STKI researches and publishes once a year a complete Market Study about the Israeli Information Technology Scene. This is a version 2 that includes changes that were found after companies presented (again) their 2018 results and STKI analysts accepted the changes.
This document discusses reimagining the future through innovation and transformation. It covers topics like exponential growth, science fiction becoming science fact with examples of the internet and search engines. It discusses how organizational "terroir" affects change and the need to adapt proactively through initiatives like building a data model, implementing analytic tools, and automating jobs. The document outlines the stages of digital transformation companies have gone through and need to continue, moving from automated to autonomous and data-centric systems. It discusses how paying off technical and process debts is needed for companies to adapt to new technologies like artificial intelligence and autonomous vehicles that are revolutionizing various industries.
This document discusses trends in cloud computing and Israel's cloud computing industry. It defines cloud computing and its three main types: infrastructure as a service (IaaS), platform as a service (PaaS), and software as a service (SaaS). While still evolving, cloud computing has become a major trend, driven by cost savings. The document outlines security, diversifying SaaS applications, and hybrid cloud models as important trends. It also provides an overview of Israel's cloud computing industry and major companies in areas like security and SaaS.
The document provides an overview of an Israeli IT market study conducted in 2021 by STKI analysts. It discusses the impacts of COVID-19 on accelerating digital transformation and the implementation of new technologies. It then introduces the concepts of a "remote-first economy", "data economy", "distributive economy", and "passion economy" as frameworks for understanding trends in a post-COVID world. The document emphasizes that the most enduring impact of COVID-19 will be as an "implementation accelerant", driving organizations to rapidly implement technologies to deliver value.
Pini Cohen, CTO of STKI, presented on adaptive architecture and the evolving role of CTOs and architects. The presentation covered topics like microservices, API management, integration patterns, event-driven architecture, and low-code development. It discussed how technologies are changing rapidly, requiring CTOs to focus on adaptability and composable applications to meet business needs.
The secret spice of great customer experiencesEinat Shimoni
This document discusses key themes in customer experience for 2019, including a focus on data-centric experiences, managing customer journeys, and designing experiences around outcomes. It notes that while brands aim to connect their brand promise to customer experiences, most do not fully deliver on promises. Successful brands highlighted align their brand promise and customer reality through practices like transparent values, community engagement, and social impact. The document advocates for designing experiences around "jobs to be done" and outcomes over features. It also discusses challenges organizations face like a lack of clear CX strategy and technology architecture, as well as the need for a single customer view across data sources.
The document discusses trends in automation and innovation within Israeli organizations. It notes that the COVID-19 pandemic increased the need for real-time change and use of technology. Several examples are given of projects being launched within weeks instead of months by leveraging cloud technologies. The document also discusses how robotic process automation and other tools helped organizations scale operations and handle increased demand during the pandemic. Finally, it discusses trends in emerging technologies like blockchain and their potential applications for automating processes and developing new business models.
Recommended for CTOs, architects, IT Managers
COVID-19 has emphasized the fact that business agility and hence technology agility are the most if not the only factors for business success. However, technology agility in most IT departments is not the “strongest muscle”. Technology adoption of Cloud, Devops, Integration, Low-Code and Zero Trust are affecting all IT departments and even the entire organization. New
processes and relationships between the various branches of the IT department should emerge, forsaking old habits and technologies. New technologies and roles\responsibilities are taking their place.
The document appears to be a presentation from STKI IT Knowledge Integrators, a company. It discusses topics related to adapting organizations for the future, including the need for adaptive organizational structures, applications, and data management in a post-COVID world. There is a focus on the importance of continuous learning and implementing new technologies and trends to remain competitive. Key aspects of the new world of work like remote and flexible work are also examined.
This document presents market analysis and trends in the Israeli IT market from 2021-2022. It finds that the hardware, software, and services sectors are converging, with traditional hardware and software companies increasingly offering cloud and subscription-based services. Growth areas include public cloud infrastructure, data platforms, cybersecurity including zero-trust and SASE models, and low-code development tools. Traditional IT consulting services are expanding to include more cloud consulting. Infrastructure is increasingly automated through DevOps practices and software-defined approaches.
This document discusses trends in enterprise applications and remote work. It notes that 73% of employees want flexible remote work options, but 44% of companies do not allow it. Remote work increased from 16% pre-COVID to 65% during COVID. Productivity while remote has been found to be around 80%. Challenges of remote work include "Zoom fatigue" and ensuring creativity. The document also discusses trends in automation potentially disrupting jobs, the growth of e-commerce and interest in cloud-based ERP systems.
Jimmy summit 2021 part 1 presentation v1Inbalraanan
The document discusses how the COVID-19 pandemic accelerated digital transformation trends and forced organizations to rapidly implement new technologies. It notes that digital strategies are no longer as important as quickly embedding digital solutions to facilitate value. Going forward, organizations will need a more adaptive structure and multifaceted employees who can learn new skills. The role of IT leaders will shift from developing strategies to accelerating the implementation of solutions.
Digital transformations have forced organizations to adopt an adaptive approach. Adaptive organizational structures, real-time data management, and applications have evolved from more static past approaches. The document discusses the need for composable organizational applications that can quickly adapt compared to older static applications. It proposes adopting an adaptive IT approach using personalized business capabilities and a center office model to deliver business outcomes and value with the customer at the heart.
The document discusses the history and evolution of Dr. Jimmy Schwarzkopf's company STKI. It provides details about how STKI began as a market research firm in the 1980s, analyzing Israel's emerging IT market. Over time, STKI expanded its services to include consulting. It was later acquired by Gartner but continued operating in Israel under the STKI name. The document also references Dr. Schwarzkopf's research on technological revolutions and paradigm shifts in computing and their impact on business models and the economy.
The document discusses the journey towards becoming a data-driven organization. It notes that data is now a competitive differentiator and that the journey has become a race. It identifies characteristics of data-driven organizations as treating data as an asset, making it accessible and trusted, using it frequently in meetings, and more. Data-driven companies see benefits like higher growth and profits. The document outlines strategies for implementing a data strategy, including establishing a Center of Excellence and a data playbook to guide the process.
Recommended for CIOs and Applications Managers
In this session we will discuss how next generation business applications enable the
creation of much needed hyper-personalized experiences for customers and employees.
Center Office is a new delivery model that is emerging in response to the need to deliver
end to end hyper-personalized solutions that improve on older enterprise (legacy)
applications. Center Office relies on technologies such as APIs, microservices and
Hyperautomation (next level of automation that meshes AI tools with RPA,, enabling
scaling for complex business processes).
How do we manage employees' experiences as well as preserve talent and create
collaborative workplaces for teams? which new skills are needed? what will the
workforce of the future look like? Which new tools are needed for HR (employee well-
being)?
Enterprise applications, Web & Analytics trends 2012Einat Shimoni
The document summarizes trends in enterprise applications presented at the STKI Summit 2012. Some of the main trends discussed include increased use of mobile, social, big data/analytics and cloud technologies. Over 50% of enterprises are using SaaS delivery models for some applications. Open source application usage remains low in Israel. Context-based services that adapt to user location and activities are emerging. Voice interfaces are becoming more common. The CMO is an increasingly important customer for applications as companies focus more on customer experience. Social CRM allows companies to listen to customers and engage on social media. Microsoft Dynamics is a popular platform for CRM solutions in Israel with many system integrators offering customized solutions.
The document describes STKI, an IT market research and strategic analyst firm based in Israel. Over its 31 years in business, STKI has established relationships with major IT organizations and vendors through thousands of annual interviews. STKI uses an equilibrium model to analyze both what users purchase from vendors and what vendors sell, in order to determine the overall Israeli IT market size. The company provides research reports, briefings, and workshops to clients on topics like technology trends, industry surveys, and vendor positioning.
This document is a presentation by STKI IT Knowledge Integrators on their 2023 Israel IT Market Study. It provides information on STKI's methodology, which uses an equilibrium model to calculate the IT market size based on interviews with both technology users and vendors. It outlines the types of research and services STKI provides on topics like IT trends, budgets, forecasts, and vendor positioning. The presentation also includes sections on the Israeli economy, changing business environment, and factors impacting the CIO role. Slides are included on Israeli company statistics and examples of STKI's vendor positioning analysis.
Dr. Jimmy Schwarzkopf has over 40 years of experience in various areas of the computer information services industry. He has worked as an industry analyst, academic researcher, consultant, systems professional, sales/marketing professional, teacher/mentor, and entrepreneur. He founded STKI, which is now the leading market research and strategic analyst firm in Israel covering the IT industry. STKI conducts original research and provides advisory services to help clients make strategic decisions about their IT systems. The document provides details about STKI's research methodology, services offered, and summaries of their studies on the Israeli IT market.
The document provides information about STKI IT Knowledge Integrators, a market research and strategic analyst firm in Israel. It includes pages describing STKI's services, methodology, research focus areas, and client base. STKI conducts original research through face-to-face interviews and surveys of both technology users and vendors to establish an equilibrium model of the Israeli IT market. The document contains sample slides of the type of data and positioning analyses STKI provides to clients.
The document summarizes Dr. Jimmy Schwarzkopf's background and experience in the IT industry over 38 years. It also provides an overview of STKI, the market research firm he founded, including its goals, methodology, services, and the Israeli IT market research it conducts covering hardware, software, and value-added services. STKI aims to help clients make strategic IT decisions by providing market data and analysis based on thousands of annual interviews with industry participants.
The document summarizes Dr. Jimmy Schwarzkopf's background and experience in the IT industry over 38 years. It also provides an overview of STKI, the market research firm he founded, including its goals, methodology, services, and the Israeli IT market research it conducts covering hardware, software, and value-added services. STKI aims to help clients make strategic IT decisions by providing market data and analysis based on thousands of annual interviews with industry participants.
Dr. Jimmy Schwarzkopf has over 38 years of experience in various areas of the IT industry, including as an industry analyst, academic researcher, consultant, systems professional, and entrepreneur. He has founded three IT companies, including STKI, which provides market research and strategic analysis for the Israeli IT market. STKI uses an equilibrium model to obtain a holistic view of the IT market from both users and vendors. They conduct thousands of interviews annually to track spending trends and IT budgets across industry verticals. STKI also analyzes the hardware, software, and services markets in Israel to provide insights into market size, players, and forecasts.
This document provides an overview of the 2022 STKI IT Knowledge Integrators summit. It discusses how global events have impacted the previously optimistic outlook for IT budgets in 2022, noting issues like rising inflation, economic recession, war in Ukraine, and layoffs in the tech sector. However, it predicts that Israeli IT budgets will still rise 12-13% in 2022. It also covers STKI's services, research methodology, vendor positioning approach, and includes data about Israel's population, mobile/internet usage, and 5G penetration.
