2011

EDITION

Application Landscape
3&1035
 the way we do it

contents

preface 4
executive Summary 5
introduction 6
hypothesis for this Report: Building the New City in the Old City 7
the State of the Application Landscape 9
increasing IT Efficiency through Modernization 13
companies’ Experiences with Retirement and Rationalization are Mixed 17
application Strategies that Work 19
conclusions 24
methodology 25
acknowledgements 26

3
preface
Raf Howery Welcome to the inaugural 2011 edition of the Application Landscape Report.
Vice President This report is designed to help companies understand the current state of IT
Global Channels & Partners Executive applications and review emerging trends in application transformation and
Capgemini modernization. Why do we need this report? We believe that at the heart of
any transformation project, one must first have a clear picture of the present state.
Murat Aksu This report is a reflection of the present state as indicated by CIOs and IT
Principal Directors who struggle with transformation and IT budgetary challenges on a
Global HP Software Alliance Lead daily basis. Without knowing the present state, we cannot accurately capture
Capgemini the magnitude of achievement as we collectively modernize and transform our
application landscapes and redefine the concept of a rationalized infrastructure.
We hope you will use this report to benchmark where you are today compared with
your peers and to devise intelligent, cost-saving, proven methods to modernize and
evolve from the landscape of today to the landscape of tomorrow.

Our findings are based on analysis, surveys and in-depth interviews with IT
leaders in companies of various types and sizes across both Europe and North
America. We use real-life examples to illustrate how IT executives perceive the
current state of their application landscape, to explore the reasons why companies
find themselves supporting many obsolete and redundant IT systems, and to
discover what measures are being taken to optimize the application infrastructure.

We want to express gratitude to our colleagues at HP for their continuing

collaboration and support. The Application Landscape Report will be produced
on an annual basis. Our goal is to provide ongoing guidance to our clients on a
variety of essential IT topics for years to come.

Paul Muller We’re delighted to have collaborated with Capgemini on this report, which
Vice President provides a real-world perspective into the global applications landscape.
Strategic Marketing, HP Software Application transformation is a critical enabler of HP’s Instant-On Enterprise
HP vision, helping bolster enterprise growth, agility and ability to innovate. The
Application Landscape Report provides actionable comparisons to your industry
Erwin Anderson-Smith peers, information we hope will help you accelerate your own transformations.
Global Alliance Director, HP Software
HP As we celebrate the release of the first edition of the Application Landscape Report,
we would like to express our gratitude to those individuals and organizations that
dedicated their time to enhancing the richness of this report and encourage you to
share your thoughts and feedback as we prepare for next year’s installment.

4
 Application Landscape Report

executive summary
IT has historically been in the forefront of innovation. Applications fueled
business growth and supported its key processes and operations. However, over
time, many companies’ IT landscapes have become cluttered with obsolete IT
systems and applications that no longer deliver full value to the business.

Most CIOs realize that large-scale rationalization projects are needed to simplify
the functionality of existing applications; to reduce the amount of old technology;
and to bring new, more effective applications into the business. In our survey of
IT executives, 85% of respondents state that their application portfolios are in
need of rationalization. This suggests that mission-critical applications
implemented using outdated technology must be revised and updated to
increase efficiency.

As budgets become more constricted, the focus of application strategy shifts from
innovation to cost cutting. If there was adequate funding before the economic
downturn for both “keeping the lights on” and finding room for innovation,
today’s economic climate clearly highlights new limitations in this area. The
resources to support growth and new development, therefore, must now be found
within the IT organization itself. By creatively modernizing and rationalizing the
application portfolio, IT can derive the needed extra funds. But application
rationalization is not an easy task. Cost is a key barrier to all modernization
initiatives, and it is often difficult to demonstrate fast Return on Investment (ROI)
to get the business buy-in.

Despite the challenges, the CIO’s outlook on the application lifecycle is beginning
to change. Instead of simply building custom IT solutions to solve today’s specific
problems, IT management is committed to bringing in more standardized,
scalable and maintainable offerings. A growing number of IT executives are
treating application retirement as an essential step in the lifecycle, and they are
adopting new practices for reviewing and modernizing their application
landscapes. Only with such a true lifecycle approach can companies maintain a
healthy portfolio and ensure application quality, productivity and optimal
business alignment.

5
introduction
Application strategy is one of the main focus areas for CIOs in companies of all types
and sizes. It is driven in today’s environment by the need to cut costs and find the
balance between supporting daily business operations and making room for innovation
and growth.

Capgemini has set out to understand how different companies have more applications than the business needs
companies approach strategies around IT applications, and and are forced to spend valuable IT resources on supporting
to gauge specific knowledge around how applications are obsolete systems from the past instead of focusing their
structured, rationalized and retired across different assets on future growth. This report provides both
company sizes and various geographies. We surveyed nearly quantitative analysis of the current state of the application
a hundred companies ranging from small (under 1,000 landscape and valuable insights from individual IT
employees) to enterprise (100,000 employees or more) in a executives on what is happening within their landscape and
variety of verticals across multiple European countries and how it can be altered. We hope that the data provided in
North America. In addition, we conducted in-depth this report can help you gain better understanding of the
interviews with top IT executives of large corporations to current IT application landscape, the problems that IT
get their unique perspective on application transformation, organizations are facing, and possible solutions to finding
modernization and retirement. the balance between keeping the lights on and investing in
innovation. We are committed to refreshing this report on
What we found confirms our initial hypothesis: today’s IT an annual basis to bring you the most up-to-date
organizations are carrying a heavy burden of applications perspective, analysis and insights in the application
that are often not delivering full value to the business. Most modernization space.

