Bridging The IoT Perception Gap:

INFORMATION VS
OPERATIONAL TECHNOLOGY
The relationship between Information Technology and
Operational Technology for IoT Initiatives.

FEBRUARY 2018 In partnership with

DANIEL NEWMAN FRED MCCLIMANS

Principal Analyst Analyst

Published: 02/2018
TABLE OF CONTENTS

3 Introduction

4 Demographics

5 Findings

6 The Six IoT Perception Gaps

7 The Value Gap

10 The Impact Gap

11 The Leadership Gap

13 The Success Gap

14 The Challenge Gap

17 The Budget Gap

19 Conclusion: Mind The Gaps

20 Recommendations

INFORMATION VS OPERATIONAL TECHNOLOGY 2

COPYRIGHT © 2018 FUTURUM RESEARCH
INTRODUCTION
The Internet of Things (IoT) is rapidly emerging
as a core transformational technology of the
digital era. The ability to gather data from sen-
sors embedded throughout an enterprise can
drive insights and operational efficiencies from
the supply chain to the customer. But imple-
menting IoT, or even Industrial IoT (IIoT) often
requires close collaboration of both information
technology (IT) and operational technology (OT).
IT manages the infrastructure that collects and
analyzes data, including networking, computing,
security, cloud, and data storage systems. While
IT focuses on data collection and processing,
OT focuses on the operational technologies
that generate the data, such as the produc-
tion-oriented machinery, tools, fleets, and con-
trol systems.
COPYRIGHT © 2018 FUTURUM RESEARCH
Data collected from IoT implementations by IT or
OT groups has value, but more value can be creat-
ed when this data is utilized collaboratively amongst
these two groups to derive overall business insights.
The promise of IoT implementations come together
at this intersection, and require the blending of tal-
ent from both groups in the design, implementation,
and operation of IoT systems.
These two groups, however, often have different
goals, performance metrics, and perspectives on
both the collaboration and the outcome. To gain a
better understanding of the relationship, either real
or perceived, between these two groups, Futurum
Research surveyed the state of the relationship be-
tween IT and OT teams as it pertains to the design,
implementation, and creation of value through IoT
technologies.
INFORMATION VS OPERATIONAL TECHNOLOGY 3
Demographics
The survey consisted of 15 questions and was
administered during August and September of
2017 to 500 respondents. To be eligible, the
respondents had to have at least a moderate level
of IoT planning, configuration, management, and or
oversight responsibility within either IT or OT. More
than two-thirds of the respondents self-identified
as having either high or primary decision maker
Source: Futurum Research, Bridging the IoT
Perception Gap, Survey of 500 IT/OT Professionals
COPYRIGHT © 2018 FUTURUM RESEARCH
status. Approximately 90 percent of respondents
indicated they had dual IT and OT responsibilities,
with 60 percent stating they were more involved
in the IT organization than the OT organization.
Throughout the report, IT and/or IT dominant
respondents are referred to as ‘IT focused’ while
OT and/or OT dominant responses are referred to
as ‘OT focused.’
• Approximately 91 percent of respondents
represented businesses located primarily
in North America, with the balance from
Europe, Asia Pacific, Middle East and Africa,
and Latin America.
• Forty percent of respondents represented
businesses with a minimum of 5,000 global
employees, with 12.6 percent representing
businesses with in excess of 50,000 global
employees.
• The largest industry demographic was
from the Media & Technology sector (41.8
percent), while the smallest was from
the Public Sector (5.2 percent). Other
sectors represented in the survey included
Products, including manufacturing,
distribution, retail, and logistics (16 percent);
Banking & Financial Services (15.2 percent);
Healthcare & Pharma (8.4 percent); and
Resources, including energy, utilities and
transportation (5.8 percent). The balance
of respondents self-selected as Other or
Not Listed.
INFORMATION VS OPERATIONAL TECHNOLOGY 4
FINDINGS
Highly collaborative organizations require focused
coordination between business units, teams, and
individuals to efficiently support overall business
goals. A collaborative working relationship is critical
for the implementation of new technologies,
such as IoT, particularly when those technologies
promise transformation with the ability to create
new revenue streams or modernize strategic
business processes.
How important is IoT to transformation? As
businesses shift into the digital realm, IoT sensors
collect and provide access to the operational data
required to optimize businesses and deliver new
products and services that are more aligned to ever-
demanding consumer needs. When implemented
properly, IoT can digitally link the beginning of the
COPYRIGHT © 2018 FUTURUM RESEARCH
supply chain to the customer use and experience,
offering the ability to improve everything from
product quality and sourcing to predictive
maintenance and logistics. When implemented
poorly, however, organizations may not realize
positive returns or efficiency gains, and may even
disrupt the supply chain, customer experience,
business processes, and employee satisfaction.
Collaboration between IT and OT is one key success
factors to implementing successful IoT projects.
Our survey results confirmed a very close
operational relationship between information
and operational groups. However, the results also
highlighted six areas where perception and reality
between IT and OT as well as between mid-level
and executive management, may not match.
INFORMATION VS OPERATIONAL TECHNOLOGY 5
The Six IoT Perception Gaps