The document is a slide deck from STKI, an Israeli market research and strategic analyst firm, discussing the impact of global events on IT budgets in Israel in 2022-2024. It notes that while IT budget increases were forecasted to be large in 2022, events like the war in Ukraine, inflation, interest rate hikes, and political instability have changed the outlook. IT budgets in Israel are still expected to rise 12-13% in 2022 but forecasts beyond that are difficult given uncertainties. Digital transformation alone is no longer sufficient - companies must undergo smart business transformations to deliver personalized, data-driven experiences to customers.
Dr. Jimmy Schwarzkopf has over 40 years of experience in various roles in the IT industry including as an analyst, academic researcher, consultant, entrepreneur, and teacher. He founded STKI in 1992, which is now the leading market research firm in Israel covering the IT industry. STKI uses an equilibrium model to provide strategic analysis and advisory services to both IT users and vendors in Israel. Their goal is to help clients make informed strategic and financial decisions regarding their IT systems.
STKI is an Israeli market research and strategic analyst firm covering the IT industry. It has over 25 years of experience conducting interviews with IT organizations and suppliers. STKI uses an equilibrium model to determine the size of Israel's IT market, accounting for expenditures from users and revenues reported by vendors. The document provides details on STKI's methodology and services offered to help clients make strategic decisions regarding their IT investments.
STKI is an Israeli market research and strategic analyst firm covering the IT industry. It has over 25 years of experience conducting thousands of interviews annually with IT users and vendors. STKI provides research on IT trends, budgets, forecasts, vendor tiers and positioning to help clients make strategic decisions. It uses an equilibrium model to ensure IT spending reported by users equals sales reported by vendors. The document then provides details on STKI's research methodology and analysis of Israel's IT hardware, software and services markets.
Dr. Schwarzkopf has over 35 years of experience in various areas of computer information services including as an industry analyst, academic researcher, consultant, systems professional, sales and marketing professional, and entrepreneur. He has founded three IT companies. Dr. Schwarzkopf also served on various boards and committees. He holds multiple advanced degrees in related fields from universities in the US and Israel.
- The document summarizes Dr. Schwarzkopf's background and experience in computer information services, academia, consulting, sales, marketing, teaching, and entrepreneurship.
- It describes his roles founding three IT companies and serving on various boards and committees.
- It lists his educational background including degrees from the University of Central Florida, Carnegie Mellon University, and Case Western Reserve University.
Ovum is an ICT advisory brand with over 25 years of experience advising enterprises and suppliers on the business value of technology. It provides impartial research, events, and advisory services to over 5000 clients globally using a team of over 350 business analysts and 200 ICT analysts. Ovum helps clients develop effective IT strategies, select optimal technology investments, and manage investments to realize business benefits.
The document provides an overview of the 2013 IT market in Israel from Dr. Schwarzkopf's research firm STKI. Some key points:
- STKI conducted 210 interviews with CIOs across 16 industries and collected sales data from 310 vendors across 106 categories to develop an "equilibrium model" of the Israeli IT market.
- The report examines areas like software/hardware revenues, new vs continuing projects, work done by vendors vs outsourcing, and project pricing models.
- It also provides relevant economic context on Israel's GDP, inflation, unemployment, and comparison to OECD countries. Tables show numbers of companies and employees paying taxes from 2010-2012.
- STKI aims to give a
Butler Group is a world leader in providing IT research, analysis, and advice to help organizations develop effective IT strategies and architectures, evaluate and select IT products and services, and understand emerging IT trends. It was founded in 1990 and has over 5,000 clients globally, including over 70% of the FTSE 100. Butler Group provides a comprehensive portfolio of research reports, technology selection models, databases, and events to cater to all levels of IT executives.
This document discusses transforming from data projects to data products. It outlines how companies can adopt a product mindset and focus on creating data products that solve specific customer problems. Key aspects include defining data product teams led by data product managers, adopting a product mindset of focusing on outcomes rather than outputs, and using storytelling to communicate insights from data products. The presentation argues that treating data as a product can create competitive advantages and that every company may need to become a data science company in the future.
STKI Israeli Market Study 2023 corrected forecast 2023_24 v3.pdfDr. Jimmy Schwarzkopf
The document appears to be a presentation from STKI IT Knowledge Integrators on the state of Israel's economy and IT market following the outbreak of war in October 2023. It includes data and forecasts from various sources on how the war has negatively impacted Israel's GDP, business activity, and key industries. The original forecast predicted growth in Israel's IT market from 2018-2024, but the forecast has been corrected downward due to the unforeseen economic damage from the war, with the IT market now expected to decline in 2023 and 2024 compared to 2022 levels.
This document discusses communication and collaboration in product-led organizations. It covers topics like internal collaboration, collaboration challenges, collaboration tools, and collaboration overload. It also discusses the human factors of product-led organizations like empowering teams, keeping people interested and informed, and addressing issues like the great resignation and quiet quitting. The overall document provides insights into improving collaboration and communication in product-led companies.
The document discusses the evolution of the Office of the Chief Information Officer (OCIO) role over time. It describes how the OCIO started as an "order taker" for IT in the 1990s (OCIO v1). In the 2000s, the OCIO was established to better align IT with business needs (OCIO v2). Later, business relationship managers (BRMs) were introduced to improve customer experience but acted as bottlenecks (2017-2022). The document argues for a product-led organization where product teams are empowered and the OCIO acts as an enabler by providing resources and skills to product managers based on product success metrics.
This document discusses platform teams and platform engineering. It introduces platform products as products that can be easily used by other teams to focus on business problems while maintaining standards. Platform engineering is defined as designing and building toolchains and workflows that enable self-service capabilities for other teams. Platform products have functionality above the surface that developers see, and infrastructure components below the surface. Integration platforms, SRE, SASE, storage and backup tools, and micro frontends are discussed as examples of platform products.
This document discusses transitioning from a project-led organization to a product-led organization. It notes that while many companies have tried approaches like agile, digital transformation and design thinking, software projects still often fail to deliver user satisfaction. It advocates empowering product teams to own the entire product lifecycle and giving them autonomy to solve problems, rather than managing software development as a series of projects. This approach mirrors how successful startups operate and can help deliver better customer outcomes.
This document discusses product discovery and the importance of making the process data-driven. It recommends gathering customer data from various sources, analyzing the customer experience, and using product analytics tools to obtain both quantitative and qualitative insights. This will help ensure ideas are validated with real customers before significant development work begins. The goal is to learn fast through discovery while still releasing products with confidence.
The document discusses content from STKI, an IT knowledge integration company, including information about their new website and content examples. It covers topics like digital disruption, the four industrial revolutions, predictions for 2023 in Israel, and how every company will need to become a software company. Across multiple pages, it provides definitions, predictions, recommendations, and perspectives on challenges and opportunities brought about by digital transformation and the fourth industrial revolution.
This document appears to be from an annual IT market study presentation by STKI IT Knowledge Integrators. It includes an agenda for the presentation covering the 2022 IT market study results, enterprise budgets, economic forecasting signals, top vendors, and a post-COVID world. The presentation contains many slides with graphs, charts, and text analyzing the Israeli IT market and global economic conditions. It discusses challenges in forecasting 2023-2024 given various political and economic uncertainties globally and in Israel.
Recommended for CDOs and all Data & Analytics Managers
The past 2 years have had a huge impact on organizations journeys to become data driven. Existing data architectures were disrupted; rigid structures and processes were questioned, and many data strategies were re-written.
On the one hand, the global pandemic emphasized the need for organizations to raise the bar, implement strategies, improve data literacy and culture, increase investments in data and analytics, and explore AI opportunities.
On the other, it also presented new challenges such as: the war for data talent and the wide literacy gap. Inadequate structures as well as outdated processes were exposed. Major changes in the data landscape (Data Fabric, Data Mesh, Transition to Data Clouds) will further disrupt existing data architectures and enhance the need for a new adaptive architecture and organization.
Initiatives are organizational challenges aimed at transforming business models to adapt to disruptive changes in the economy. They involve multiple "treks" or projects that follow best practices to achieve important goals, with each trek representing a journey with several important steps that may also be individual projects. Initiatives are maps to help companies navigate the connected modern economy through continuous improvement efforts.
The document outlines an initiative to re-invent IT at a company. It discusses reorganizing technology domains, cost optimization strategies like chargeback models and new procurement methods, redesigning core processes and systems using approaches like microservices and containers, establishing an insights-driven culture by hiring data talent and implementing predictive analytics, and ensuring decisions lead to actions. The goal is to transform IT from an overhead division to an enabler of the business through initiatives that fundamentally reshape work and drive growth.
Paradigm Shifts in User Modeling: A Journey from Historical Foundations to Em...Erasmo Purificato
Slide of the tutorial entitled "Paradigm Shifts in User Modeling: A Journey from Historical Foundations to Emerging Trends" held at UMAP'24: 32nd ACM Conference on User Modeling, Adaptation and Personalization (July 1, 2024 | Cagliari, Italy)
AC Atlassian Coimbatore Session Slides( 22/06/2024)apoorva2579
This is the combined Sessions of ACE Atlassian Coimbatore event happened on 22nd June 2024
The session order is as follows:
1.AI and future of help desk by Rajesh Shanmugam
2. Harnessing the power of GenAI for your business by Siddharth
3. Fallacies of GenAI by Raju Kandaswamy
Transcript: Details of description part II: Describing images in practice - T...BookNet Canada
This presentation explores the practical application of image description techniques. Familiar guidelines will be demonstrated in practice, and descriptions will be developed “live”! If you have learned a lot about the theory of image description techniques but want to feel more confident putting them into practice, this is the presentation for you. There will be useful, actionable information for everyone, whether you are working with authors, colleagues, alone, or leveraging AI as a collaborator.
Link to presentation recording and slides: https://bnctechforum.ca/sessions/details-of-description-part-ii-describing-images-in-practice/
Presented by BookNet Canada on June 25, 2024, with support from the Department of Canadian Heritage.
Coordinate Systems in FME 101 - Webinar SlidesSafe Software
If you’ve ever had to analyze a map or GPS data, chances are you’ve encountered and even worked with coordinate systems. As historical data continually updates through GPS, understanding coordinate systems is increasingly crucial. However, not everyone knows why they exist or how to effectively use them for data-driven insights.
During this webinar, you’ll learn exactly what coordinate systems are and how you can use FME to maintain and transform your data’s coordinate systems in an easy-to-digest way, accurately representing the geographical space that it exists within. During this webinar, you will have the chance to:
- Enhance Your Understanding: Gain a clear overview of what coordinate systems are and their value
- Learn Practical Applications: Why we need datams and projections, plus units between coordinate systems
- Maximize with FME: Understand how FME handles coordinate systems, including a brief summary of the 3 main reprojectors
- Custom Coordinate Systems: Learn how to work with FME and coordinate systems beyond what is natively supported
- Look Ahead: Gain insights into where FME is headed with coordinate systems in the future
Don’t miss the opportunity to improve the value you receive from your coordinate system data, ultimately allowing you to streamline your data analysis and maximize your time. See you there!