6
 Application Landscape Report

hypothesis for this report:

Building the New City in the Old City
For decades, the business and IT departments have developed solutions without regard
for what will happen when these applications reach the end of their useful life. Engineers
built applications for specific business problems, patched broken functionality,
periodically upgraded core systems, and managed the multitude of redundant
applications and large amounts of data that came with each merger or acquisition.

Eventually, this chaotic growth began to cause serious alignment between development and maintenance.
problems. Like an old city with narrow streets and outdated Developers need to create applications that can be easily
infrastructure desperately trying to provide modern maintained, and maintenance personnel should focus on
conveniences to its fast-growing population, IT now simplifying and rationalizing business applications – rather
struggles to deliver value to the business while dealing with than simply stabilizing and maintaining the existing IT
the legacy of many years of unrestrained growth and portfolio. Application retirement and data management
burdening complexity. must be viewed as essential steps in the application
lifecycle. All IT systems should be regularly examined and
Today’s CIOs are spending too much valuable time, effort analyzed based on clearly defined criteria to determine if
and budget on their sprawling application landscape. They they still provide value to the business or are candidates for
struggle to find resources to support innovations and more decommissioning or other rationalization activities.
opportunistic, value-driven business initiatives. The top
priority for the CIO in 2011 is to rationalize the application
portfolio to increase productivity, improve flexibility and
adaptability, and better align IT with the business.
However, many CIOs find it difficult to get support and
business buy-in for their rationalization initiatives. Lack of
r the CIO
convincing business cases and coherent strategies, poorly priority fo
The top e the
defined architectural alignment, and inconsistent and
1 is to rationaliz
in 2 0 1 crease
unreliable application intelligence can significantly hinder
o n p o rtfolio to in
any effort to bring order to chaos within the IT landscape. applicati flexibility
CIOs can apply multiple strategies to rationalize their c ti v ity , improve
produ d better
applications, including sustaining, extending, remediating,
a d a p ta bility, an
re-platforming, migrating, replacing, consolidating and and usiness.
retiring. The question is which strategy is the best for a g n IT w ith the b
ali
given situation that results in timely, realized ROI to
support the near-term business goals.

CIOs also need to consider making a change in the

application lifecycle. Today, the activities of “building
applications” and “maintaining applications” are often
treated separately, assigned to different business units or
even outsourced to different providers. For a more
streamlined application landscape, there needs to be better

7
8
 Application Landscape Report

the State of the Application Landscape

Applications are integral to all primary value chain activities. They enable companies to
collaborate, be more productive, and increase operational efficiency.

The core function of IT applications is to support the

business. “In order to deliver the services that we provide to How would you rate the
our customers, the applications are absolutely crucial,” says appropriateness of the
Greg Branch, Chief Architect at Colt. “It would not be number of applications
possible for us to operate without systems to automate across your company?
provisioning and manage workflow and delivery of customer
orders.” The scope of applications covers a wide range of
functions extending to all operations company-wide both
horizontally and vertically. “The applications are vital
organs of the business…the applications suite is the
lifeblood of the organization,” agrees James de Watteville,
CIO of RSA.
100%
Applications comprise a core part of any IT strategy.
However, a closer look reveals that the current state of
80%
applications is far from perfect. All respondents agree that
application landscapes are generally very complex and poorly
structured. Outdated legacy technologies, lack of adequate 60%
skills to support existing systems, duplicate applications
resulting from acquisitions, and a mismatch between global
40%
and local systems creates problems for corporate IT.
En
ter
pr
“Our IT landscape is like an Arctic ice field – with a lot of La ise
20% rg
e
peaks, hidden crevices and thin ice, which you can fall Me
through sometimes without realizing you are about to do diu
0% m
Sm
so,” says Robert Borchelt, Manufacturing IT Director, all
Cummins. “The application landscape is like a big complex
1 - far more applications than 4 - fewer applications than the
machine that constantly needs engineers to be hitting it the business requires business requires
with a hammer to keep it working right,” concurs Greg 2 - more applications than the 5 - severely lacking in the number
Branch, Chief Architect at Colt. business requires of applications that the
3 - just the right number of business requires
There are several reasons why application landscapes have applications
grown so complex. Companies do not go overnight from
streamlined, rationalized systems to a tangled landscape of
redundant and outdated systems. It happens over long FIGURE 1: Half of all large and enterprise company respondents
periods of time, sometimes following large events like indicate that their IT organizations carry the burden of maintaining
more applications than is necessary for the business.
corporate mergers, other times just through organic growth
and development. Many of our survey respondents agree
that their organizations have too many applications.

