embed FinOps governance in cloud operations,and outline metrics for optimizations.FinOps as a service to operate:This involves implementing a cloud operating model FinOps as a service.Sustainable FinOps:This helps organizations to make sustainability(GreenOps)a key aspect of the FinOps

69、 value proposition.Metrics(insights)on cloud waste reduction(change in behavior)and optimization measures can help IT stakeholders to understand the carbon impact of their IT decisions and contribute to their organizations sustainability objectives.These help organizations assess their FinOps maturi

70、ty(walk,crawl,run stages),develop an implementation plan,and support the execution of the FinOps activities fully integrated into their FinOps governance.IDC#EUR150300923 Page|9 Rise of FinOps:Evolving Beyond a Discipline into a Mindset,Strategy,Culture,and Means to Financial Excellence Capgeminis d

71、iverse engagement models and its key FinOps services around billing,reporting,and cost optimization analysis can help organizations plug the skills gap in this area and create a proactive FinOps practice.Some of its customers have seen significant cloud cost savings using its FinOps capabilities:A l

72、arge luxury retailer identified 20%operation savings using Capgeminis FinOps business case analyses.A global financial services organization saved 23%of its total monthly bill in the first phase of the maturity assessment and expects to find more savings in subsequent phases.A German life-sciences c

73、ompany found quick-win savings in its Azure monthly bill with Capgemini capabilities.Implementing the four-step framework and bringing consistency is time-and labor-intensive,with some organizations taking up to a year to set up and scale their FinOps processes.Capitalizing on a technology providers

74、 expertise and templated tools can help organizations get started quickly in line with their cloud adoption.Once the first step outlining outcomes and the optimization road map is set,Capgeminis FinOps framework is designed to finish the assessment stage in 46 weeks and set up governance in 610 week

75、s for continuous cost optimization.Capgemini showed its commitment to building its FinOps talent pool by hiring dedicated experts in 2022.As a strategic partner with expertise across AWS,Azure,and GCP,and with experience in using third-party tools,Capgemini is a viable partner for European organizat

76、ions FinOps journeys.Business Value and End-User Recommendations How does technical business value(such as cloud resource optimization,rightsizing,or better planning and forecasting)translate into corporate business value?The direct business-level benefits include:Efficiency:Doing more with less.Con

77、tract savings:FinOps enables organizations to negotiate better rates with cloud providers,identify and eliminate wasteful use of cloud resources,and implement cost-saving strategies.Automation:The value of cloud lies in its scale.The value of cost optimization can be scaled too by adopting automatio

78、n.Just-in-time allocation of resources:Enabling just-in-time cloud resource allocation helps meet cost control objectives.ROI:Making every investment count.Capitalizing on technologies and tools to maximize the value of cloud investments:the right toolset is important for cost management.Tech invest

79、ment ROI:FinOps can help organizations maximize the value they receive from their cloud computing investments,leading to improved business performance and increased competitiveness.IDC#EUR150300923 Page|10 Rise of FinOps:Evolving Beyond a Discipline into a Mindset,Strategy,Culture,and Means to Finan

80、cial Excellence Continuous insight:Understanding what the data is saying.Mastering financial forecasting and planning:Adopting agile processes and using a real-time feedback loop can improve procurement decisions and drive cloud utilization rates to up to 90%.Benchmarking:To assess the impact of cod

81、e changes on cloud costs,50%of applications destined for the public cloud will be benchmarked prior to deployment in the next two to three years.Data-driven insights and metrics:Access to real-time data can help organizations better understand cloud users,usage patterns,and workload needs,and make t

82、hem more transparent and programmatic with cloud spend.Fit-for-cloud culture and governance:Investing responsibly and sustainably.Culture of accountability and ownership fit for the cloud world:IT leaders will be able to develop business-oriented metrics and KPIs to empower developers and applicatio

83、n teams to take responsibility for value realization and cost optimization.It will also drive behavioral changes such as adopting meticulous tagging and labelling,and embracing efficiency as a design principle at code level.Chargebacks and showbacks:Enabling business users to take ownership of cloud

84、 spend with transparent showbacks and chargebacks.Chargebacks require a high degree of maturity in FinOps and organizations should develop capabilities across the three phases to be able to implement showback and chargeback capabilities.ESG metrics:FinOps can help organizations to improve their ESG

85、metrics by using computing resources in a more sustainable and environmentally friendly way.Organizations with a mature approach to FinOps have a significant advantage when it comes to embracing cloud because they can:Gain a granular view of their cloud costs and cloud usage Track performance and be