How to Avoid Learning the Linux-Kernel Memory ModelScyllaDB
The Linux-kernel memory model (LKMM) is a powerful tool for developing highly concurrent Linux-kernel code, but it also has a steep learning curve. Wouldn't it be great to get most of LKMM's benefits without the learning curve?
This talk will describe how to do exactly that by using the standard Linux-kernel APIs (locking, reference counting, RCU) along with a simple rules of thumb, thus gaining most of LKMM's power with less learning. And the full LKMM is always there when you need it!
Scaling Connections in PostgreSQL Postgres Bangalore(PGBLR) Meetup-2 - MydbopsMydbops
This presentation, delivered at the Postgres Bangalore (PGBLR) Meetup-2 on June 29th, 2024, dives deep into connection pooling for PostgreSQL databases. Aakash M, a PostgreSQL Tech Lead at Mydbops, explores the challenges of managing numerous connections and explains how connection pooling optimizes performance and resource utilization.
Key Takeaways:
* Understand why connection pooling is essential for high-traffic applications
* Explore various connection poolers available for PostgreSQL, including pgbouncer
* Learn the configuration options and functionalities of pgbouncer
* Discover best practices for monitoring and troubleshooting connection pooling setups
* Gain insights into real-world use cases and considerations for production environments
This presentation is ideal for:
* Database administrators (DBAs)
* Developers working with PostgreSQL
* DevOps engineers
* Anyone interested in optimizing PostgreSQL performance
Contact info@mydbops.com for PostgreSQL Managed, Consulting and Remote DBA Services
Quantum Communications Q&A with Gemini LLM. These are based on Shannon's Noisy channel Theorem and offers how the classical theory applies to the quantum world.
How RPA Help in the Transportation and Logistics Industry.pptxSynapseIndia
Revolutionize your transportation processes with our cutting-edge RPA software. Automate repetitive tasks, reduce costs, and enhance efficiency in the logistics sector with our advanced solutions.
What's Next Web Development Trends to Watch.pdfSeasiaInfotech2
Explore the latest advancements and upcoming innovations in web development with our guide to the trends shaping the future of digital experiences. Read our article today for more information.
Blockchain and Cyber Defense Strategies in new genre timesanupriti
Explore robust defense strategies at the intersection of blockchain technology and cybersecurity. This presentation delves into proactive measures and innovative approaches to safeguarding blockchain networks against evolving cyber threats. Discover how secure blockchain implementations can enhance resilience, protect data integrity, and ensure trust in digital transactions. Gain insights into cutting-edge security protocols and best practices essential for mitigating risks in the blockchain ecosystem.
An invited talk given by Mark Billinghurst on Research Directions for Cross Reality Interfaces. This was given on July 2nd 2024 as part of the 2024 Summer School on Cross Reality in Hagenberg, Austria (July 1st - 7th)
Hire a private investigator to get cell phone recordsHackersList
Learn what private investigators can legally do to obtain cell phone records and track phones, plus ethical considerations and alternatives for addressing privacy concerns.
In this follow-up session on knowledge and prompt engineering, we will explore structured prompting, chain of thought prompting, iterative prompting, prompt optimization, emotional language prompts, and the inclusion of user signals and industry-specific data to enhance LLM performance.
Join EIS Founder & CEO Seth Earley and special guest Nick Usborne, Copywriter, Trainer, and Speaker, as they delve into these methodologies to improve AI-driven knowledge processes for employees and customers alike.
Implementations of Fused Deposition Modeling in real worldEmerging Tech
The presentation showcases the diverse real-world applications of Fused Deposition Modeling (FDM) across multiple industries:
1. **Manufacturing**: FDM is utilized in manufacturing for rapid prototyping, creating custom tools and fixtures, and producing functional end-use parts. Companies leverage its cost-effectiveness and flexibility to streamline production processes.
2. **Medical**: In the medical field, FDM is used to create patient-specific anatomical models, surgical guides, and prosthetics. Its ability to produce precise and biocompatible parts supports advancements in personalized healthcare solutions.
3. **Education**: FDM plays a crucial role in education by enabling students to learn about design and engineering through hands-on 3D printing projects. It promotes innovation and practical skill development in STEM disciplines.
4. **Science**: Researchers use FDM to prototype equipment for scientific experiments, build custom laboratory tools, and create models for visualization and testing purposes. It facilitates rapid iteration and customization in scientific endeavors.
5. **Automotive**: Automotive manufacturers employ FDM for prototyping vehicle components, tooling for assembly lines, and customized parts. It speeds up the design validation process and enhances efficiency in automotive engineering.
6. **Consumer Electronics**: FDM is utilized in consumer electronics for designing and prototyping product enclosures, casings, and internal components. It enables rapid iteration and customization to meet evolving consumer demands.
7. **Robotics**: Robotics engineers leverage FDM to prototype robot parts, create lightweight and durable components, and customize robot designs for specific applications. It supports innovation and optimization in robotic systems.
8. **Aerospace**: In aerospace, FDM is used to manufacture lightweight parts, complex geometries, and prototypes of aircraft components. It contributes to cost reduction, faster production cycles, and weight savings in aerospace engineering.
9. **Architecture**: Architects utilize FDM for creating detailed architectural models, prototypes of building components, and intricate designs. It aids in visualizing concepts, testing structural integrity, and communicating design ideas effectively.
Each industry example demonstrates how FDM enhances innovation, accelerates product development, and addresses specific challenges through advanced manufacturing capabilities.
Are you interested in dipping your toes in the cloud native observability waters, but as an engineer you are not sure where to get started with tracing problems through your microservices and application landscapes on Kubernetes? Then this is the session for you, where we take you on your first steps in an active open-source project that offers a buffet of languages, challenges, and opportunities for getting started with telemetry data.
The project is called openTelemetry, but before diving into the specifics, we’ll start with de-mystifying key concepts and terms such as observability, telemetry, instrumentation, cardinality, percentile to lay a foundation. After understanding the nuts and bolts of observability and distributed traces, we’ll explore the openTelemetry community; its Special Interest Groups (SIGs), repositories, and how to become not only an end-user, but possibly a contributor.We will wrap up with an overview of the components in this project, such as the Collector, the OpenTelemetry protocol (OTLP), its APIs, and its SDKs.
Attendees will leave with an understanding of key observability concepts, become grounded in distributed tracing terminology, be aware of the components of openTelemetry, and know how to take their first steps to an open-source contribution!
Key Takeaways: Open source, vendor neutral instrumentation is an exciting new reality as the industry standardizes on openTelemetry for observability. OpenTelemetry is on a mission to enable effective observability by making high-quality, portable telemetry ubiquitous. The world of observability and monitoring today has a steep learning curve and in order to achieve ubiquity, the project would benefit from growing our contributor community.
INDIAN AIR FORCE FIGHTER PLANES LIST.pdfjackson110191
These fighter aircraft have uses outside of traditional combat situations. They are essential in defending India's territorial integrity, averting dangers, and delivering aid to those in need during natural calamities. Additionally, the IAF improves its interoperability and fortifies international military alliances by working together and conducting joint exercises with other air forces.
What’s New in Teams Calling, Meetings and Devices May 2024
STKI IT Market Study 2019 version 2
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STKI Company Confiential 1
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Market Study
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• Over 28 years of experience in the IT analyst sector and thousands of annual face-to-face
interviews with key industry participants have enabled STKI analysts to establish solid, long-
standing relationships with customers.
• STKI customers include major IT organizations (government, financial institutions, telecoms,
manufacturing, medical, education, etc.) and IT suppliers/vendors (infrastructure and software
suppliers, consulting and professional services firms).
• STKI works closely with vendor senior management (strategy, business development, and
marketing). Where end users are concerned, analysts meet with CEOs, CFOs, CMOs, CDOs and CIOs
(as with all levels of IT decision making) thereby attaining complete information of their technology
as well as their business needs.
STKI's mission is to advise and analyze users of business technologies as well as their
suppliers while conducting original research and providing advisory services regarding all
parts of the technology puzzle.
•
Founded in 1992, STKI is the leading business technologies
market research and strategic analyst firm in Israel.
Founded in 1992, STKI is the leading business technologies
market research and strategic analyst firm in Israel.
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• Dr. Schwarzkopf has worked during the last 40 years in all areas of Computer Information Services:
• As an Industry Analyst at META Group (Israeli Research Manager) and was named a META Group Research Fellow.
• As an academic researcher in Entrepreneurship Sciences; has published and presented in several international IT and
Management Conferences
• Editorial Board Member of the academic journal "International Journal of Opportunity, Growth and Value Creation".
• As a consultant in Arthur Andersen Consulting (USA), Booz Allen (USA) and Kesselman & Kesselman (Israel)
• As a systems professional in SCS Computers and the R&D Unit of the Israel Defense Forces.
• As a marketing professional in Digital Equipment Corporation.
• As a teacher/mentor in the MIS department / Tel-Aviv Yafo Academic College and the Computer School of the IDF.
• As an entrepreneur founding three companies in the IT arena: STKI and companies in the areas of store/forward mail and
office systems.
• Dr. Schwarzkopf served on the Board of Directors of Ashot Ashkelon Industries, served as President of the Gymnasia
Herzelia Association, Co-founder of the Mashov Political Movement and was a member of the Central Committee of
the Labor Party. Major (Rav-Seren) in the reserves, Israel Defense Forces (where he served in an elite unit and later in
the R&D unit). Registered Engineer (IS22881), member of MENSA Israel.
• Dr. Schwarzkopf received BSE and MSE degrees (Systems Engineering) from the University of Central Florida.
Received a MSIA (Management Information Systems) and ABD (PhD Program) in Systems Science (received (twice)
the William Larimer Mellon Scholarship/Award) from Carnegie Mellon University. His doctorate (DM-Management/
Entrepreneurship) he received from Weatherhead School of Management at Case Western Reserve University.
Dr. Jimmy Schwarzkopf, Research Fellow , STKIDr. Jimmy Schwarzkopf, Research Fellow , STKI
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Face-to-face meetings
STKI Analyst House Calls
(for both users and
vendors)
CIO STKI "Help Desk"
Inquiries
Surveys
Strategic Marketing &
Positioning
Round Tables for users
Vendor Discovery Series
(Newsletters and
workshops)
Vendor Innovation
Workshops
In-house Workshops
CIO Annual Bootcamp
CTO Annual Bootcamp
Brainstorming
(based on Design Thinking)
Workshops
STKI Annual Summit
STKI services include
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STKI Research Results:
1. IT Trends
2. Surveys about organizational issues
3. Round Table Summaries
4. Industry IT Budgets
5. IT Market Forecasts by category
6. Vendor Tiers by category
7. Product Positioning
8. Staffing Ratios
http://index.stki.info/
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STKI Methodology: equilibrium model
The sum of all IT expenditures (from users)
has to be equal to all IT sales (from vendors).
most research firms are either a
"demand-based"
(market information based on data from users of IT)
"supply-based"
(market information based on data from IT vendors).