These six areas, or gaps, are highlighted as follows:

1. Value Gap. Both IT and OT teams may be 4. Success Gap. When it comes to successful
under-valuing the strategic benefits of IoT collaboration, IT and OT have very different
projects and initiatives. perspectives on how well they work together.

2. Impact Gap. The impact of an IoT project, 5. Challenge Gap. Barriers to a successful
measured by its failure, is judged differently IoT implementation are viewed differently,
between IT and OT, and the customer may though successful IT/OT collaboration and
be the biggest loser of all. coordination is the largest issue.

3. Leadership Gap. IT and OT have different 6. Budget Gap. When it comes to budgets, IT
perspectives when it comes to who is and OT have different expectations moving
actually driving IoT initiatives forward. forward.

INFORMATION VS OPERATIONAL TECHNOLOGY 6

COPYRIGHT © 2018 FUTURUM RESEARCH
The Value Gap
IT and OT may value the strategic benefits
of IoT differently, creating the Value Gap.
To the digital enterprise, IoT brings a number of key,
strategic values. It is the primary data collection
mechanism for physical infrastructure responsible
for capturing device, sensor, and status data. This
includes not just physical performance data but
geo-location data and environmental data.
• Where is this device located?
• How is it performing?
• Has it experienced changes in its environment
(physical force, heat, cold, etc.)?
Source: Futurum Research, Bridging the IoT Perception Gap, Survey of 500 IT/OT Professionals
COPYRIGHT © 2018 FUTURUM RESEARCH
The ability to know the status of every asset in real
time is critical. Device data forms the foundation
of the digital infrastructure, and can be leveraged
throughout the supply chain, within manufacturing
and distribution processes, and informs how and
where a customer is using an asset. Customer
usage data will become increasingly important as
more assets are offered to customers with post-
sale services or even as an asset-as-a-service.
And yet, companies may not value IoT properly.
When asked to rate the importance of IoT projects,
only 27.2 percent of respondents indicated IoT was
Critically Important to their business priorities.
INFORMATION VS OPERATIONAL TECHNOLOGY 7
Individually, IT and OT perceive the business percent of Critically Important (29 percent) and
importance of IoT slightly differently, with OT Not Very Important (12.2% percent) responses than
focused respondents having both a greater IT focused respondents.

Source:
Source: Futurum
Futurum Research,
Research, BridgingIT/OT
the IoT for IoT Survey,
Perception September,
Gap, Survey 2017
of 500 IT/OT Professionals

By industry, Media & Technology rated IoT
Critically Import the highest (33.3 percent), while
Public Sector rated it the lowest (23 percent).
While the value of IoT is well understood in
the Media & Technology, Banking & Financial
Services, and Healthcare/Pharma sectors, we
believe the importance to the Public Sector –
particularly in areas such as smart cities and
public safety – is very high and underestimated
by survey respondents.

