rssitbuyer

IDC MarketScape: Worldwide Carbon Accounting and Management Applications 2026 Vendor Assessment

Amy Cravens — Fri, 24 Apr 2026 04:00:00 GMT

This IDC study evaluates vendors in the rapidly evolving carbon management software market. Driven by regulatory mandates and stakeholder expectations, carbon management has become a core enterprise function, shifting from basic emissions reporting to integrated, decision-oriented platforms. The document highlights vendor strengths, challenges, and strategic differentiators, providing technology buyers with guidance on selecting solutions that align with compliance, operational integration, and decarbonization objectives.

"Carbon management is no longer a reporting exercise," said Amy Cravens, research manager, ESG and Sustainability Software at IDC. "It's the new foundation for enterprise strategy, risk, and value creation in a decarbonizing world."

Tech Buyer Survey Spotlight: From the Plant Floor Up — How Manufacturing Organizations Are Prioritizing Data for AI Readiness

Lorenzo Veronesi — Fri, 24 Apr 2026 04:00:00 GMT

This IDC Tech Buyer Survey Spotlight provides insight from the manufacturing sample of IDC’s Future Enterprise Resiliency and Spending Survey (FERS Survey) Wave 2, March 2026. This IDC Tech Buyer Survey Spotlight focuses on analyzing the importance of different data sources for Industrial AI.

The State of Open-Weight Models: January 2025–March 2026

Matthew Flug, Michele Rosen — Thu, 23 Apr 2026 04:00:00 GMT

This IDC Tech Buyer Presentation analyzes 116 open‑weight AI models released between 2025 and early 2026 to help CIOs make pragmatic model selection and platform decisions. It shows that small and medium‑sized models drive most real‑world adoption, while reasoning‑enabled and mixture-of-experts‑based architectures dominate at scale. The findings highlight trade‑offs in terms of cost, performance, context length, and licensing.

Are You Using the Right XR Training for Work?

Ramon T. Llamas — Wed, 22 Apr 2026 04:00:00 GMT

This IDC Perspective examines the different types of XR training available on XR headsets. XR training has become one of the most popular use cases for XR in the workplace, providing workers with the information they need to complete a task. Training formats can vary in immersion (i.e., the degree to which a user is provided with virtual objects or placed into a virtual environment) and interaction (i.e., the degree to which a user is a passive consumer of or an active participant with the digital content) to address different training needs.

“XR training helps users develop the skills to complete a task,” said Ramon T. Llamas, research director with IDC’s XR Hardware and Interactive Software team. “By bringing information — including text, pictures, and videos — to the user’s eyes as they need it, workers can concentrate on the task at hand instead of looking to a manual or other resource. Just as there are different ways to build proficiency, there are different ways in which XR can help learners, whether it be with simple step-by-step instructions or a completely virtual environment to develop hands-on skills. Behind the scenes, AI can monitor progress and recommend next steps to take in their learning journey.”

IDC ProductScape: Worldwide Utilities Asset Performance Management, 2026

John Villali — Wed, 22 Apr 2026 04:00:00 GMT

This IDC ProductScape offers a comprehensive guide on the key functionalities within the worldwide utilities asset performance management space, featuring products from Emerson’s Aspen Technology, AVEVA, Baker Hughes, Bentley Systems, C3 AI, GE Vernova, Hitachi Energy, Honeywell, IBM, IFS, Octave (formerly Hexagon Asset Lifecycle Intelligence [ALI]), and SAP. The status of each functionality is categorized as fully supported, partially supported, partner provided, road map, or not supported, aiding technology purchasers in quickly identifying which vendors align with their changing requirements.

"In the Loop But Not in the Weeds": Organizational Change and the Path to AI ROI

Grace Trinidad — Tue, 21 Apr 2026 04:00:00 GMT

Artificial intelligence will reshape enterprise operations, much like automation did in healthcare records, financial markets, aviation systems, and industrial manufacturing. These historical transitions show that automation rarely delivers immediate productivity gains; instead, organizations pass through phases of experimentation, disruption, stabilization, and eventual transformation. Therefore, AI should be treated not as a productivity tool add-on but as a shift in how decisions are made. Leaders must redesign workflows, governance, and human roles while maintaining human oversight of automated systems. Organizations that integrate AI into decision processes — and build the infrastructure and operating norms to supervise it — will capture far greater long-term value than those that simply layer AI tools onto existing workflows.