STKI is one of the only research firms using an equilibrium model
and the only one in Israel.
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In order to calculate the “IT Market”
(what is bought/sold in Israel)
What users bought?
From whom?
Why?
What users bought?
From whom?
Why?
Technology
Users
Technology
Users
Technology
Vendors
how much did they sell?
to whom?
for how much?
competitors?
how much did they sell?
to whom?
for how much?
competitors?
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› Yearly revenues of hardware sales and hardware maintenance
› Yearly revenues of software licenses, software maintenance and cloud usage.
› We are learning how to account only for enterprise cloud usage in Israel for IT departments.
› Differentiation between new projects and continuing projects (New projects count more)
› Distinguish between work done by the vendor's employees and work outsourced to
other vendors. The revenue should be transferred to the vendor actually doing the work.
› Differentiate revenues from projects done in fixed price, cost plus (SLA defined) ,
managed services and those done by staff augmentation (non SLA) projects.
› Differentiate value of work done by high level internal professionals in a project versus
that done by staff augmentation employees in the clients IT department.
› We do not include any work/ products for OEMs and military non-IT projects.
Our study looks at any vendor value (products/services) sold to
enterprises (also government & security) in Israel; taking into
account the client’s view/mindshare of value delivered
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Israeli Positioning
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Over
150
categories
Over
150
categories
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456 IT
VENDORS
in Israel
456 IT
VENDORS
in Israel
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Manufacturers/Software Houses, Distributors, VARs
NO double bookings for IT Market Size Forecasts
Resellers (VARs) get credit only for their value added unless the
manufacturer/software house is not present in Israel, then they get full credit.
Integrators and other Value Added Service Providers get credit only for the
“services-work” they contributed to the project.
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DISTRIBUTORS (usually are not shown in our study)
are intermediary reseller entities; between the
original MANUFACTURERS OF HARDWARE
PRODUCTS or SOFTWARE HOUSES and other entities
in the distribution channel (VARs and INTEGRATORS).
VALUE-ADDED RESELLERS (VARs) offer third party
software and hardware to the end user or
integrators at a markup, along with a limited
combination of procurement consulting,
configuration, and customization services (shown
under HARDWARE or SOFTWARE)
INTEGRATORS offer professional’s services
(consulting, developing, implementing or sourcing
manpower) in order to deliver enterprise computer
services to the organization. (shown under VALUE
ADDED SERVICES ).
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Area company occupies in the circle is
not relevant and has no meaning.
STKI has signed NDAs with the vendors
(revenues, projects) and we tried to
minimize opportunities for backward
engineering of the data .
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Methodology for “Israeli Positioning”
This is NOT a technological or functional positioning and SHOULD NOT be
used as such. This positioning is intendent to reflect ONLY THE DEGREE to
which a product is PRESENT AND SUPPORTED IN ISRAEL
Focused on the enterprise sector (not SMB)
X axis (Market Presence):
Installed base; New sales; Mindshare
Y axis (Local Support):
Number and quality of Sis; localization; local R&D
Vendors to watch: New players that only recently entered the market and
therefore cannot be evaluated against longtime players
Global leaders: marked according to international analyst firms
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stki
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ISRAEL 2019
02
Companies, Business Activity and Economy
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lsrael's economy is performing strongly
Real GDP developments
lndex 2000 = 100
180
lsrael
Israel's economy continues to register remarkable
macroeconomic and fiscal performance. Growth is
strong and unemployment low and falling. With low
interest rates and price stability, financial policy is
170
160
150
140
130
120
110
100
OECD prudent, and public debt is comparatively low and
declining. The external position is solid, thanks to a
dynamic high-tech sector. The average standard of
living is improving, mainly due to higher employment
rates. Continued accommodative macro policies and
planned investments in the offshore gas fields in the
2000 2002 2004 2006 2008 2010 2012 2014 2016
Source: OECD, Economic Outlook Database.
1 2 http://dx.doi.org/10.1787/888933672743
coming years will spur further growth. Against this
backdrop, Israelis remain on average more satisfied with
their lives than residents of most other OECD countries.
lncome inequality has fallen, but economic disparities and a lack of social cohesion persist
• The economy is strong
• Growth will continue in 2019 (despite a
temporary slowdown in mid-2018), and will
cool down in 2020.
• Reforms needed of the public transport
infrastructure
• Income inequality has fallen, but economic
disparities and a lack of social cohesion persist
• Expansionary fiscal policy and low interest rates
(0.25%) will boost domestic demand.
• Growing regional geopolitical tensions could
stop GDP growth
• Faster-than-expected development of offshore
gas fields andnew gas export deals could boost
GDP growth
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25Economic Data for Israel 2
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Economic Data for Israel 3
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27The Global Risk Landscape 2019
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Global Competitiveness Report
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• The country has grown to become one of the world’s innovation hubs (10th globally).
• Israel spends the most of any country in the index on R&D (4.3% of GDP), and is where
entrepreneurial failure is most accepted and innovative companies grow the fastest.
• It can also rely on an extremely educated workforce, with an average of 13 years of
schooling (8th globally) and where people acquire the appropriate skills that employers are
looking for (2nd globally).
• This pool of talent is well integrated into the job market thanks to the low level of taxes on
labor (5.9% of companies’ profits), near-equal participation of women (6th globally) and
reliance on professional management (19th).
• A well-developed financial sector (22nd), with the second-best availability of venture capital
in the world, also supports a flourishing and innovative private sector.
• Dynamism of domestic markets could be hindered by the presence of large groups (51st
globally in terms of dominance of few large companies), although competition within the
service sector, particularly in professional services, remains vibrant (31st).
Global Competitiveness Report
Israel score of 76.6 (20th globally)
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trade facilitation comparison
Israel 2019:
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Israel 2019: exports
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Figure 2. Well-being outcomes are mixed
A. Better Life lndex,1 2017 edition B. Gap vis-a-vis the OECD upper half2
Subjective well-being
Income and wealth
10
Jobs and earnings Israel
% points
0
8
6
Personal security
4
2
0
Environmental quality
Civic engag. & governance
Social connections
Housing
Work-life balance
Health status
Education and skills
OECD
Labour utilisation
GDP per capita
Hourly productivity
2000 2005 2010 2015
-5
-10
-15
-20
-25
-30
-35
-40
-45
: OECD (2018), Economic Policy Reforms: Going for Growth (forthcoming
Well-being Data Outcomes
(confusing)
%underOECDaverage
OECD average
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Tunisia
Arab
system
Brazil
Indonesia
Jordan
Turkey
Albania
lsrael1
European
Union
OEC
D
Hebrew
system1
productivity
500
475
450
425
400
375
350
Education outcomes are poor
for disadvantaged groups
Average overall PISA score, 2015
To foster stronger social co
complementa ry re form s
infrastructure and educatio
strengthening product marke
productivity in sheltered sec
infrastructure deficit, especi
which causes considerable ro
air quality, impedes access to
accentuates spatial segrega
groups living in peripheral zo
in disadvantaged areas, espe
improve job prospects and
1. Haredi boys did not participate in the PISA test, as they do not
study the required material. Results are thus overestimated.
Source: OECD, PISA Database; Shoresh (2017), Shoresh Handbook
2017: Education and its impact in Israel.
1 2 http://dx.doi.org/10.1787/888933672724
reforms and more public in
would improve the skills of H
especially women, allowing th
in high value-added sectors.
1. Defined as the S90IS10 disposable income share ratio, i.e. the share of all disposable income
received by the top decile divided by the share of the bottom decile.
2. Poverty rate relative to threshold of 50% of median disposable income.
Source: OECD (2017), Income Distribution Database,
Israel 2019:
Inequality and poverty remain high
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poverty in Israel
Israel 2019:
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OECD, Economic Outlook Database; Bank of Israel.
1 2 http://dx.doi.org/10.1787/888933672895
Figure 10. The labour market continues to tighten
A. Cyclical slack has been used up B. Wage growth and job vacancies
% of labour force
5.0
4.5
4.0
3.5
3.0
2.5
2.0
1.5
Involuntary part-time workers
Marginally attached workers
Unemployment rate
NAIRU1
% of labour force
16
14
12
10
8
6
4
2
% change2
6
5
4
3
2
1
0
-1
-2
Nominal wage growth
Real3 wage growth
Job vacancy ratio
% of total employees
5.0
4.5
4.0
3.5
3.0
2.5
2.0
1.5
1.0
2000 2002 2004 2006 2008 2010 2012 2014 2016 2010 2011 2012 2013 2014 2015 2016 2017
Labor MarketIsrael 2019:
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participation in labor force
Israel 2019:
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The leading items ordered by Israelis were clothing and
footwear, vitamins, cosmetics, kitchen accessories, electronics,
computers and gadgets.
The leading retailer was Ali Express (50 percent of orders).
Followed by eBay, while the biggest jump in orders was
identified in Amazon , Asos and British clothing merchants Next
(Next even has a Hebrew website and is a particular favorite
among Israeli moms buying clothes for their kids).
Most packages arriving in Israel originated in China, the United
States and the United Kingdom.
Residents of Israel’s 20 largest cities got around 43 million
packages
Tel Aviv residents ordered the largest net amount of packages
in 2018 (5.1 million, averaging 9.53 parcels per person).
2018 was a record-breaker
in the field of
online commerce
(from abroad)
During 2018 more than 65 million packages
were delivered from abroad,
weighing a total of 14,100 tons
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TOURISM
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• 7.6 million one-time departures in
2017
• That’s up 12% from the 2016.
• Nearly half the population, or 3.8
million Israelis, departed the
country at least once in 2017.
• That stands among the highest rate
of international travel in the world,
signs of the increasing number of
low-cost airlines servicing the
market (look at the graph)
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45Israel 2019:
Jobs dashboard of labor market performance
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Israel 2019:
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• 6,740,287 Internet users in Dec, 2018, 78.5% penetration
• 5,800,000 Facebook subscribers in Dec, 2017, 67.6% penetration
• Mobile Speed: 20.79 Mbps Down load - 12.58 Mbps Up load
(2018 Avg.)
• Fixed Broadband Speed: 52.54 Mbps Down load - 10.69 Mbps Up
load
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49Bank of Israel Annual Report 2018
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Israel 2019:
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55Number of Companies (paying employee taxes) in Israel
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small size of firms (market) affects productivity
Israel 2019:
theoretically this small market has to carry a price penalty but…..