86、nchmark Take real-time decisions around improving forecasting and budget planning Optimize cloud rates Optimize cloud usage Empower developer teams to make decisions on application design and code efficiency Align cloud spend with business needs to provide better value Extend FinOps beyond public cl

87、oud to include container and hybrid environments Improve the cloud experience by providing the business with consistent pricing and recommending the right instance for the right workload IDC#EUR150300923 Page|11 Rise of FinOps:Evolving Beyond a Discipline into a Mindset,Strategy,Culture,and Means to

88、 Financial Excellence IDC Prediction:In 2023,40%of European organizations will launch a dedicated FinOps practice to increase IT budget transparency and efficiency,freeing up 15%of their cloud spending.Conclusion The past few years have demonstrated the value of cloud to organizations.New financial

89、management is needed in this new era,and this is what FinOps offers as a mindset,strategy,culture,and means to financial excellence.As organizations progress through the FinOps framework and embrace DevSecFinOps,they will realize both short-and long-term benefits including insights to refine cloud a

90、doption strategy.The immediate gains will come from greater transparency and visibility into their cloud spending essential at a time of heightened economic uncertainty.The longer-term benefits will come from increased organizational flexibility and adaptability in the cloud and a cross-functional t

91、eam a center of excellence that is knowledgeable and capable of adapting cloud strategy as business needs and technology capabilities evolve.Organizations will know their FinOps approach is maturing when they:Build an efficiency mindset and culture:Mature organizations use FinOps to articulate the b

92、enefits of cloud beyond cost savings to empower developers and help the business adapt to an opex-based IT model.They use insights from FinOps as a means to bring transparency,consistency,and ownership to cloud use.Treat FinOps as a day 0 business strategy:For mature organizations,FinOps is not reac

93、tive.Its embedded across day-to-day cloud processes and strategies,in teams including DevOps,SRE,cloud engineering,and those responsible for IT investments and cloud use.Use FinOps to achieve financial excellence:Mature organizations are confident and data driven with their cloud finances,and unders

94、tand that cost optimization is a shared responsibility,including:Cost optimization of the cloud(vendor responsibility)Cost optimization in the cloud(user responsibility)Better customer experience(self-service and chargebacks and showbacks)Deploy FinOps as a gateway to GreenOps:Mature organizations c

95、an align their sustainability objectives with efficiencies gained through FinOps.FinOps empowers IT teams with metrics and usage patterns to demonstrate progress in minimizing their carbon footprint.Are you ready to add the finance dimension to practice DevSecFinOps?Are you ready to build a competit

96、ive advantage?IDC#EUR150300923 Page|12 Rise of FinOps:Evolving Beyond a Discipline into a Mindset,Strategy,Culture,and Means to Financial Excellence MESSAGE FROM THE SPONSOR Within our FinOps teams,we have noticed a strong evolution in the demand for FinOps support,but also,and this is a very positi

97、ve sign,a strong evolution in the global maturity of our customers in this field.We put a strong focus on the operationalization of FinOps through structured FinOps governance based on efficient reports to help decision making,agile change processes to validate optimization proposals,and above all t

98、he help of automation to increase efficiency.The scope of FinOps does not stop at the lower layers of the cloud,and we anticipate more and more opportunities for FinOps optimization on PaaS services to increase the impact on service consumption.We are also working on the convergence of the FinOps an

99、d GreenOps approaches by proposing common work areas to pool decision-making processes based on unified dashboards.About the Analysts Archana Venkatraman,Research Director,Cloud Data Management,IDC Europe Research Director,Cloud Data Management,IDC Europe Archana Venkatramans primary research covera

100、ge is cloud data management.She covers multiple topics,including data protection,edge to cloud data trends,application and data availability,compliance,data integration,intelligent data management,DataOps,data quality,and multicloud priorities and trends.She is also a co-lead of the cloud practice a

101、nd an active contributor to IDC Europes DevOps and AI research practices.David Clemente,Research Director,European CResearch Director,European C-Suite Tech Agenda Suite Tech Agenda Dave Clemente leads IDCs C-Suite Tech Agenda research in Europe,with a primary focus on analyzing and assessing tech sp

102、ending and buyer preferences.His research covers emerging trends around C-suite technology objectives,priorities,and investments.He is a research professional with more than 13 years experience in think tanks(Chatham House and the International Institute for Strategic Studies)and professional servic

103、es(including PwC and Deloitte).IDC#EUR150300923 Page|13 About IDC International Data Corporation(IDC)is the premier global provider of market intelligence,advisory services,and events for the information technology,telecommunications,and consumer technology markets.IDC helps IT professionals,busines

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