"Organizations looking for immediate ROI from AI are treating it like software. It isn't. AI is closer to autopilot in aviation or algorithmic trading in financial markets: a system that participates in decisions. Those transitions did not pay off simply because the technology was installed. They paid off because institutions rebuilt workflows, governance, and human roles around automation." — Research Director Grace Trinidad, AI Security & Trust, IDC

Digital and AI Business Scorecard in Asia/Pacific, 2026: Empowering Enterprises to Achieve Business Outcomes

Xiao Liu — Tue, 21 Apr 2026 04:00:00 GMT

This IDC Tech Buyer Presentation provides IDC's Digital and AI Business Scorecard analysis, based on survey data from 470 senior IT and business leaders from the Asia/Pacific region. The Digital and AI Business Scorecard evaluates the correlation between the levels of business outcome improvements and levels of digital business model, data and AI, operational processes, and organizational capabilities to calculate an overall status assessment and then differentiates leading enterprises from their peers based on these capabilities and as overall digital businesses.

Across Asia/Pacific, AI is moving from boardroom ambition to business imperative. Organizations are pivotally shifting from experimental AI to AI-fueled business models, with the aspiration for agentic AI and autonomous operations rising sharply. However, a critical gap persists between strategic intent and operational reality.

"This year's Scorecard analysis for Asia/Pacific reveals a distinctive regional dynamic," says Xiao Liu, research manager, AI-Fueled Business Strategies at IDC. "Organizations are investing confidently in digital and AI business models and platforms, yet the data infrastructure and operational processes needed to back those models up are lagging behind. Until that inversion is corrected, digital revenue ambitions will outrun execution reality."

Digital and AI Business Scorecard in EMEA, 2026: Empowering Enterprises to Achieve Business Outcomes

Martina Longo — Tue, 21 Apr 2026 04:00:00 GMT

This IDC Tech Buyer Presentation provides IDC’s Digital and AI Business Scorecard analysis for the EMEA region, based on survey data from 749 senior IT and business leaders. The Digital and AI Business Scorecard assesses organizations’ maturity levels across digital business models, data and AI, operational processes, and organizational capabilities. It also examines how these maturity stages align with business outcome improvements to produce an overall status assessment. It then differentiates leading enterprises from their peers based on these capabilities and as digital businesses. This document also provides a deep dive into the characteristics and behaviors that differentiate leading organizations from those lagging in their AI-fueled transformation journeys.

AI is driving a new wave of business reinvention across EMEA, with organizations moving beyond traditional digital transformation to redesign business and operating models around AI — reshaping processes, accelerating decision‑making, and unlocking new sources of value. However, many still struggle to measure AI’s business impact, balance short‑term efficiency gains with long‑term growth, and establish clear ROI frameworks and use‑case prioritization.

The largest capability gap between leading and nascent organizations is in digital business models, indicating that leaders are far more effective at converting digital and AI capabilities into direct revenue outcomes. On the other hand, all EMEA organizations are struggling to transform their organizational structures, as AI adoption requires robust change management initiatives and large‑scale upskilling and reskilling programs.

From AI Pilots to Transformation: IDC Learnings from 2025 Services Vendor Events and IT Buyer Discussions on AI

Peter Marston — Tue, 21 Apr 2026 04:00:00 GMT

This IDC Perspective reviews how organizations are moving AI initiatives from pilot to production, highlighting key drivers the organizations had, benefits they achieved, and ongoing challenges they continue to overcome. Although early adopters have reported measurable gains, challenges persist around data quality, governance, talent, and responsible AI. This report advises buyers to focus on outcome-based value, industry-specific expertise, and robust change management to maximize AI benefits and ensure sustainable, responsible adoption as AI scales across enterprise environments.

"As organizations race from AI pilots to production, the true challenge is not technology but mastering data, governance, and trust to unlock sustainable business value," explains Pete Marston, senior research director, IDC.

Software Rationalization, Modernization, and Transformation During the Movement to Agents as Apps

Mickey North Rizza — Tue, 21 Apr 2026 04:00:00 GMT

This IDC Tech Buyer Presentation presents new methods for reviewing software technology in the agentic era. The agentic era of software has arrived. This comprehensive, forward-looking guide will help organizations using enterprise software and/or AI agents to strategize and plan their moves to agents as apps. It is meant as a guide to help small, medium-sized, and large businesses of all types to consider new methodologies as they review their software portfolio and agents.

Every organization has a different set of software, agents, and requirements, which must be taken into context as the organization strengthens its technology and its agentic portfolio.