Source: Futurum Research, Bridging the IoT Perception Gap, Survey

of 500 IT/OT Professionals

INFORMATION VS OPERATIONAL TECHNOLOGY 8

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Value Gap - Bottom Line
IoT has the potential to bring vast amounts of
operational and customer data to the table,
yielding valuable and actionable insights in near-
real time. Yet, while a majority of organizations
surveyed rate IoT as a Very or Critically Important
driver of achieving business priorities, a third
of respondents do not. There could be several
factors at work here. It is possible that enterprises
are still experimenting with IoT, and those
initiatives are still in the test phase. However
IoT, and in particular Industrial IoT, has been a
core operational requirement for years in many
COPYRIGHT © 2018 FUTURUM RESEARCH
industries, such as manufacturing, energy and
utilities, and transportation. In this case, it may be
that IoT initiatives are not correctly understood
or categorized (ex: measurement and sensors
as distinct from IoT). It may also be that IoT isn’t
valued for the foundational role it can play in the
capturing of data. If this is the case, the value
of data, from the supply chain to the customer
and the connection between IoT and business
value must be more clearly understood and
articulated—particularly within the operational
side of a business.
INFORMATION VS OPERATIONAL TECHNOLOGY 9
The Impact Gap
The perceived risk of failed IoT projects is
not viewed equally between IT and OT.
The value of IoT can clearly be identified for internal
operations, particularly when it comes to optimizing
for efficiency and cost controls. The value of IoT also
extends an organization’s ability to better serve the
customer, utilizing supplier, internal, and customer
data. Time to market, quality control of products,
and improved maintenance (including the availability
of replacement parts) all benefit the customer and
help drive both satisfaction and revenue. As more
products include IoT sensors, the ability to gather data
from actual use also increases, as improved service
and support can be realized. IoT sensors in customer
products can also be used to connect the supply chain
to the customer, and better inform parts providers of
issues in real time. But how do organizations perceive
the value of IoT against possible risks?
Source: Futurum Research, Bridging the IoT Perception Gap, Survey of 500 IT/OT Professionals
Impact Gap - Bottom Line
When it comes to the impact of failed IoT initiatives,
half of all respondents understand that failed IoT
initiatives impact both internal costs and customer
revenue. The larger issue is that over a quarter of all
COPYRIGHT © 2018 FUTURUM RESEARCH
One way to understand the value (and risk) of IoT
is to look at the impact of failed initiatives. Like
any technology or business initiative, the impact
of failure can be viewed from two perspectives:
internally (operations and costs), and market-
facing (customer operations and sales).
Survey respondents were asked to assess the
impact of failed IoT initiatives both internally
and to customers. Overall, just over half of all
respondents agreed that failed IoT initiatives
would impact both internal and customer groups.
But in a head-to-head comparison, over a quarter
of respondents felt that internal teams would be
impacted more than their customers if an IoT
initiative failed.
respondents believe that failed IoT initiatives impact
their jobs more than the customer, overlooking the
reality that customer success is driven directly by the
operational efficiencies.
INFORMATION VS OPERATIONAL TECHNOLOGY 10
The Leadership Gap
IT and OT have different perspectives on who is responsible for driving IoT
initiatives, creating a Leadership Gap that may impact the efficiency and
success of IT/OT collaboration.

When it comes to IoT implementations, the existence,

and importance, of collaboration between IT and
OT teams is evident. But the question exists, who
is driving these initiatives? Given the importance of
IoT to operational performance, it is imperative that
OT is highly involved in this process, and the survey
data bears this out. Overall, close to 80 percent of all
respondents either Agree or Strongly Agree that both
IT and OT are driving strategic IoT initiatives. However,
there is a perception that IT plays a stronger strategic
leadership role for IoT initiatives: the Leadership Gap.

We asked survey respondents to evaluate how

strongly they perceived IT and OT to be driving IoT
Strategy Initiatives. In a balanced organization, it
would be reasonable to have IT and OT collaborating,
and leading, equally, and our overall data generally
bears this out:

• 30.2 percent of all respondents indicated

they Strongly Agreed with the statement “IT
is driving IoT Strategy Initiatives within your
organization”

and

• 27.2 percent of all respondents indicated

they Strongly Agree with the statement “OT
is driving IoT Strategy Initiatives within your
organization”

However, when the data is broken out into IT-focused

and OT-focused responses, we see the perception
Source: Futurum Research, Bridging the IoT Perception Gap,
gap emerge. Survey of 500 IT/OT Professionals

In a head-to-head comparison, IT focused respon-
dents perceive that leadership is roughly equal be-
tween IT and OT, with OT holding a slight edge (33.1
percent to 31.9 percent). However, only 19.5 percent
of OT respondents Strongly Agree that they are driv-
ing IoT Strategy Initiatives, leading to an interesting
disconnect. Given the importance of IoT to business
operations, it would be expected that OT, where the
value of IoT begins, would view itself as being in a
stronger, or more equal, leadership position.