9
 Not surprisingly, the perception of the appropriateness of 3. Companies continue to support applications that no
the number of applications relative to the business needs longer deliver full business value and do not support
changes significantly depending on company size. While current business processes.
nearly 60% of enterprise respondents say that they support 4. Most organizations have a data-retention and archiving
“more” or “far more” applications than is necessary to run policy, but in reality the majority of companies are not
the business, nearly three-quarters of small business IT willing to archive application data for fear of violating
executives say that they have just the right number of industry and government retention requirements.
applications, with a further 23% suggesting that they do not
have enough IT systems to support the business. Naturally, some redundancy is unavoidable as a result of
mergers and acquisitions. When companies join together their
This difference in data can be explained by the overall IT systems, a number of applications are inevitably going to
number of applications supported by IT in companies of perform duplicate functions. Unfortunately, few companies
varying sizes. In smaller companies, 84% of surveyed have a clear strategy for archiving the data from obsolete
respondents indicate that they support less than 50 applications and decommissioning redundant systems over
applications in their IT portfolio – compared to up to time. A much more typical outcome of a merger or acquisition
10,000 applications in the Enterprise category. However, is to have multiple systems running in parallel for years,
this does not mean that smaller organizations are not often lacking a significant user base, not properly integrated
affected by the issues related to application complexity and into the company’s reporting and other IT systems, and
the need to rationalize the IT landscape. Small businesses causing a major strain on IT resources. “The applications
have limited IT staff and fewer resources available for state is a mess,” says James de Watteville, CIO of RSA,
application maintenance. Perhaps most importantly, small “because this 300-year-old organization has grown through
companies are under greater pressure to be nimble and various mergers and acquisitions, each of which brings a
react quickly to the changes in economic, business and new set of applications.”
competitive climate. Having just a few applications that do
not provide business value can significantly impact a small Pascal Bataille, Enterprise Architect at Alcatel-Lucent,
company’s ability to adapt and innovate. France, concurs: “When Alcatel merged with Lucent, we
inherited an IT landscape where most applications were
Our research identified the following key reasons for IT duplicated or multiplied given the history of previous
application landscape complexity: purchases. Yet we had to connect and maintain them to
support all our customers and all business specificities from
1. Mergers and acquisitions result in many redundant sys- Day 1. It took some time to deal with the usual politics in
tems with duplicate functionality. this situation and assess them technically and against the
2. Custom legacy applications are becoming obsolete and strategy of our new company, and come up with a strategic
are difficult to maintain, support, and integrate into the landscape and validated decommissioning plan”.
new, modern IT infrastructure.
The other common cause for application complexity is
custom applications. Traditionally, most companies chose
to build their own custom systems to support their unique
business processes and operations, and to gain fast
competitive advantage. Our survey respondents indicate
that nearly half of all the applications in their IT portfolios
are custom-built.

10
00
0
 Application Landscape Report

“Non-custom-developed applications are built for a wide

range of audiences. They are not specific enough for our What percentage of
needs,” says a senior IT executive of a global publishing your company’s
company. “I have seen a lot of solutions fail as they have applications is
been too general and when we try and customize them, custom-developed?
they become un-maintainable.”

Naturally, the number of custom-built systems varies

depending on the company size – bigger companies with
large IT teams traditionally develop more custom
35%
applications than their small and medium counterparts. On
average, 56% of large and enterprise company respondents 30%
indicate that half or more of their applications are custom-
developed, while only a third of their small and medium-
Percentage of respondents
25%
size company colleagues say the same.
20%
But as companies grow, develop new product offerings,
merge and acquire new business units, they begin to lose 15% 10
0%
control of the rapidly growing number of custom-built 81
-9
10% 51 9%
applications and databases. Fast advances in technology -8
21 0%
make it increasingly difficult to maintain outdated legacy 5% 11
-5
0
-2 %
systems. “We use a lot of complex, slow technology which 1- 0% plic
atio
ns
10 d ap
can be a nightmare,” says a business solutions professional 0% 0% % eve
lope
m-d
from a large Spanish enterprise. usto
of c
tage
cen
Per
One CIO offers an interesting example of a custom-built set
Large Enterprise
of legacy applications and its rising maintenance costs:
“Back in the ‘80s, we built a few very advanced applications. FIGURE 2: A full 56% of large and enterprise company respondents
Unfortunately, they are rather expensive to run and are not say that half or more of their applications are custom-developed.
designed and built for speed and performance. These
applications are like bulletproof double-decker buses. But
since we haven’t migrated off the legacy platforms, they are essentially bulletproof double-decker buses with about six
passengers. They cost an absolute fortune to run and if you
want to change anything, you basically have to take all the
steel cladding off and take it to pieces. It costs a fortune to
make what would seem to be a relatively straightforward
change, and it takes many months.”
is a
p p li c a tions state -year-
The a this 300
ecause n Of course, some of these legacy systems are still supporting
mess, b as grow
o rg a n ization h e rs
key business processes and cannot be easily decommissioned
old merg
various or replaced with more modern solutions. Most IT portfolios,
through io n s , each o
f
however, contain dozens if not hundreds of outdated legacy
uisit f
and acq s a ne w s e t o
applications that are no longer considered business critical,
h b ri n g
whic
ons.” ames de WattevilleA but continue to be maintained for governance, compliance,
applicati J
CIO of RS data retention and other reasons. Often companies lack
clear guidelines for retiring obsolete applications and
archiving their data. As a result, outdated systems continue
to plague IT landscapes, diverting resources away from
innovation and growth. Only 4% of all survey respondents
say that every IT system that they support can be considered
business-critical. Merely 41% indicate that half or more of
their IT systems are vital to the business, and 17% think that

11
 What percentage of your Which of the following
company’s applications statements best fits your
is considered company’s experience of
mission-critical? data retirement or archiving?

70%

30% 60%
Percentage of respondents

25%
50%

20%
40%

15%
30%
10
0%
10% 71 “We lose data
-9 20%
51 9 % frequently and it
31 -7
5% 0% seems like we
-5 10% “We keep just
11 0% have a data
-3 the right
1- 0% black hole in
0% 10 amount of data
0% % 0% “We keep all our company.”
data beyond its to support both
expiration date business and
Percentage of applications that are perceived as or usefulness, regulatory
mission-critical just in case.” requirements.”