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State of the Economy Index*
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State of the Economy Index reflects the economy’s
difficulty in increasing the volume of production, (low
supply of qualified workers) so the country needs to
provide a larger share of the demand from outside sources.
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ISRAEL 2019
Startup Scene in Israel
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Israel’s Innovation Special Sauce
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• #1 country with Nasdaq-listed companies except the U.S. and China
• #1 country in terms of VC Investment per Capita and as a % of GDP
• #1 country in terms of startups concentration: there’s 1 startup for every 400 people and 1 startup each 19km2
• #1 startup ecosystem after the US according to the Compass Global Startup Ecosystem Ranking
• #1 country in terms of R&D employees concentration: 140 per 10,000 (the U.S. comes in second with 85 per
10,000)
• #1 country in terms of high-tech employees concentration: 250 000 high tech employees (around 1 per 10
working people)
• #1 in the production of scientific papers
• #1 out of 148 economies in innovation abilities, #2 in entrepreneurship and #3 in global innovation according
to the IMD Competitiveness Yearbook
• #1 out of 60 leading economies around the world for technological and scientific abilities according to the
annual Global Dynamism Index (GDI)
• #2 on the World Economic Forum
• #2 most highly educated country in the world according to WSJ
• #4 in its ability to attract foreign investors according to Deloitte
• #5 in the number of patents per capita
• #10 on the Bloomberg Index
Israel 2019 Startup and R&D Ecosystem ResultsIsrael 2019 Startup and R&D Ecosystem Results
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• It has grown from 7% of total employment in 1995 to 9% in 2014, (12% of employment in the business
sector), which is more than double the OECD-country median.
• Its share of GDP increased from 6.5% to 11.4% during this period,
• It experienced stronger growth in services than in goods.
• Services accounted for two-thirds of the value added produced in the high-tech sector
• Since 2010 high-tech industry expansion has been about half that of the rest of the economy. It is no
longer been the engine of growth.
• Production in this sector, which exceeded 13% of GDP in 2009, fell by 1.7 percentage points and its
share in exports stopped increasing.
• Many Israeli tertiary graduates are employed in jobs not matching their field of studies (there is no public
quality analysis concerning colleges & universities outcomes)
• The most significant challenge facing the sector is the lack of supply of skilled labor
• The government is trying to increase the number of college & university students with technology-
oriented majors by 40% within five years (Israel Innovation Authority, 2017).
The high-tech sector share of the Israeli economy
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64Only four of 100 startups succeed;
Only four of 500 are successful growing independently
The good news:
It is not necessary to raise capital to build a successful startup – 17% of successful startups did not
raise capital from investors
The bad news:
Investment does not a guarantee success for a startup – 41% of venture-backed startups shut down or are sold
at a loss; and fewer than 9% prove successful, 46% of Israeli startups stop operating within 3.5 years on
average, 71% of successful companies are acquired;
Only 139 companies that are active today can be considered successful
https://www.ivc-online.com
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67IVC-ZAG Analysis of Israel 2018 High-Tech Capital Raising Trends
• Six-year consecutive growth in Israeli high-tech capital raising—120% more compared to 2013
• 5 financing rounds (each over $100m) captured 13% of the annual amount
• VC-backed deals totaled $4.7 billion in 2018—number of VC-backed deals dropped first time since
2014
• Sluggish investment activity of Israeli VC funds - lowest since 2014
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68Israel Hightech Funding Landscape
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70Israel Fintech Landscape
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75Israel’s Mobility Landscape
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84
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ISRAEL 2019
IT Budgets by Industry
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89IT Budgets according to INDUSTRIES 1
90
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90
industry change from 2018
fin other 29.03%
telecomm 13.04%
media 11.11%
banks 10.87%
IT local vendors 9.09%
transport 7.35%
high tech 7.01%
government 5.95%
insurance 3.70%
security 2.29%
education 1.03%
manuf -1.71%
utilities -2.33%
health -2.86%
retail -3.36%
SMB/SME -6.10%
industry
Budgets
2019
government $1,727
banks $1,020
high tech $901
manuf $860
security $537
insurance $420
fin other $400
SMB/SME $385
transport $365
health $340
education $295
telecomm $260
retail $230
utilities $210
media $200
IT local
vendors $180
IT Budgets according to INDUSTRIES 2
89
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industry Market size
public $2,899
financial $1,840
manuf/ retail $1,090
high tech/ IT $1,081
utilities/ transport $575
telecomm/ media $460
SMB $385
IT Budgets according to INDUSTRIES 3
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What is Happening in Israeli IT
(from the STKI Summit 2019 presentations)
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94
Israel IT Market 2019-2022
GAME
CHANGERS IN
INDUSTRIES
FINANCIAL
HEALTH
GOVERNMENT
AGENTS OF
TRANSFORMATION
NEW BREED OF :
CIOS
VENDORS
BIG PROJECTS
FOR 2019-2022
ERP V2020
CORE
REPLACEMTS
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1. Advances in computing power together with societally changes
2. Usually at the same time a new “ecosystem of agents of
transformation” is born:
a. New breed of CIOs
b. New breed of tech vendors
3. This “Agents of Transformation” are primed and equipped to
drive change through innovation, culture and technology.
What sets in motion an “IT TRANSFORMATION”
95
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Lost
decade
98
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98Agents of Transformation v1
Tech Vendors
1975 - 1998
1. Around 1974-5, the abrupt transfer of US military equipment, aid,
and technological ties, gave birth to local IT vendors
2. Birth of the independent software integrator houses
3. Birth of independent software distributors representing
international and local software firms selling tools
4. Several internal “software departments” are sold to private hands
(ie. Malam, Yael, Tadiran Information Systems)
5. Introduction of the concept of a multi-vendor IT environment
6. Introduction of PCs and Minis (DG Nova & Eclipse; DEC VAX &
PDP, IBM S/36 & S/38 and others)
97
98
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99
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99Agents of Transformation v1
Tech Vendors
1975 - 1998
1. Around 1974-5, the abrupt transfer of US military equipment, aid,
and technological ties, gave birth to local IT vendors
2. Birth of the independent software integrator houses
3. Birth of independent software distributors representing
international and local software firms selling tools
4. Several internal “software departments” are sold to private hands
(ie. Malam, Yael, Tadiran Information Systems)
5. Introduction of the concept of a multi-vendor IT environment
6. Introduction of PCs and Minis (DG Nova & Eclipse; DEC VAX &
PDP, IBM S/36 & S/38 and others)
100
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100Agents of Transformation v1
CIOs
1975 -1998
1. IDF employed exceptionally gifted youngsters with mathematics and
cybernetics talents, for the development of first generation IDF IT.
2. Using Octal, PL/1, Adabas/Natural, Assembler and chinese gibberish
(Hebrew letters) they developed clever programs and algorithms (some of
which work until today)
3. Most IT units sat in one building and that pollinated innovation.
4. Highly experienced professionals in Mamram and other computer units
entered the civilian market and wrote most of the “core” business
applications that are working even today (finance, health, government, etc.)
5. Large groups of Mamram Alumni became CIOs of big organizations and
CEOs of vendors.
99
100
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101
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101Agents of Transformation v1
CIOs
1975 -1998
1. IDF employed exceptionally gifted youngsters with mathematics and
cybernetics talents, for the development of first generation IDF IT.
2. Using Octal, PL/1, Adabas/Natural, Assembler and chinese gibberish
(Hebrew letters) they developed clever programs and algorithms (some of
which work until today)
3. Most IT units sat in one building and that pollinated innovation.
4. Highly experienced professionals in Mamram and other computer units
entered the civilian market and wrote most of the “core” business
applications that are working even today (finance, health, government, etc.)
5. Large groups of Mamram Alumni became CIOs of big organizations and
CEOs of vendors.
102
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102Agents of Transformation v2
Tech Vendors
from 2011
1. At the end of 2018 we have over 500 vendors (range from small boutiques, large
supermarket vendors, holding companies that manage several vendors, global
hardware, software and services vendors and global & local consulting firms)
2. Top 5 vendor’s revenues are close to 60% of the market and have kept their
management teams together for several years. Regulators have allowed a series of
M&As that help the big companies form an oligopoly.
3. Although most of the global companies are American, we start to see Indian
vendors entering the market.
4. Global consulting firms have entered very successfully into the market
5. Given the small market and high cost of localization (language and regulation) we
see very few global ERP and core applications
101
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103Agents of Transformation v2
Tech Vendors
from 2011
1. At the end of 2018 we have over 500 vendors (range from small boutiques, large
supermarket vendors, holding companies that manage several vendors, global
hardware, software and services vendors and global & local consulting firms)
2. Top 5 vendor’s revenues are close to 60% of the market and have kept their
management teams together for several years. Regulators have allowed a series of
M&As that help the big companies form an oligopoly.
3. Although most of the global companies are American, we start to see Indian
vendors entering the market.
4. Global consulting firms have entered very successfully into the market
5. Given the small market and high cost of localization (language and regulation) we
see very few global ERP and core applications
104
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104Agents of Transformation v2
CIOs
From 2011
1. The new “super” genius of the Israeli Tech Scene is a 8200 alumni.
They are screened and picked because of their ability to learn quickly,
adapt to change, succeed on a team and tackle what others see as
impossible (so goes the legend). At the end of their service they
usually go to one of the 5000 startups or start their own.
2. Another group that doesn’t come to IT are the alumni of the
Technion, Hebrew, Tel-Aviv and Ben Gurion Universities. They go to
research groups or startups.
3. IT recruits from other units in the IDF and of the several colleges that
offer IT and CS degrees.
4. CEOs have started to find qualified CIOs from the business side and
by doing this the culture of the IT departments is changing.
103
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105Agents of Transformation v2
CIOs
From 2011
1. The new “super” genius of the Israeli Tech Scene is a 8200 alumni.
They are screened and picked because of their ability to learn quickly,
adapt to change, succeed on a team and tackle what others see as
impossible (so goes the legend). At the end of their service they
usually go to one of the 5000 startups or start their own.
2. Another group that doesn’t come to IT are the alumni of the
Technion, Hebrew, Tel-Aviv and Ben Gurion Universities. They go to
research groups or startups.
3. IT recruits from other units in the IDF and of the several colleges that
offer IT and CS degrees.
4. CEOs have started to find qualified CIOs from the business side and
by doing this the culture of the IT departments is changing.
106
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106
this digital native
individuals and their
companies have
created a gap
between their rate of
absorption of
technology and the
technology absorbed
by enterprise IT
105
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108
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108
Finance Industry
Health Services IndustryGovernment IT
Everything as a Service
GAME CHANGERS
that cause technology to
adapt, disrupt and
transform enterprises
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109
Pushing the market into developing new financial and technological instruments that will
contribute to competition in the credit market and increased consumer well-being as they
advance.
