"Who wants a data centre?" Forte asked attendees. "Generally if you have a data centre you want to flip it because you're paying for rack space you're not really filling," he said.
"The best data centre to have is not to have one. And nowadays, you can fundamentally drive pretty much all of your capability without actually having one. Most SMEs can exist without actually having anything on-premise," he said.
"Have you taken an SME-approach to everything that you do or are you living on legacy? Because legacy is fantastic, it keeps us awake at night."
4. The end of frameworks being used a weapon
Corporate IT has a fantastic ability to build processes and frameworks such as ITIL and SCRUM and there are good reasons for these, Forte said. But he believes these are only valuable if an outcome is derived.
"There's no value in a framework itself but we use them to say 'no', he said. 'Oh well, they didn't follow this process.' Who gives a s**t about the process?
"Does the business care that it doesn't understand ITIL? It cares about the delivering of an application, it wants data in a particular way, it wants to make decisions and it wants to make money. Last time I looked, implementing a framework doesn't make money.
"So understand how much of it is actually necessary and drive the value based on the 'just enough principle', it's not about being perfect."
ITIL is a fantastic framework [but] if organisations tried to work through and implement everything in ITIL, they've got a 10-year project, he said.
"What going to happen in the intervening years when you are implementing ITIL?"
5. The end of perimeter/end point security
"Does anyone know where the perimeter is? Is it your phone, is it your customer's phone? Is it your partner's or supplier's end device? So what do you do? How do you protect that? How do you protect the thing that you don't know about?" Forte asked.
"These are the sorts of things that you really need to understand. Fundamentally it's the wrong approach if you are trying to manage things that are in constant flux and change -- trying to manage the unmanageable.
"Understand what it really is that you are trying to do and focus on it," he advised.
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