FIGURE 3: IT supports many systems that are not mission-critical. FIGURE 4: Most companies have inefficient practices for data retention.

only a few applications (10% or less) in their entire portfolio only does this uncontrollable data growth increase storage
can be classified as mission-critical. requirements, it becomes increasingly difficult to manage,
retrieve, search and report on. Most companies keep their
In addition, companies have a problem with data retention. application data for compliance purposes, but in reality IT
IT systems generate great quantities of data, which can grow organizations often lack clear guidelines for archiving and
exponentially – up to 5% per month on a large system. Not retaining data, and as a result, companies tend to keep their
data far beyond any required retention period. The survey
shows that most companies do have formal procedures for
data retention, but follow them less than 50% of the time.

12
 Application Landscape Report

increasing IT Efficiency through Modernization

The role of IT has shifted over the years. Instead of merely providing support for the
business and its priorities, IT has evolved into an equal partner, actively participating in
the decision-making process and developing initiatives together with the business.

Predictably, most IT executives see the alignment with the

business and increased business value as their highest
priorities. In our survey, we asked IT executives to select What are the three most
three top priorities for 2011. The answers are consistent important goals of the
across all company sizes, industries and geographic company CIO?
locations: the number one priority for the CIOs in the
coming year is to bring more value to the business, followed
closely by improved efficiency and cutting costs.

Making IT systems more cost efficient is not an easy task. It

requires careful assessment, planning and phased 70%
implementation. Any changes to production IT systems can
cause disruption, require additional expenses and create 60%
temporary inconveniences. Radical changes often face
resistance and difficulties getting the buy-in from all the 50%
stakeholders in the organization. However, without
fundamentally changing the way IT looks at its application 40%
portfolio and application lifecycle, it is impossible to
30%
increase agility and provide opportunities for innovation

Cre ines
and future business growth. “We need to make sure that
bus
Cre sines
20%

ate s
bu
Imp sys

money doesn’t only go into continuity costs,” says an IT

of I

ate
Inc pplic

val
of a

rov tem
T

executive at a European airline. “We are trying to ensure

bet ignm

ue
Inn licat

rea atio

10%
app

s
e fl s
Inc

that continuity spending is reduced each year and leaves

ter
a
ova ion

for
se

l
exib
Imp ugh

rea
thro

qua ns
te n s

enough money for innovation.” 0%

Cu

ility
rov IT s

se

ent
Cu busi

lity
ew
t co
the

e e yste

pro
t ov nes

Our survey respondents indicate several strategies that their

sts

ffici

duc
era s

enc ms

companies use to rationalize their application portfolios and

tivit
f IT
ll co

reduce “keep the lights on” spending.

y
sts
for

The top rationalization approach involves standardizing the

application portfolio by reducing the number of custom-
built IT solutions and moving toward a more common set FIGURE 5: Delivering value to the business is the top priority for
corporate IT leaders.
of applications, technologies, and infrastructure throughout
the company.

13
 “Even before the recession, we started moving towards a
Which strategies is your path of more centralization and standardization to reduce
company most likely to IT costs,” says Robert Borchelt, Manufacturing IT Director,
use when rationalizing Cummins. “The recession only helped highlight the
applications? importance of these initiatives and reinforce the direction the
CIO had already set.”

“We used to have hundreds of applications from different

banks in different countries,” says a senior IT executive at
a pan-European banking company with operations in 22
70%
countries. “Now we have a platform strategy where we
bring different banks onto two or three core banking
60% platforms to harmonize systems and applications across
countries.”
50%
The survey respondents also selected consolidation,
40% migration, replacement and simplification as popular
rationalization strategies. “Our biggest challenge is to get off
30% the old, flaky, unsupported legacy applications and migrate
the business onto a much smaller number of strategic
Em
Co

20%
be

applications,” states one CIO from the UK.

Clo

d
sol
Sta

ud

id
Sim

10%
nd

atio
Co
Re

ard
plifi
Re

mp
ten

n
iza
De

pla

cat

0%
tion

utin
Re

tion
com

ion
Mig

em

g
new

ent
rati

iss
al

zation
on

rationali
ion

The top lv es
h invo on
approac ing the applicati
FIGURE 6: Standardization, consolidation and migration are among rd iz
standa ing the
the most popular rationalization strategies. by reduc
portfolio custom-built IT
of ard
number ving tow
luti o n s and mo o f
so set
ommon ,
a more c s, technologies t
a ti o n rou ou
g h
applic ucture th
in fr a s tr
and
pany.
the com

14
 Application Landscape Report

“Historically, our challenge has been the complexity of the Curiously, retirement – or decommissioning – of applications
business,” concurs Greg Branch, Chief Architect at Colt. did not make the list of top rationalization strategies, even
“We had too many customer-specific options. Now the though nearly a third of our survey respondents agree that
focus is on simplifying the product portfolio so that we only between 1% and 10% of their application portfolio needs to
provide the required functionality rather than many custom be retired, and another half of surveyed IT executives
‘nice to have’ features, simplifying our IT applications and estimate the number of applications that are candidates for
making them more maintainable.” decommissioning to be between 11% and 50%.

We believe that all of these strategies are closely related and There seem to be several reasons why application retirement
should be implemented in conjunction with one another. is not yet top of mind for most CIOs. Perhaps the most
For example, in order to standardize on a few selected significant one is that IT professionals typically view the
applications and platforms, IT may choose to retire several application lifecycle as a three-step approach: build, deploy
duplicate systems, consolidate redundant functionality into and maintain, ignoring the fourth step – retirement or end-
one common solution, migrate old legacy applications onto of-life. Our survey respondents indicate that it is still often
modern platforms, and potentially even implement some of easier to make a business case for acquiring or building an
their applications in the cloud to save on infrastructure costs. application – than for retiring it.

What percentage of your

company’s applications
do you believe could be
retired?