Removing information gaps, leveraging existing information, and utilizing technological
ability for informed analysis and learning in real time about the credit market will enable
more correct pricing that is more in line with the risk to various layers of the credit market—
households and small and medium businesses—thereby contributing to development of the
market.
Bank Israel changing the game in the Financial Services Industry
Remarks by Bank of Israel Governor Prof. Amir Yaron (02/04/2019)
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110
Pushing the market into developing new financial and technological instruments that will
contribute to competition in the credit market and increased consumer well-being as they
advance.
Removing information gaps, leveraging existing information, and utilizing technological
ability for informed analysis and learning in real time about the credit market will enable
more correct pricing that is more in line with the risk to various layers of the credit market—
households and small and medium businesses—thereby contributing to development of the
market.
Bank Israel changing the game in the Financial Services Industry
Remarks by Bank of Israel Governor Prof. Amir Yaron (02/04/2019)
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111
• Requiring the banks to establish a board of directors committee for technology and innovation
• Enabling banking corporations to implement cloud computing technology without obtaining a permit
• Implementing regulation of an Open Banking Standard in israel.
• Allowing open banking for data aggregation from the customer’s accounts at various banks, cost
comparison of financial services, etc.
• Allowing banks to become aggregators (platforms) by offering financial value to the customer and
financial intermediation, consulting regarding financial behavior, initiated financial actions (payments,
savings, and so forth), and more
• Customers will be able to use their bank’s website to access information on a nonbank payment card
• Implementation of the EMV standard in the payment card settlement market.
• Adoption of contactless payments via mobile phones, removing barriers for new payment players
from Israel and abroad and
• forcing keying in a PIN code when paying with debit or credit cards
• Allowing banks and credit card companies to increase their use of outsourcing
• Allowing small banks, new credit card companies, and new digital banks to compensate for the
‘disadvantages of small size’ through outsourcing.”
• Allowing for hosting new financial institutions on computer infrastructures of existing institutions
• Customers will be able to open a first bank account digitally from the age of 16
The Banking Supervision Department (Bank of Israel) is
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112
• Requiring the banks to establish a board of directors committee for technology and innovation
• Enabling banking corporations to implement cloud computing technology without obtaining a permit
• Implementing regulation of an Open Banking Standard in israel.
• Allowing open banking for data aggregation from the customer’s accounts at various banks, cost
comparison of financial services, etc.
• Allowing banks to become aggregators (platforms) by offering financial value to the customer and
financial intermediation, consulting regarding financial behavior, initiated financial actions (payments,
savings, and so forth), and more
• Customers will be able to use their bank’s website to access information on a nonbank payment card
• Implementation of the EMV standard in the payment card settlement market.
• Adoption of contactless payments via mobile phones, removing barriers for new payment players
from Israel and abroad and
• forcing keying in a PIN code when paying with debit or credit cards
• Allowing banks and credit card companies to increase their use of outsourcing
• Allowing small banks, new credit card companies, and new digital banks to compensate for the
‘disadvantages of small size’ through outsourcing.”
• Allowing for hosting new financial institutions on computer infrastructures of existing institutions
• Customers will be able to open a first bank account digitally from the age of 16
The Banking Supervision Department (Bank of Israel) is
111
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113
Government offices (local and central) will attempt the following projects ( ממשלה החלטת1933 )
(30.08.2016) which have to be finished by 2022:
a. Data must be open for citizens/companies to use (open by default)
b. Interconnection between all government bodies (ask it only once)
c. Personal page for individuals and companies that includes all local and central
pertinent information (cuts all bureaucracy)
d. Central cloud for all infrastructure DC
e. Several bodies (Bituach Leumi, Shaam and others) will modernize their systems
f. Most software projects done by the government will publish their code into the
open source world
g. All offices are starting new customer facing projects (digital)in the next 24
months
מס ממשלה החלטת'1933:
לציבור ממשלתיים מידע מאגרי והנגשת הממשלתי המידע העברת שיפור
114
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114
Government offices (local and central) will attempt the following projects ( ממשלה החלטת1933 )
(30.08.2016) which have to be finished by 2022:
a. Data must be open for citizens/companies to use (open by default)
b. Interconnection between all government bodies (ask it only once)
c. Personal page for individuals and companies that includes all local and central
pertinent information (cuts all bureaucracy)
d. Central cloud for all infrastructure DC
e. Several bodies (Bituach Leumi, Shaam and others) will modernize their systems
f. Most software projects done by the government will publish their code into the
open source world
g. All offices are starting new customer facing projects (digital)in the next 24
months
מס ממשלה החלטת'1933:
לציבור ממשלתיים מידע מאגרי והנגשת הממשלתי המידע העברת שיפור
113
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HMOs are preparing to use wearable device data, AI ( ML/DL0),
Telemedicine and other tech that can help in early diagnosis, in
treatment and even reduce health care costs
1. Personalized Medicine and “patient at home” require new data centric
initiatives
2. Programable wearables that produce and transmit real time massive
amounts of data
a) Real-time analytics initiative to store and react to data coming in
b) Artificial Intelligence initiative in order to make sense of that data, and
track small changes as they happen and together with medical staff
make personal diagnosis and treatment
3. Automating most of the processes (RPAs) in the backoffice and in the
interaction between medical staff and patients
4. Many more
116
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116
HMOs are preparing to use wearable device data, AI ( ML/DL0),
Telemedicine and other tech that can help in early diagnosis, in
treatment and even reduce health care costs
1. Personalized Medicine and “patient at home” require new data centric
initiatives
2. Programable wearables that produce and transmit real time massive
amounts of data
a) Real-time analytics initiative to store and react to data coming in
b) Artificial Intelligence initiative in order to make sense of that data, and
track small changes as they happen and together with medical staff
make personal diagnosis and treatment
3. Automating most of the processes (RPAs) in the backoffice and in the
interaction between medical staff and patients
4. Many more
115
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117
Hybrid IT is THE real game changer:
• Array of à la carte technological
options such as hardware,
software, or services sourced from
a blend of in-house and cloud
vendors.
• Open Source based solutions will
best meet the needs of Hybrid IT
environments .
118
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118
1250 companies/ organizations with IT
departments most of them will introduce
hybrid cloud solutions
SMBs that will make sure that they have
all IT as “cloud” solutions
most companies with older versions ERP CRM
IT that will migrate to “cloud first” solutions
organizations that
will go to the cloud
in next 5 years
117
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119
1250 companies/ organizations with IT
departments most of them will introduce
hybrid cloud solutions
SMBs that will make sure that they have
all IT as “cloud” solutions
most companies with older versions ERP CRM
IT that will migrate to “cloud first” solutions
organizations that
will go to the cloud
in next 5 years
120
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120On-Prem, Hosted, PaaS and SaaS
applications are not the same, very different
119
120
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121On-Prem, Hosted, PaaS and SaaS
applications are not the same, very different
122
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122
OPEN-SOURCE SOFTWARE is quickly becoming standard among developers (they see how many
other developers trust the specific software and so assess if will work for them)
Vendors (although anyone can use, download, or modify the code for free) have 3 profitable
options with this products:
1. implement and support the product,
2. teach about the product
3. make the product better in some way
OPEN-SOURCE-CENTRIC software companies at the center of some major M&As
• Salesforce acquired Mulesoft
• Microsoft acquired GitHub
• VMware acquired Heptio
• IBM acquired Red Hat
• Cloudera and Hortonworks merged
• Elastic went public
• Others….
Open Source is king in the Hybrid IT World
121
122
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123
OPEN-SOURCE SOFTWARE is quickly becoming standard among developers (they see how many
other developers trust the specific software and so assess if will work for them)
Vendors (although anyone can use, download, or modify the code for free) have 3 profitable
options with this products:
1. implement and support the product,
2. teach about the product
3. make the product better in some way
OPEN-SOURCE-CENTRIC software companies at the center of some major M&As
• Salesforce acquired Mulesoft
• Microsoft acquired GitHub
• VMware acquired Heptio
• IBM acquired Red Hat
• Cloudera and Hortonworks merged
• Elastic went public
• Others….
Open Source is king in the Hybrid IT World
124
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124
123
124
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125
25 financial companies will either attempt to change their
financial core systems or do a modernization of their present
systems.
All this companies have started or will start in the next 24
months customer facing systems (usually cloud)
5-7 new financial (credit, insurance and banking) (completely
digital) will re-build their complete Backoffice and customer
centric systems
Most projects will start in 2019-2020 although some have
started already
Modernization of CORE Financial Systems
126
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126
Oracle, Microsoft, Priority and SAP Business One users will move their ERP/CRM
systems to new versions and move to the cloud .
• There will be move from larger ERP systems to NetSuite and Priority
• SAP Business One will retain most of its clients
• Most SMBs will move their ERP to the cloud
• Many of the other “local” ERPs will lose ground to the top 4 (NetSuite, Priority, SAP
Business one , Microsoft)
120 companies in Israel have SAP
(most of them have moved from R/3 to ECC EHP7 or ECC EHP8).
a. By 2025 most if not all will have moved or will be in the process of moving into S4Hana
(around 200k users at 3kUSD each) and hybrid ERP model
b. A minority ( smaller companies where SAP is not part of the core business systems) will
decide to move into cloud-based systems . Not more than 15-20 companies
c. The start of projects will be like a bell distribution with the center around 2022, starting
2020 and finishing in 2027
ERP V 2020
125
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127
ISRAEL 2019
Total IT Market Statistics
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127
128
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129
130
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130
129
130
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131
132
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132
131
132
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DISTRIBUTORS (usually are not shown in our study)
are intermediary reseller entities; between the
original MANUFACTURERS OF HARDWARE
PRODUCTS or SOFTWARE HOUSES and other entities
in the distribution channel (VARs and INTEGRATORS).
VALUE-ADDED RESELLERS (VARs) offer third party
software and hardware to the end user or
integrators at a markup, along with a limited
combination of procurement consulting,
configuration, and customization services (shown
under HARDWARE or SOFTWARE)
INTEGRATORS offer professional’s services
(consulting, developing, implementing or sourcing
manpower) in order to deliver enterprise computer
services to the organization. (shown under VALUE
ADDED SERVICES ).
134
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Area company occupies in the circle is
not relevant and has no meaning.
STKI has signed NDAs with the vendors
(revenues, projects) and we tried to
minimize opportunities for backward
engineering of the data .
133
134
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135
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“Israeli Positioning” slides
This is NOT a technological or functional positioning
and SHOULD NOT be used as such.