INFORMATION VS OPERATIONAL TECHNOLOGY 11

COPYRIGHT © 2018 FUTURUM RESEARCH
Leadership Gap - Bottom Line
IoT, like most technologies, delivers the best val-
ue when the teams that are most likely to benefit
from the value drive initiatives. Remember that
while IT is focused on the communications and
computing systems to gather and process IoT
data (for the benefit of all business units), OT is
the group that manages the sensor-based ma-
COPYRIGHT © 2018 FUTURUM RESEARCH
chinery, tools, fleets, and control systems, and
will be interpreting and leveraging the data to
make day-to-day operational decisions based on
the data). If OT perceives itself as less of a strate-
gic driver of IoT initiatives, the chance exists for
IoT to become more technology and communi-
cations-driven and less operational-value driven.
INFORMATION VS OPERATIONAL TECHNOLOGY 12
The Success Gap
When it comes to successful collaboration, IT and OT have different perspectives
on how well they work together. These differences in how IT and OT perceive their
respective roles in supporting and driving IoT initiatives create the Success Gap.

The Success Gap was verified when we asked respondents believe that the working relationship
respondents to evaluate the success of IT and OT between IT and OT is either Good or Very Good.
collaborations. The good news is that 78 percent of

Source: Futurum Research, Bridging the IoT Perception Gap, Survey of 500 IT/OT Professionals

Where is the best coordination? Media and Tech-
nology, where 88 percent of respondents cited a
Good or Very Good working relationship (68 per-
cent cited a Very Good relationship). But in Health-
care/Pharma and Public Sector roughly only a third
of respondents believe they have a very good work-
ing relationship.
When IT and OT responses are compared, however,
a perception gap emerges. While 56.6 percent of IT
respondents believe that IT/OT coordination of IoT
initiatives is very good, that number drops to only
43.9 percent for OT respondents. Even worse, almost
a quarter of OT respondents feel that the collabora-
tive relationship either Adequate or Barely Adequate.

Success Gap - Bottom Line

The success of any project can only be a strong
as the collaboration and cooperation of the teams
planning and implementing the project. For IoT to
drive true business value, collaboration needs to be
consistent and strong. The gap seen here, where IT
has a much better perception of the collaborative
process, invites dissatisfaction within operational
teams. When combined with the leadership gap,
where IT is seen to be a more dominant driver of
IoT initiatives, a pattern emerges—OT may be un-
derrepresented at the IoT table.

INFORMATION VS OPERATIONAL TECHNOLOGY 13

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The Challenge Gap
Differences in the perceived challenges to successful IoT implementations can defocus
collaboration and planning initiatives, creating the Challenge Gap.

To better understand the state of IT and OT collabo- the most significant barrier to successful IoT proj-
ration, it is important to understand the reasons why ects. Lack of IT/OT Coordination was cited by fewer
so many IoT initiatives are considered less than suc- than 20 percent of all respondents as the lead barri-
cessful. Survey respondents were asked to identify er, although no one category dominated the results.

Source: Futurum Research, Bridging the IoT Perception Gap, Survey of 500 IT/OT Professionals

INFORMATION VS OPERATIONAL TECHNOLOGY 14

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When IT and OT responses are compared, however, the story becomes a bit less balanced.

Source: Futurum Research, Bridging the IoT Perception Gap, Survey of 500 IT/OT Professionals

Notable differences between IT and OT responses
highlight IT’s increased concern with OT collabo-
ration; OT’s lack of budget; and IT’s concern for a
lack (or immaturity) of technology. Of these, the
budget and technology issues stand out. Budgets
are always a concern, particularly within oper-
ational functions where cost controls have long
been a priority. Further, as discussed below, flat
or declining OT budgets may be the driver here.
Regarding technology, the gap between IT and
OT may be as simple as an issue of maturity—OT
has been involved with sensor-based industrial IoT
technology for years, while IT is often dealing with
more commercial IoT technologies that are still
early on in the development cycle.

INFORMATION VS OPERATIONAL TECHNOLOGY 15

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Challenge Gap - Bottom Line

Differences in the barriers to success faced by IT derstood by both groups. To overcome these gaps,
and OT teams can hinder successful project collab- IT and OT need to partner not just on projects but
oration and impact the success IoT initiatives. This also on collaboratively addressing these barriers, in-
is particularly true if the challenges are not well un- cluding shared risk and reward frameworks.