60%

50%

40%

51
30% -1
00
%
21
-5
20% 0%
11
-2
0%
10% 6-
10
%
0% 0-
5%

Small Medium Large Enterprise

FIGURE 7: Companies have many applications that need to be retired.

15
There are several key barriers to application retirement:

■ Cost of retirement projects. IT budgets are typically What are the key barriers
allocated based on the costs of maintaining existing to retire your company’s
applications or continuity costs and new projects. Finding redundant applications?
additional funding for application retirement can be
challenging – especially in difficult economic times.

■ Lack of immediate ROI. It is often difficult to get buy-in

for application initiatives because time horizons for
investment decisions tend to be short term and rarely 70%
over one year. Many businesses expect to see ROI on
projects in six months or less. With rationalization 60%
initiatives, it is not easy to show quick ROI – especially if
rationalization projects involve different types of 50%
applications. “In the last two years, we have reduced the
number of data centers from 20 to five,” says an IT 40%
executive from a global French telecom company. “Data
center rationalization takes much longer than changing 30%
small applications.”

Co vices
ser
20%

st o
Inc licat
app
ons ion

f re
■ Company culture and behavior. Employees are often

Mis nmen
10%

alig

tire
iste s in
resistant to change. People become comfortable using certain

sing t
Inco iness

me
bus

nt o tellig
technology and processes, and as a result, become reluctant 0%

nt
Lac iness b

arc
mp case

r un enc
bus

to any changes to the familiar and consistent environment.

hi
lete
k of

reli e
tec

abl
tura
■ Differences between regions. Different regions,

e
s

l
uy-in

subsidiaries and even groups within an organization may

have different opinions regarding application retirement.
Without their buy-in, any retirement initiative is likely to FIGURE 8: The key barrier to application retirement is cost.
fall short, as IT would still have to support redundant and
de-centralized applications.
in building them are no longer with the company, and
■ Lack of qualified developers to migrate retired nobody fully understands the underlying processes and
application data and functions. This is especially true for complex relationships between application components to
custom-designed systems. The people who were involved successfully migrate the data and safely decommission
an application.

■ Some companies do not consider retirement a

priority. As we mentioned earlier, some IT leaders simply
do not see the value in application retirement and
therefore choose to focus efforts on other areas.

16
 Application Landscape Report

cRetirement
ompanies’ Experiences with
and Rationalization are Mixed
Most of our survey respondents agree that application modernization is the best way to
divert IT resources from supporting the old, outdated systems and making room for
innovation.

The surveyed companies have mixed experiences with ■ Just before the millennium, a national European airline
application rationalization. Some have had success and had a big project to ensure that its applications were
achieved significant improvements, while others failed due millennium-proof. While taking the inventory of its
to lack of alignment with the business, poor planning or applications, the airline’s IT discovered that half of all
higher-than-expected project costs. Below are some applications in its portfolio were obsolete. “We got rid of
examples of both successful and failed rationalization half the applications we had running,” says the airline’s IT
attempts described by surveyed executives. executive. “We found that once we had a system created,
we never threw it away. In some cases things were
Rationalization Successes replaced with new systems but we still had the old one
running.” Shortly after the millennium project was
■ In July of 2010, an Italy-based, large pan-European completed, IT instituted a new policy that requires
banking organization rationalized and substituted all core periodic inventory and screening of the entire application
banking applications (over 100 total applications) over portfolio to avoid duplicates.
just one weekend. The key to success was extensive
preparation: the project was planned for over two and a Rationalization Failures
half years, and as a result, the old applications could be
turned off and the new ones were ready to take over their ■ In 2003, a 5,000-employee US-based company launched
functionality. Best of all, the new application portfolio the initiative to retire one of its core systems and replace
was consistent with applications that were already in use it with a new, modern application. Seven years later, the
in other countries where the bank operates. “It helps to system is still there. The sheer size of the application and
harmonize various systems such as account management, the amount of data stored in it, combined with the lack of
data management or payment systems,” says the CIO of clear archiving and retiring strategy, caused IT to
the bank. “We used to have hundreds of applications abandon the project. “With no real strategy on how to
from different banks in different countries and many retire all the pieces and migrate the data to the new
redundant systems. It is IT’s role to harmonize these.” system, it just did not get done,” says the company’s
director of creative systems. Similarly, the company still
■ Five years ago, Cummins, a US corporation that designs, has a lot of outdated technology such as Lotus Notes that
manufactures and distributes engines and related technologies, it would like to retire or rationalize. However, the project
had unique legacy systems running at every plant. Cummins is so large and complex with different instances of Lotus
launched an initiative to develop a common solution. As a Notes running on different servers, that IT is uncertain if
pilot, Cummins IT implemented the new standardized they can take it on.
solution in China and immediately saw significant quality
improvements. “The new solution was implemented with ■ One company faced major resistance when IT decided to
relatively low pain,” says Robert Borchelt, Manufacturing switch from an assortment of existing configuration
IT Director. “Our past approach was decentralized. People management tools to a standard open source solution.
at each plant thought that their situations were unique. “Some groups were not open to it,” says Mark Bohlman,
They assumed that the standard solution would not meet IT Director, large American aerospace and defense
their needs and went looking for something else, thinking technology company. “They were not willing to disrupt
that a non-standard solution would be a better fit. Things their programs. People get comfortable with their ways of
have changed now. Today, the only drivers are to bring cost doing things. Our biggest challenge is a cultural one, not
down for the implementation and roll out new systems around the applications themselves.”
cheaper and faster.”