This positioning is intendent to reflect
ONLY THE DEGREE
to which a product is
PRESENT AND SUPPORTED IN ISRAEL
136
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X axis (Market Presence)
Installed base; New sales; Mindshare
Y axis
(Local Support):
Number and quality
of support experts,
it’s localization and
language support
and if there is local
R&D
Israeli Product Positioning Slides
Vendors to watch
New players that only
recently entered the
market and therefore
cannot be evaluated
against longtime
players
Global leaders
according to
international analyst
firms
135
136
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137
HARDWARE MARKET 2018
138
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138
137
138
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139TOP VENDORS: Hardware Markets
manufacturers local VARS
140
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140
141
156
149
152
162 165
139
140
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141
servers
142
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142
Servers: manufacturers
141
142
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143
Servers: VARS
144
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144General Purpose Intel Server: Positioning
143
144
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145
Servers: Legacy (non-x86)
manufacturers local VARS
146
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146Servers: DB/DW, Converged HW and Appliances
manufacturers
145
146
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147
VARS
Servers: DB/DW, Converged HW and Appliances
148
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148HCI Hyper Converged Solutions – Positioning
147
148
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149
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149
clients (PCs)
(commercial use only)
150
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150clients (PCs)
(commercial use only)
149
150
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151
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151clients (PCs)
(commercial use only)
VARS
152
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152
storage
appliances
151
152
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153Enterprise Storage HW
(Drives, VTL's, Tapes, Storage Networking)
154
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
154Enterprise Storage HW
(Drives, VTL's, Tapes, Storage Networking)
VARS
153
154
78. Apr-2019
STKI Company Confiential 78
155
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
155Enterprise Storage Solutions: Positioning
156
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
156
networking, VoIP,
security appliances
2017 2018 2019 2020
Enterprise Networking 215,000 2.33% 220,000 2.27% 225,000 2.27% 230,100
Security / Cyber 138,000 7.25% 148,000 5.41% 156,000 3.85% 162,000
VoIP/Call Center
Equipment
49,500 4.04% 51,500 2.91% 53,000 3.77% 55,000
total 402,500 4.22% 419,500 3.46% 434,000 3.02% 447,100
2017 2018 2019 2020
155
156
79. Apr-2019
STKI Company Confiential 79
157
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
157Enterprise Networking
manufacturers
158
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
158Enterprise Networking
VARS
157
158
80. Apr-2019
STKI Company Confiential 80
159
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
159Security / Cyber Appliances
manufacturers
160
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
160Security / Cyber Appliances
VARS
159
160
81. Apr-2019
STKI Company Confiential 81
161
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
161VoIP/Call Center Equipment
manufacturers local VARS
162
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
162
self-service &
data-center equipment
161
162
82. Apr-2019
STKI Company Confiential 82
163
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
163
Data Center Physical Equipment
164
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
164
POS +Self Service (ATM/Kiosks/other)
163
164
83. Apr-2019
STKI Company Confiential 83
165
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
165
miscellaneous products
(for enterprises only)
166
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
166Printers, Video, Monitors, Cassettes, others
manufacturers local VARS
165
166
84. Apr-2019
STKI Company Confiential 84
167
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
167
SOFTWARE MARKET 2018
168
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
168
167
168
85. Apr-2019
STKI Company Confiential 85
169
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
169TOP VENDORS: Software Markets
Software Companies Software VARS
170
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
170
171
253235
208
191
196
177
183
169
170
86. Apr-2019
STKI Company Confiential 86
171
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
171
System Infrastructure
Tools
172
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
172Infrastructure Software
(OS, Middleware Virtualization, backup, infra automation, private cloud)
Software Companies
171
172
87. Apr-2019
STKI Company Confiential 87
173
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
173Infrastructure Software
(OS, Middleware Virtualization, backup, infra automation, private cloud)
Software VARS
174
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
174Enterprise Backup Solutions: Positioning
173
174
88. Apr-2019
STKI Company Confiential 88
175
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
175
Software Companies
Databases (SQL NO-SQL)
176
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
176
Software VARS
Databases (SQL NO-SQL)
175
176
89. Apr-2019
STKI Company Confiential 89
177
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
177
Middleware Tools
2017 2018 2019 2020
AppWEB server,API, ESB, SOA,
BPM, ETL, FTP, Emulation,
Messaging, BRMS etc.
56,000 4.46% 58,500 3.42% 60,500 4.13% 63,000
2017 2018 2019 2020
178
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
178
Software Companies
AppWEB Server, ESB, SOA, BPM, ETL, FTP, Emulation,
Messaging, BRMS API Mngt. APaaS, ……..
177
178
90. Apr-2019
STKI Company Confiential 90
179
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
179
Software VARS
AppWEB Server, ESB, SOA, BPM, ETL, FTP, Emulation,
Messaging, BRMS API Mngt. APaaS, ……..
180
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
180Application Platform as a Service (APaaS): Positioning
179
180
91. Apr-2019
STKI Company Confiential 91
181
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
181
APaaS Solutions
182
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
182API Management : Positioning
181
182
92. Apr-2019
STKI Company Confiential 92
183
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
183
IT Management Tools
IT Service (ITSM)
Business Service Management (BSM)
184
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
184IT Operations (Asset Management, APM, Monitoring)
and Workload-Scheduling excluding ITSM
Software Companies
183
184
93. Apr-2019
STKI Company Confiential 93
185
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
185Job Scheduling Solutions: Positioning
186
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
186IT Operations (Asset Management, APM, Monitoring)
and Workload-Scheduling excluding ITSM
Software VARS
185
186
94. Apr-2019
STKI Company Confiential 94
187
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
187Software CompaniesITSM - Service Desk
188
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
188Software VARSITSM - Service Desk
187
188
95. Apr-2019
STKI Company Confiential 95
189
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
189Dedicated IT Service Desk– Positioning
190
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
190
189
190
96. Apr-2019
STKI Company Confiential 96
191
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
191
Security Software Tools
192
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
192
Software Companies
Security/ Cyber Software Vendors
191
192
97. Apr-2019
STKI Company Confiential 97
193
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
193
Software Companies
Small Boutiques
Security/ Cyber Software Vendors
194
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
194
Software VARS
Security/ Cyber Software Vendors
193
194
98. Apr-2019
STKI Company Confiential 98
195
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
195
Software VARS
Small Boutiques
Security/ Cyber Software Vendors
196
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
196
Office of the CIO
& Governance Tools
195
196
99. Apr-2019
STKI Company Confiential 99
197
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
197
Software Companies
Project & Portfolio Management
198
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
198
Software VARS
Project & Portfolio Management
197
198
100. Apr-2019
STKI Company Confiential 100
199
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
199PPM: Positioning
200
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
200PPM Tools & Integrators
199
200
101. Apr-2019
STKI Company Confiential 101
201
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
201
20
1
PPM 2 Tools & Integrators
202
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
202
Software Companies
Enterprise Governance, Risk and Compliance (EGRC)
201
202
102. Apr-2019
STKI Company Confiential 102
203
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
203
Software VARS
Enterprise Governance, Risk and Compliance (EGRC)
204
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
204
Development Tools
203
204
103. Apr-2019
STKI Company Confiential 103
205
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
205
Software Companies
Development and ALM (including Testing Tools)
for all environments (including Mobile)
206
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
206
Software VARS
Development and ALM (including Testing Tools)
for all environments (including Mobile)
205
206
104. Apr-2019
STKI Company Confiential 104
207
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
207
Dedicated Low Code platforms
208
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
208
Information Management
Applications
207
208
105. Apr-2019
STKI Company Confiential 105
209
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
209
Software Companies
Knowledge Management
(Enterprise Portals, ECM, Search, Collaboration Tools,
E-service Knowledge Bases)
210
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
210
Software VARS
Knowledge Management
(Enterprise Portals, ECM, Search, Collaboration Tools,
E-service Knowledge Bases)
209
210
106. Apr-2019
STKI Company Confiential 106
211
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
211ECM Platform: Positioning
212
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
212Internal ECM Players
211
212
107. Apr-2019
STKI Company Confiential 107
213
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
213Enterprise Portals: Positioning
214
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
214
Enterprise Portals
213
214
108. Apr-2019
STKI Company Confiential 108
215
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
215Dedicated E-service Knowledge-Bases: Positioning
216
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
216
Dedicated E-service Knowledgebases
215
216
109. Apr-2019
STKI Company Confiential 109
217
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
217Enterprise Collaboration Tools (Partial list) : Part 1
218
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
218
Open source
Enterprise Collaboration Tools (Partial list) : Part 2
217
218
110. Apr-2019
STKI Company Confiential 110
219
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
219
Enterprise Search
Open source
220
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
220BI, Analytics , Fraud, Risk and Data Mgmt. Tools
Aqurate
219
220
111. Apr-2019
STKI Company Confiential 111
221
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
221BI and Discovery Analysis : Positioning
222
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
222BI General Platforms - Part 1
221
222
112. Apr-2019
STKI Company Confiential 112
223
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
223
BI General Platforms - Part 2
224
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
224Analytics & Data Science Platforms: Positioning
223
224
113. Apr-2019
STKI Company Confiential 113
225
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
225Data Science Platforms – Part 1
226
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
226Data Science Platforms – Part 2
225
226
114. Apr-2019
STKI Company Confiential 114
227
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
227Data Virtualization Tools
228
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
228Data Preparation & Data Catalog Tools
227
228
115. Apr-2019
STKI Company Confiential 115
229
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
229
DMP – Players
230
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
230
CDP – Players
229
230
116. Apr-2019
STKI Company Confiential 116
231
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
231Digital Output Management
Customer Communication Management
232
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
232Web Accessibility Software
231
232
117. Apr-2019
STKI Company Confiential 117
233
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
233Web Accessibility: Positioning
234
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
234
Web Accessibility Platforms
233
234
118. Apr-2019
STKI Company Confiential 118
235
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
235
Business Applications 1
236
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
236ERP software (on-prem, hosted, cloud, SaaS)
235
236
119. Apr-2019
STKI Company Confiential 119
237
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
237Large-Scale ERP Positioning
238
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
238SMB + Mid-Large ERP: Positioning
237
238
120. Apr-2019
STKI Company Confiential 120
239
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
239
ERP Packages & Integrators: Part 1
240
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
240
ERP Packages & Integrators: Part 2
239
240
121. Apr-2019
STKI Company Confiential 121
241
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
241CRM/XRM software (on-prem, hosted, cloud, SaaS)
242
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
242CRM Platforms: Positioning
241
242
122. Apr-2019
STKI Company Confiential 122
243
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
243
CRM Packages - Part 1
244
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
244CRM Packages - Part 2
243
244
123. Apr-2019
STKI Company Confiential 123
245
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
245Core vertical business applications (on-prem, hosted, cloud, PaaS, SaaS)
(such as billing, core banking etc.)
246
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
246Core vertical business applications (on-prem, hosted, cloud, PaaS, SaaS)
(such as billing, core banking etc.)