INFORMATION VS OPERATIONAL TECHNOLOGY 16

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The Budget Gap
When it comes to funding future IoT projects, IT and OT have
different expectations, creating the Budget Gap.
To understand how budgetary issues might impact
IT and OT plans, we asked survey respondents to
assess their expectations for budget cycles over
the coming 12 to 24 months. While two thirds
of respondents expect budgets to either remain
steady or increase slightly over this time period,
slightly over a quarter expect to see dramatic in-
creases in budget. The primary beneficiaries of this
Source: Futurum Research, Bridging the IoT Perception Gap, Survey of 500 IT/OT Professionals
While over two thirds of overall respondents ex-
pect increased budgets over the coming months,
this optimism is not shared equally by IT and OT
respondents. Over a quarter of IT respondents ex-
COPYRIGHT © 2018 FUTURUM RESEARCH
budget surplus are within the Media & Technology
sector, with 34 percent of respondents expecting
budgets to increase dramatically. Banking/Finan-
cial Services and Healthcare/Pharma are also ex-
pected to fare well. Those within the Public Sector
and Products industries, however, are more likely
to experience budgets that remain steady or only
increase slightly.
pect IoT budgets to increase dramatically over the
coming 12 to 24 months, whereas only 2.4 per-
cent of OT respondents expect to see budgets
dramatically increase.
INFORMATION VS OPERATIONAL TECHNOLOGY 17
 Source: Futurum Research, Bridging the IoT Perception Gap, Survey of 500 IT/OT Professionals
From a plus/minus perspective, the picture is
even bleaker. While over 70 percent of IT respon-
dents expect their IT budgets to increase, over
Budget Gap - Bottom Line
An organization can only execute against its avail-
able resources, and it appears that OT budgets are
in the decline. While this may be part of a larger
shift toward increased IT spending, and a shift to
control operational costs, this budget gap is a con-
cern. As businesses begin to leverage IoT beyond
traditional operational sensors, and realize the value
COPYRIGHT © 2018 FUTURUM RESEARCH
68 percent of OT respondents expect their IoT
budgets to either remain steady or decrease over
the same period.
of an IoT-connected supply chain/customer feed-
back network, costs will be incurred. Overcoming
this gap may require not only closer budgetary col-
laboration between IT and OT groups, but a more
customer- and outcome-driven perspective on
the role of IoT in driving business value through in-
creased leverage of operational and customer data.
INFORMATION VS OPERATIONAL TECHNOLOGY 18
CONCLUSION: MIND THE GAPS
When it comes to IT and OT, IoT is not a compe-
tition. As the data shows, IT and OT are working
to collaborate and drive overall business value.
But the data also reveals imbalances and gaps
between these two groups—gaps that may be
serving as hidden barriers to the success of IoT
initiatives in many organizations. Overcoming
these gaps is an important step in realizing the
potential of IoT from both operational and cus-
tomer-focused perspectives.
IoT holds the promise of creating an informed
supply chain, bringing together both operational
and customer data to drive operational insights
and resource efficiency, and increase overall
business value. It also holds the promise of bet-
ter serving both internal and external customers,
helping to uncover and leverage data that can
be used to develop innovative products, ser-
vices, and support programs that are focused on
customer experiences and outcomes. But to get
there, IT and OT must move beyond traditional
silos of responsibility and functions and collabo-
rate closer than ever before.
How important is collaboration? Successful IoT
implementations require the balancing of the
OT operational systems that generate the data
and the IT infrastructure necessary to gather and
process the data. It is a partnership, one that
should be designed to not only improve opera-
tional efficiencies but to connect the customer
to the supplier and enable the collection of data
that leads to insights, improved customer expe-
rience and core business value. When one team
has a real or perceived edge over the other, the
result is an imbalance that limits success. And
we see such an imbalance in the survey results.
This leads to the 6 critical gaps that Futurum Re-
search identified in this study.
COPYRIGHT © 2018 FUTURUM RESEARCH
1. The Value Gap: The strategic importance
of IoT is perceived differently by IT and
OT focused teams, as well as between
individual industries.
2. The Impact Gap: Over a third of IT
respondents believe that the failure of IoT
initiatives impacts their internal success,
rather than that of the customer.
3. The Leadership Gap: OT perceives itself
as being in less of an IoT leadership
position than IT, potentially leading to an
environment where OT initiatives become
more IT-focused and less operationally
driven.
4. The Success Gap: Over half of IT
respondents believe that IT/OT
coordination of IoT initiatives is Very Good
while over half of OT respondents disagree.
5. The Challenge Gap: Despite feeling
optimistic about IT/OT coordination,
the two teams perceive IoT challenges
differently, as IT respondents are more
likely to list a lack of IT/OT coordination
as a leading barrier to IoT success, while
OT respondents are crippled by budgetary
issues.
6. The Budget Gap: While IT overwhelmingly
expects IoT-related budgets to increase
slightly or dramatically over the coming
12 to 24 months, OT overwhelmingly
anticipates steady or slightly declining
budgets.
INFORMATION VS OPERATIONAL TECHNOLOGY 19
Recommendations
There is no easy fix to address the gaps identified
in this survey and improve the effectiveness of
collaboration between IT and OT for IoT-related
initiatives. However, several actions can balance
the perspective between these two comple-
mentary teams. Before any successful technol-
ogy investment should be made, it is critical that
companies understand the purpose of such an
investment and align it to strategic goals. As men-
• Critical Infrastructure Investments:
Having a robust data management
strategy with a system that allows
ubiquitous access to all relevant
customer and system data across
databases is key to realizing successful
outcomes of IoT projects. Furthermore,
access to analytics in real-time will gain
in importance, as organizations want to
respond and make decisions faster. This
requires analytics tools and hardware
infrastructure at the edge that can handle
high-density workloads with the software
capacity to extract critical insights that IT
and OT can act upon rapidly to maximize
items such as system uptime and
customer requirements.
• Shared Goals: Traditionally, IT is focused
on enabling infrastructure, OT is focused
on operational performance, and Line of
Business organizations are focused upon
customers. These teams must share a
common set of business goals that place
the customer first, while implementing a
programmatic and scalable infrastructure.
COPYRIGHT © 2018 FUTURUM RESEARCH
tioned throughout this paper, companies must
continue to think about customer experience
and operational success at each step of their IoT
deployment. With these two critical factors in
mind, there are a set of key recommendations
that we believe organizations should adhere to in
order to maximize their IoT Investments and real-
ize the greatest collaboration between all parties
involved in IoT projects.
• Sharing Risks and Rewards: By sharing in
both the risks and rewards of IoT initiatives,
both teams will have an incentive to
improve collaboration and ultimately drive
innovation and business value for the entire
organization. This includes ensuring that
both teams recognize the end goal is not
their individual performance, but that of the
entire business.
• Linking IoT to Business Outcomes: Both
IT and OT must overcome the traditional
silo’d approach to the deployment of
technology and the ultimate value it drives.
From a budget perspective, this requires
funding for IoT initiatives to be broken out
of individual silos and linked directly to the
business outcomes it can enable, whether
that involves operational efficiencies and
cost reductions or increased customer
adoption and revenue.
• Increasing the Customer-first
Perspective: In the end, executive
management must cultivate a customer-
first and collaborative mindset within
their organizations, asking the question,
“How can we improve to better serve the
customers?”
INFORMATION VS OPERATIONAL TECHNOLOGY 20
Learn more about the SAS and HPE partnership:

SAS and Hewlett Packard Enterprise (HPE)
have partnered for over 32 years to help
mutual customers solve their most diffi-
cult business problems. Both companies
were early entrants of their respective IoT
partner ecosystems. They enjoy a close
R&D relationship, and HPE engineering
works closely with SAS to conduct rigor-
ous benchmarking and performance briefs.
SAS and HPE have collaborated to develop
robust solutions to address critical indus-
try-specific challenges, helping organi-
zations apply analytics, based on volume,
velocity and latency requirements. SAS®
Event Stream Processing combines with
HPE Edgeline Converged Edge Systems to
provide real-time analytics where the data
is being generated. Additionally, HPE infra-
structure integrates compute, storage and
networking, to support a complete and op-
timized platform for SAS® solutions. HPE
provides significant expertise in IT man-
agement to ensure software availability and
performance of the architecture, as well
as enterprise services management and IT
outsourcing. Together, SAS and HPE have
over 10,000 joint customers running deci-
sion support systems.

For more information, visit http://www.sas.com/iotsolutions and http://hpe.com/IoT

CONTACT
INFORMATION
Futurum Research, LLC
futurumresearch.com
817-480-3038
info@futurumresearch.com
Twitter: @futurumxyz

INFORMATION VS OPERATIONAL TECHNOLOGY 21

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