17
18
 Application Landscape Report

application Strategies that work

In our interviews and surveys, we have identified several application strategies that have
proven successful in building a solid foundation for maintaining a healthy, continuously
rationalized application portfolio.

Build Maintainable Applications functional excellence team. This group develops the tools
needed to run Application Development and Support
Today’s CIOs are looking to create better alignment Centers. The next level of IT supports and maintains the
between application development and maintenance activi- application infrastructure and backs up application data.
ties. Only 13% of all survey respondents indicate that there There are clear responsibilities and roles and a structured
is close synergy between their application development and stage gate process to guide through application implemen-
maintenance teams, while nearly half (48%) say that the tation and maintenance.”
teams that build applications and the ones who keep them
running are in synch 50% of the time or less. “We typically
have alignment problems with applications that are brought How would you describe
in-house from mergers and acquisitions,” says the Director your organization in terms of
of Web Services at a US educational and trade publishing alignment between Application
company. “Development teams may not have a full handle Development and Application
Maintenance teams?
on those systems. As a result, whenever there are issues
with the application delivery or performance, the applica-
tion management team and the development team point
fingers at each other.”
40%
By emphasizing the synergy between the different groups
who are involved in application design, development and 35%
maintenance and building solutions that are easy to main-
30%
tain, IT can streamline its operations, reduce costs and
achieve greater agility. 25%

Robert Borchelt, Manufacturing IT Director, Cummins, 20%

offers an example of a well-structured collaboration that
helps Cummins create applications that are maintainable 15%

and supportable. “IT has divided up responsibilities into

5–

10%
alw

specific layers,” says Borchelt. “The first level (level 1) is

4–

ays

the business users who are paired with business analysts

gen
3–

5%
un
era

and functional architects on the IT side who understand

onl

alig
2–

lly u
y al

the requirements and structure of applications. They then 0%

ned
gen
1–

nal
ign

hand off the application design to the hardware architec-

era

ign
alw

ed

ture team (level 2) to make sure that we have the enter-

lly a

ed
ays

in 5

prise infrastructure to support those applications. The next

lign

0%
alig

ed

step is to hand the design off to the Application

ned

of c

Development and Support Centers (level 3) for each major

ase

application area. They have full responsibility for develop-

s

ment and support of those systems. The supplier for that

layer is the Standards and Processes Group who controls FIGURE 9: Development/maintenance teams are not always aligned.
ways to manage development and deployment and act as a

19
Implement Portfolio Governance Strategies Achieve Greater Alignment with the Business

“There is a limited budget and restricted resources, and The majority of application development projects are initiat-
therefore developers are not always able to fulfill the ed by the business. Our survey shows that while IT does
requirements of the business,” says the VP of Strategy and launch a portion of new application initiatives, the majority
Governance at a large European telecommunications compa- of IT systems are commissioned by the line of business.
ny. Without clear governance strategy, it is next to impossi- Nearly a quarter of respondents say that none of their new
ble to accurately prioritize the IT demand and find the right application building projects come directly from IT, with an
focus that’s in alignment with the business priorities. “For additional 50% stating that under a third of their IT systems
2011, we have 150 application requests,” says the Director are being initiated outside of the line of business. With the
of Creative Systems at a small US company. “Some are business driving the IT portfolio, it is essential to achieve
enhancements for existing systems, while others are greater alignment between the business users and the teams
requests for new system designs and new applications. It is that develop and support the applications.
difficult to understand which ones are more critical and
which requests we should devote our resources to first.” However, better alignment is just the first step towards a
true “fusion” of business and IT, in which IT is not only a
Solid IT portfolio governance practices and tools help busi- quick responder to emerging business needs but also acts as
nesses focus on core activities while staying informed about a catalyst and driver for innovation. Business transformation
all aspects of project and application health. It allows IT and IT thus become inseparable, and the role of IT in creat-
teams to manage their entire portfolio of projects and oper- ing new value is implicit to the business innovation process,
ational demands while keeping their focus on strategic rather than something that has to be argued and demon-
opportunities that are vital to the business. Robert Borchelt, strated repeatedly. This true synthesis is not easy to achieve
Manufacturing IT Director, Cummins, explains the organi- and no shortcuts seem to be available. IT must rationalize
zational structure that helps manage application rationaliza- its own portfolio first, and then become more responsive to
tion initiatives: “Cummins’ architectural department is an the needs of the business before being able to act as the nat-
integral part of managing and rationalizing the application ural partner for business in innovation and change.
landscape. We have Architecture and Security reviews prior
to each major overview in the IT projects. Anything that’s Overcome Resistance to Change
not part of the enterprise architecture has to be explained,
and the requestor must apply for an exception. These The key to success is to involve business stakeholders when
reviews are part of our rollout process, and we have the designing the application strategy and ensure that the entire
authority to block the projects if they are not complying or rationalization process – from development of new applica-
are an exception to the roadmap.” tions to phased implementation, introduction and learning
– is closely monitored and aligned.