Small Boutiques
245
246
124. Apr-2019
STKI Company Confiential 124
247
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
247HR/ Talent Mgmt. / LMS/ Payroll
(on-prem, hosted, cloud, PaaS, SaaS)
248
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
248HR, Talent Mngt. and Payroll Suites: Positioning
247
248
125. Apr-2019
STKI Company Confiential 125
249
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
249HCM, Payroll & Talent Management Suites: part 1
250
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
250
HCM, Payroll & Talent Management Suites: part 2
249
250
126. Apr-2019
STKI Company Confiential 126
251
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
251LMS only (Learning Management Systems)
LMS module as part of HCM/Talent Management suites
252
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
252
HCM Analytics
251
252
127. Apr-2019
STKI Company Confiential 127
253
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
253
Business Applications 2
254
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
254Contact Center And Multi Channel Engagement Tools
(Chatbots, Virtual IVR, Video, etc.…)
253
254
128. Apr-2019
STKI Company Confiential 128
255
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
255Contact Center And Multi Channel Engagement Tools
(Chatbots, Virtual IVR, Video, etc.…) Small Boutiques
256
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
256
Omni – Channel Platforms
255
256
129. Apr-2019
STKI Company Confiential 129
257
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
257Bots Platforms and Products: Part1
258
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
258Bots Platforms and Products: Part 2
257
258
130. Apr-2019
STKI Company Confiential 130
259
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
259Web Content Management + e-Commerce Platforms
260
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
260Web Content Management Tools - Part 1
259
260
131. Apr-2019
STKI Company Confiential 131
261
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
261
Open source
Web Content Management Tools - Part 2
262
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
262e-Commerce Packages
261
262
132. Apr-2019
STKI Company Confiential 132
263
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
263
IoT Tools and Platforms
264
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
264
Blockchain Software Platforms
263
264
133. Apr-2019
STKI Company Confiential 133
265
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
265
Robotic Process Automation (RPA) Tools
266
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
266
RPA Solutions: Positioning
265
266
134. Apr-2019
STKI Company Confiential 134
267
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
267RPA Tools & Integrators
267
Global leader
268
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
268Marketing Automation Software
(on-prem, hosted, cloud, SaaS)
267
268
135. Apr-2019
STKI Company Confiential 135
269
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
269Marketing Automation Solutions: Positioning
270
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
270
Marketing Automation Platforms – Part 1
269
270
136. Apr-2019
STKI Company Confiential 136
271
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
271
Marketing Automation Platforms – Part 2
272
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
272
Package Israeli rep/Partner
SAP - Qualtrics SAP Israel, B-Pro
Verint Verint
Nice Nice
Howazit Howazit
Almago Voco Matrix
VOC (Voice of the Customer) Players
271
272
137. Apr-2019
STKI Company Confiential 137
273
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
273
(Real time) Engagement Decision Hubs
274
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
274
Customer Experience/ Journey Analytics
273
274
138. Apr-2019
STKI Company Confiential 138
275
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
275
VALUE ADDED MARKET 2018
276
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
276
275
276
139. Apr-2019
STKI Company Confiential 139
277
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
277TOP 10 VENDORS: Value-Added Services Markets
278
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
278
340
306
279
316 324
291
309 313
294
327
351
335
346
277
278
140. Apr-2019
STKI Company Confiential 140
279
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
279
Enterprise Consulting
280
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
280IT Strategy Consulting & IT Analyst Firms
279
280
141. Apr-2019
STKI Company Confiential 141
281
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
281
Digital Transformation & Innovation Consulting
282
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
282
Digital Transformation & Innovation Consulting
Small Boutiques
281
282
142. Apr-2019
STKI Company Confiential 142
283
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
283Data Consulting
284
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
284Data Consulting
Small Boutiques
283
284
143. Apr-2019
STKI Company Confiential 143
285
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
285
IT Infrastructure, Delivery, Licensing Consulting
286
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
286
IT Infrastructure, Delivery, Licensing Consulting
Small Boutiques
285
286
144. Apr-2019
STKI Company Confiential 144
287
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
287IT Application Consulting
288
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
288
CX (Customer Experience) Consulting and Design
287
288
145. Apr-2019
STKI Company Confiential 145
289
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
289Cyber/ Security Consulting
290
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
290Cyber/ Security Consulting
Small Boutiques
289
290
146. Apr-2019
STKI Company Confiential 146
291
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
291
Hardware & Software
3rd Party Maintenance
292
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
292
Third Party Maintenance : Hardware
291
292
147. Apr-2019
STKI Company Confiential 147
293
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
293
Third Party Maintenance : Software
Rimini Street Spinnaker Support
294
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
294
Infrastructure Projects
293
294
148. Apr-2019
STKI Company Confiential 148
295
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
295IMPLEMENTATION OF TOOLS
(Consolidation, Virtualization, Monitoring, BSM)
IMPLEMENTATION PROJECTS
(Storage, other Hardware, Data Center Environment and Networking)
296
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
296
IMPLEMENTATION OF TOOLS
(Consolidation, Virtualization, Monitoring, BSM)
IMPLEMENTATION PROJECTS
(Storage, other Hardware, Data Center Environment and Networking)
Small Boutiques
295
296
149. Apr-2019
STKI Company Confiential 149
297
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
297Maintenance & Implementation for Legacy Systems
MVS, OS400, VMS, others
298
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
298Implementation of Software Tools
(Cloud Integration, Middleware, SOA, BPM, ALM, Testing)
297
298
150. Apr-2019
STKI Company Confiential 150
299
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299Implementation of Software Tools
(Cloud Integration, Middleware, SOA, BPM, ALM, Testing)
Small Boutiques
300
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
300
Implementation of DevOps Services
299
300
151. Apr-2019
STKI Company Confiential 151
301
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
301Cyber Security Product Implementation
302
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
302
Cyber Security Product Implementation
Small Boutiques
301
302
152. Apr-2019
STKI Company Confiential 152
303
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
303
Unified Communication (IM, Video, Voice)
304
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
304
Unified Communication (IM, Video, Voice)
Small Boutiques
303
304
153. Apr-2019
STKI Company Confiential 153
305
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
305
PaaS And IaaS Implementation & Maintenance
306
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
306
PMO Managed Services
(with SLA)
305
306
154. Apr-2019
STKI Company Confiential 154
307
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
307Office of the CIO/ PMO
Implementations & Services
308
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
308
ALM Q/A & Testing (only enterprise clients)
307
308
155. Apr-2019
STKI Company Confiential 155
309
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
309
Professional Education, Skill Training, Mentoring,
Coaching, Fruition and Implementation הטמעה( )
310
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
310
Professional Education , Skill Training,
Mentoring and Coaching
309
310
156. Apr-2019
STKI Company Confiential 156
311
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
311Professional Education , Skill Training,
Mentoring and Coaching
PLUS Online Learning
Platforms:
Coursera, LinkedIn,
Lynda, Udemy, Edx,
Skillsoft, Pularsight, etc..
PLUS Online Learning
Platforms:
Coursera, LinkedIn,
Lynda, Udemy, Edx,
Skillsoft, Pularsight, etc..
312
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
312
Fruition, Implementation (הטמעה)
311
312
157. Apr-2019
STKI Company Confiential 157
313
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
313
Auditing, Governance &
Risk Management Projects
314
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
314Auditing, Governance & Risk Management
Implementation & Services
313
314
158. Apr-2019
STKI Company Confiential 158
315
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
315Auditing, Governance & Risk Management
Implementation & Services
Small Boutiques
316
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
316
Business Application &
Implementation Projects
315
316
159. Apr-2019
STKI Company Confiential 159
317
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
317
ERP Assessments & Implementations
318
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
318
CRM-XRM Implementations
317
318
160. Apr-2019
STKI Company Confiential 160
319
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
319
Contact Center and Multi-Channel Engagement Projects
320
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
320
Contact Center and Multi-Channel Engagement Projects
Small Boutiques
319
320
161. Apr-2019
STKI Company Confiential 161
321
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
321Web & eCommerce Implementation Projects
322
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
322Web & eCommerce Implementation Projects
Small Boutiques
321
322
162. Apr-2019
STKI Company Confiential 162
323
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
323
HR , Talent Mngt & Payroll Projects
324
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
324
Information Management
Projects
323
324
163. Apr-2019
STKI Company Confiential 163
325
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
325Knowledge Management Projects
(ECM, Portals, Collaboration)
326
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
326Knowledge Management Projects
(ECM, Portals, Collaboration)
Small Boutiques
325
326
164. Apr-2019
STKI Company Confiential 164
327
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
327
"Digital " Applications
Projects
328
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
328
UX Design Projects
327
328
165. Apr-2019
STKI Company Confiential 165
329
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
329
UX Design Projects
Small Boutiques
330
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
330Data, BI, Analytics
(fraud analytics & other special cases)
329
330
166. Apr-2019
STKI Company Confiential 166
331
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
331
Small Boutiques
Data, BI, Analytics
(fraud analytics & other special cases)
332
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
332Marketing Automation Implementation Projects
331
332
167. Apr-2019
STKI Company Confiential 167
333
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
333RPA Implementation Projects
334
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
334Blockchain Implementation Projects
333
334
168. Apr-2019
STKI Company Confiential 168
335
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
335
Development
Implementation Projects
336
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
336General Software Development
(Web, Mobile, Legacy)
335
336
169. Apr-2019
STKI Company Confiential 169
337
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
337
Small Boutiques
General Software Development
(Web, Mobile, Legacy)
Aqurate
Small Boutiques
338
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
338New Core Projects
(Modernization and/or Package Implementation)
337
338
170. Apr-2019
STKI Company Confiential 170
339
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339
IoT Implementation Projects
340
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
340Outsourcing
& Managed Services
339
340
171. Apr-2019
STKI Company Confiential 171
341
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
341Complete and/or Application Outsourcing (Client Owns HW)
Application Support Outsourcing (SLA Based)
342
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
342
Infrastructure Types of Outsourcing
(infrastructure operations, Storage Mngt, DBA services)
341
342
172. Apr-2019
STKI Company Confiential 172
343
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343Off-site Data Center includes Operations and DRP
(Client owns the HW)
344
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
344
Help Desk Outsourcing Services
343
344
173. Apr-2019
STKI Company Confiential 173
345
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
345
Cyber Security Managed Services (ie: SIEM Service)
346
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
346
Cloud Services
for Enterprises (only)
345
346
174. Apr-2019
STKI Company Confiential 174
347
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
347
1711 companies/ organizations with IT
departments most of them will introduce
hybrid cloud solutions
SMBs that will make sure that they have
all IT as “cloud” solutions
most companies with older versions ERP CRM
IT that will migrate to “cloud first” solutions
organizations that
will go to the cloud
in next 5 years
348
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
348Business Services as a Service
BSaaS for IT in Enterprises
(Salaries, Payments, BPO, etc)
347
348
175. Apr-2019
STKI Company Confiential 175
349
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349Platform as a Service (PaaS) and Infrastructure as a Service (IaaS)
Public & Enterprises only
350
Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
350Disaster Recovery as a Service (DRaaS)
349
350