Trends Identified
Digital engagement - Context + content for marketing . . . and beyond
Content and assets are increasingly digital—with audio, video, and interactive elements—and consumed across multiple channels, including not only mobile, social, and the web, but also in store, on location, or in the field. Whether for customers, employees, or business partners, digital engagement is about creating a consistent, compelling, and contextual way of personalizing, delivering, and sometimes even monetizing the user’s overall experience— especially as core products become augmented or replaced with digital intellectual property.
2014
Tech trends 2014 - Inspiring Disruption
Deloitte
Wearables - On-body computing devices are ready for business
Wearable computing has many forms, such as glasses, watches, smart badges, and bracelets. The potential is tremendous: hands-free, headsup technology to reshape how work gets done, how decisions are made, and how you engage with employees, customers, and partners. Wearables introduce technology to previously prohibitive scenarios where safety, logistics, or even etiquette constrained the usage of laptops and smartphones. While consumer wearables are in the spotlight today, we expect business to drive acceptance and transformative use cases.
2014
Tech trends 2014 - Inspiring Disruption
Deloitte
Technical debt reversal - Lowering the IT debt ceiling
Technical debt is a way to understand the cost of code quality and the impacts of architectural issues. For IT to help drive business innovation, managing technical debt is a necessity. Legacy systems can constrain growth because they may not scale; because they may not be extensible into new scenarios like mobile or analytics; or because underlying performance and reliability issues may put the business at risk. But it’s not just legacy systems: New systems can incur technical debt even before they launch. Organizations should purposely reverse their debt to better support innovation and growth— and revamp their IT delivery models to minimize new debt creation.
2014
Tech trends 2014 - Inspiring Disruption
Deloitte
Social activation
Over the years, the focus of social business has shifted from measuring volume to monitoring sentiment and, now, toward changing perceptions. In today’s recommendation economy, companies should focus on measuring the perception of their brand and then on changing how people feel, share, and evangelize. Companies can activate their audiences to drive their message outward—handing them an idea and getting them to advocate it in their own words to their own network.
2014
Tech trends 2014 - Inspiring Disruption
Deloitte
Cloud orchestration
Cloud adoption across the enterprise is a growing reality, but much of the usage is in addition to on-premises systems—not in replacement. As cloud services continue to expand, companies are increasingly connecting cloud-to-cloud and cloud-to-core systems—in strings, clusters, storms, and more—cobbling together discrete services for an end-to-end business process. Tactical adoption of cloud is giving way to the need for a coordinated, orchestrated strategy— and for a new class of cloud offerings built around business outcomes.
2014
Tech trends 2014 - Inspiring Disruption
Deloitte
In-memory revolution
As in-memory technologies move from analytical to transactional systems, the potential to fundamentally reshape business processes grows. Technical upgrades of analytics and ERP engines may offer total cost of ownership improvements, but potential also lies in using in-memory technologies to solve tough business problems. CIOs can help the business identify new opportunities and provide the platform for the resulting process transformation.
2014
Tech trends 2014 - Inspiring Disruption
Deloitte
Real-time DevOps
IT organizations need to better respond to business needs with speed and agility. IT can likely improve the quality of its products and services by standardizing and automating environment, build, release, and configuration management—using tools like deployment managers, virtualization, continuous integration servers, and automated build verification testing. Popular in the agile world, DevOps capabilities are growing in many IT organizations with either waterfall or agile methodologies.
2014
Tech trends 2014 - Inspiring Disruption
Deloitte
CIO as the Postdigital Catalyst
Technology-centric forces are driving business innovation. Who will lead the charge? Five macro forces – analytics, mobile, social, cloud, and cyber – are hard at work enabling and disrupting organizations of many shapes and sizes. The Postdigital EnterpriseTM provokes and harvests these disruptions by changing operating models, capabilities, and perhaps even business models. Industrialization wasn’t complete when we entered the post-industrial era; it had simply become the new basis for competition. The same holds true for these digital forces in the Postdigital era.
2013
Tech Trends 2013 Elements of postdigital
Deloitte
Mobile Only (and beyond)
The explosion of smartphone and tablet adoption in the consumer world cannot be denied. And enterprises have taken note. Mobile initiatives have popped up in almost every corner of the business – looking to untether the workforce, engage customers more effectively, and reshape business-as-usual. CIOs are scrambling to deal with the outcry. To manage, maintain, connect, and protect devices. To imagine, build, deploy, and promote applications. And all the while, many are singing the gospel of “an app for that,” trying to close the gap between end-user expectations and current offerings.
2013
Tech Trends 2013 Elements of postdigital
Deloitte
Social Reengineering by Design
Shaking off the business constraints of 19th century platforms. Modern corporations owe their structure and operating models to the birth of the industrial age, where bureaucracy, hierarchy, and specialization of labor were paramount for efficiencies and scale. Clearly defined roles and responsibilities, strict processes, and a “C3” (command, control, and communications) mentality are tenets of the model prescribed by Max Weber, adjusted by Henry Ford, and refined by Michael Hammer. Many businesses have found success in the model. But current business practices constrain individual responsibility, accountability, and capability. Sometimes that’s due to real or perceived boundaries of a specific job. Often it’s because people are simply unable to navigate the organization – find the right information, specialists, or decision makers to grow ideas, build relationships with people with similar interests, or effectively work together in a multinational, matrix reporting environment. Compare that with the intended goals of social business1: to amplify individual passions, experience, and relationships for the benefit of the enterprise – invisible connections and characteristics within the physical manifestation of our organizations. Aligning the interests of the individual with the mission of the business and every other employee, while harnessing universal qualities of individual worth: content, authenticity, integrity, reputation, commitment, and reliability. The real potential of social business involves breaking down barriers that limit human potential and business performance. But it requires fundamentally rethinking how work gets done and how value is created in the Postdigital era – social reengineering of the business.
2013
Tech Trends 2013 Elements of postdigital
Deloitte