20
 Application Landscape Report

employees. The world is changing, and our customers

What percentage of new expect innovative solutions from us. Bringing new
application development is technology along with new blood and social networking,
initiated by IT as opposed and using it is seen as the ‘leadership of people.’ Now
to the business? people tend to use new technologies very quickly because
they want to play their part in the transformation. They do
not want to be left behind, so they are trying to embrace the
new applications and technologies very quickly. Of course
being a leading innovative high tech company probably
helps us!“
30%
Trust but Verify:
25% No Improvement without Deep Insight

20% Simply knowing how many production systems exist in a

company’s application portfolio is not enough. Before mak-
15% ing any changes, IT managers need to use analysis and met-
rics to understand the inter-relationships between applica-
10%
10
0%
tions and their dependencies. Today’s IT professionals have
81 at their disposal a wide array of automated discovery and
51 -9
9%
31 -8 dependency mapping tools that help identify and map the
5% 0%
11 -5
-30
0% relationships between applications and the underlying infra-
6- %
10 structure. There are many subjective and objective criteria
0% 1- %
5%
0% that can be applied to identify which applications should be
kept in their current state, which ones should be changed,
and which are deemed obsolete and are candidates for
FIGURE 10: Most new application development projects are initiated retirement. These criteria are often referred to as “situational
by the business. lenses” and involve many different aspects of functional,
structural, financial and business relevance. For example, it
is not important to know how many users the application
“One year ago, culture and fear of new things would have has. It is much more significant to understand the business
caused a good deal of resistance within the company,” says criticality of each specific system and to what extent the
Pascal Bataille, Enterprise Architect at Alcatel-Lucent, application impacts the company’s revenue.
France. “But today, the company is empowering its

21
“Our rationalization process is to assess the existing service
portfolio to determine how it supports the customers and Does your company
how it is supported by the underlying infrastructure. Then outsource any of the
based on this assessment, we can simplify the infrastructure hosting or maintenance of
to implement the services that meet most of our customer applications?
needs and will result in the greatest revenue increase for the
company,” says Greg Branch, Chief Architect at Colt. “We
can deliver a tailored service for those customers who have
special requirements, as long as the additional cost is fac-
tored in. For the majority of customers, we can deliver bet-
ter service and increased value through a simplified portfolio.”

Outsource the Solution, Not the Problem

100%

Almost three quarters (74%) of all application portfolios are

partially or fully outsourced. Of those that outsource a 80%
function of their application landscape, 53% of outsourcing
is offshore, and 67% of outsourced applications are mis-
60%
sion-critical. The drivers behind this increase in outsourcing
are the rise of application volume, coupled with a restric-
tion on internal capacity. Not unexpectedly, the level of 40%
outsourcing is lower in Enterprise-sized companies – per- En
ter
pr
haps as a result of increased rationalization behavior and 20% La is e
rg
greater internal capacity. “We outsource because application e
Me
maintenance is expensive if done in-house,” says the direc- diu
0% m
tor of web services at a US publishing company. “We are Sm
all
becoming more of a global company and need to provide
operation services around the clock. We cannot provide No Yes
support to our customers from one single US location.”

However, outsourcing the maintenance of a tangled, con- FIGURE 11: The majority of companies prefer to outsource their
gested application landscape is more likely to create addi- application maintenance.
tional problems than provide a cost-saving solution. In the
short term, it may lower IT costs, but inevitably problems
will continue to mount. Maintaining today’s complex IT

22
2 2
 Application Landscape Report

systems requires specialized, local knowledge often con-

If you outsource hosting or tained within the company. Learning curves could be steep
maintenance of applications, and time-to-market of changes could further decrease. As a
is it outsourced offshore / to result, costs could go up rather than go down even with the
another country? outsourcing provider benefiting from economies of scale
and optimizing the use of resources. It is therefore crucial to
make application rationalization an integral part of the out-
sourcing engagement: possibly already when preparing the
handover of the applications, but certainly also within the
lifecycle of the applications once they have been transi-
tioned. Outsourcing then becomes the effective catalyst to
applications transformation that could not be found inside
the individual organization.
100%

Apply True Lifecycle Approach to Applications and Data

80%
If the application is outdated – not being used to support a
current business process – and its data is not growing sig-
60%
nificantly, it should be retired and its data archived. “The
way CIOs view the application lifecycle has changed,” says
40% an IT executive at BT. “In the past, we were always focused
En on building the right application to solve a specific problem
ter
pr
La ise – without thinking about the next ten or twenty years.”
20% rg
e Archiving the data and de-supporting an application can
Me
diu result in significant cost savings – and not only in lower
m
0% Sm energy bills or reduced footprint of a retired application.
all
Most importantly, it can free up valuable IT resources –
No Yes engineers can focus on developing new, innovative IT sys-
tems rather than maintaining old, outdated ones. The idea
of application retirement needs to be built into all core IT
FIGURE 12: The majority of medium, large and enterprise companies practices. Only with a true lifecycle approach can compa-
choose to outsource hosting and maintenance of applications to other nies maintain a healthy portfolio and ensure application
countries.
quality, productivity and business alignment.

ation
of applic
The idea e built
n t ne eds to b
retirem e . Only
re IT practices
o
into all c approac
h
a tr u e lifecycle a
with aintain
panies m
can com and ens
ure
e a lt h y portfolio du ctivity
h a li ty, pro
o n qu
applicati gnment.
b u s iness ali
and

23
conclusions
For decades, the business and IT department have developed solutions without regard
for what will happen when these applications reach the end of their useful life. Engineers
built applications for specific business problems, patched broken functionality,
periodically upgraded core systems, and managed the multitude of redundant
applications and large amounts of data that came with each merger or acquisition.

