"As an example, the savings from legacy system optimization and enhancements are being redirected to fund digital initiatives. It's about doing more with the same funds," said Mr. Lovelock. "Typically, less than 10 percent of organizations are in cost optimization or cost cutting mode. However, the need to spend on digital business initiatives in a time when revenue growth does not support runaway IT budgets is forcing more organizations to optimize as a first step. Business processes, as well as IT, are undergoing optimization — digital business requires both. However, many CIOs are reluctant to raise this possibility, given the cultural and political barriers to optimizing business costs."
The most evident results of these optimization efforts are in the switches in spending between assets and services. "Most traditional IT now has a 'digital service twin' — license software has cloud software, servers have Infrastructure as a Service, and cellular voice has VoLTE," Mr. Lovelock said. "Things that once had to be purchased as an asset can now be delivered as a service. Most digital service twin offerings change the spending pattern from a large upfront payment to a smaller reoccurring monthly amount. This means that the same level of activity has a very different annual spend."