One of the top priorities of today’s CIO is to build closer growth. And we see some organizations taking successful
alignment between IT and the business. However to achieve steps towards rationalization. While certain rationalization
this goal, IT first needs to deal with its own inhibitors to strategies – new as they are – have not been considered and
change. We have found that today’s application landscape is tested yet, others are viable. In particular, application
often more an obstacle to successful business and IT retirement and data archiving practices can be injected more
alignment than a testament to it. As a result, first and into the daily IT operations and design efforts. This will help
foremost, IT needs to review its approach to the application to avoid future problems of cluttered application landscapes
landscape and create long-term modernization and and uncontrolled, expensive data growth.
rationalization strategies while reaping early benefits as well.
Only then can a proper foundation evolve on top of which With IT and the business shifting more and more to a full
better alignment between business and IT can flourish. lifecycle approach towards managing the application
landscape, it becomes apparent that the end-of-life of
This is nothing less than true “application transformation”, applications and data needs to be fully incorporated, not only
and it requires specialized resources, careful analysis and in the daily operations, but also in the design efforts. By
preparation and, perhaps most importantly, boldness and applying this “cradle-to-cradle” approach to applications and
courage. Some of the decisions that need to be made have data, and targeting retirement strategies and policies already
never been made before – simply because the size and the in the design phase, more headroom will be created for better
complexity of the modern application landscape have business to IT alignment and then, ultimately, more
reached a unique, never-before-seen inflection point. innovation, value creation and measured impact.

No matter how difficult, rationalization decisions have to be In a sense, IT must build a new city out of the old city
made. Without focused rationalization, IT runs the risk of where less is more. IT executives must adopt new strategies
being overwhelmed by ongoing maintenance tasks; unable and practices to develop a true lifecycle approach to review
to devote its assets to responding to evolving business and modernize their application landscapes. Only with this
needs; and incapable of partnering in innovation and true lifecycle approach can today’s companies create a
healthy portfolio and ensure application quality,
productivity and optimal business alignment in the future.

24
 Application Landscape Report

methodology
Demographics of the Study
For this study, we surveyed approximately 100 CIOs and top-level IT managers in
companies of various sizes within a wide range of industries. This included 14
in-depth interviews. Thirty-seven percent of the responding companies are US
based, and 63% are located in Europe (Benelux, France, Germany, Spain and the
United Kingdom).

Terminology
All survey recipients and interviewees were provided with the following set
of definitions to ensure a common understanding of the key terms used in
this report.

Application Software: (Source: Wikipedia.org) Application software is computer

software designed to help the user perform specific tasks. Examples include
enterprise software, accounting software, office suites, graphics software and
media players. Application software is contrasted with system software and
middleware, which manage and integrate a computer’s capabilities, but typically
do not directly apply them in the performance of tasks that benefit the user.

Application Transformation: Application transformation is an ongoing practice

that requires companies to rethink their approach to application lifecycle and
incorporate retirement and data archiving into their operations.

Application Retirement: Companies typically view the application lifecycle as a

three-step approach: build, deploy and maintain. But the fourth step – retirement
or end-of-life – is an equally essential part of the lifecycle and requires its own
building blocks and careful assessment. If the application is outdated – not being
used to support a current business process and its data is not growing by
any significant means – it should be retired and its data archived.

Company Size: For the purpose of this report, we classified all respondents into
four categories: small businesses (under 1,000 employees), medium-sized
companies (between 1,000 and 5,000 employees), large companies (between
5,000 and 10,000 employees) and enterprises – global corporations with
anywhere from 10,000 to over 100,000 employees.

25
acknowledgements
We would like to acknowledge the team of collaborators who were instrumental
in creating this report:

For project management, analysis, and report content: Murat Aksu, Erwin
Anderson-Smith, Irina Carrel, Grace Chan, Ron Tolido; for design, layout and
proofing: Jayakumar Kartha, Mike Pini; for marketing and communications:
Hester Decouz, Mary Johnson, Katherine Powell; for executive sponsorship:
John Brahim, Raf Howery, Paul Muller.

We would like to extend a special thanks to the interview participants and

those who agreed to be named in the report: Pascal Bataille, Mark Bohlman,
Robert Borchelt, Greg Branch, James de Watteville.

26
 Application Landscape Report

About Capgemini

Capgemini, one of the world’s foremost providers of consulting, technology and

outsourcing services, enables its clients to transform and perform through tech-
nologies. Capgemini provides its clients with insights and capabilities that boost
their freedom to achieve superior results through a unique way of working, the
Collaborative Business ExperienceTM. The Group relies on its global delivery
model called Rightshore®, which aims to get the right balance of the best talent
from multiple locations, working as one team to create and deliver the optimum
solution for clients.

Present in 40 countries, Capgemini reported 2010 global revenues of EUR 8.7

billion and employs around 110,000 people worldwide.

More information is available at www.capgemini.com

Rightshore® is a trademark belonging to Capgemini

About HP

HP creates new possibilities for technology to have a meaningful impact on

people, businesses, governments and society. The world’s largest technology
company, HP brings together a portfolio that spans printing, personal computing,
software, services and IT infrastructure to solve customer problems.

More information about HP is available at http://www.hp.com

27
Contacts
We value your comments and ideas. We welcome you to
contact us regarding any questions you might have concerning
the 2011 Edition of the Application Landscape Report.

Capgemini

Ron Tolido
Vice President
CTO Application Services - Continental Europe
[email protected]

Murat Aksu
Principal
Global HP Software Alliance Lead
[email protected]

HP

Paul Muller
Vice President
Strategic Marketing, HP Software
[email protected]

Erwin Anderson-Smith
Global Alliance Director, HP Software
[email protected]

For press inquiries contact:

Hester Decouz
[email protected]

Capgemini S.A.
Place de l’Etoile - 11, rue de Tilsitt
75017 Paris
Tél. : +33 1 47 54 50 00
Fax : +33 1 47 54 50 86

Rightshore® is a registered trademark belonging to Capgemini. Copyright © 2011

Capgemini. All rights reserved. No part of this document may be modified, deleted or
expanded by any process or means without prior written permission from Capgemini.