Trends Identified
Value-driven Application Management Services
Moving beyond labor arbitrage in Applications Management Services (AMS) With 65 percent of all IT service dollars spent on maintaining existing technology,1 companies everywhere have been hard pressed to invest more in technology improvements needed by the business. In an effort to trim maintenance costs, many organizations entered into AMS contracts.
2010
Depth perception A dozen technology trends shaping business and IT in 2010
Deloitte
User Engagement
Right information, right user, right time, right context, right outcomes For years, organizations grudgingly accepted the “limitations” of IT as immutable truths: Users spend far too much time logging in and out of well-intentioned applications designed around the constraints of information flows instead of real work flows. These individual applications didn’t talk to one another, requiring manual bridges between systems, content, and context – leaving users to their own devices for much of the insight needed to run the business. Dots remained unconnected, critical proprietary information went unmanaged and unshared, and decisions – from shop fl oor tasks to board-room endeavors – were poorly supported by the enabling IT.
2010
Depth perception A dozen technology trends shaping business and IT in 2010
Deloitte
Services Thinking
SOA what? Service orientation extends to the business Service Oriented Architecture (SOA) grew as a technical answer to an age-old question: How do companies gain agility and flexibility – especially in a world increasingly dependent on complex, interconnected IT systems? Unfortunately, the potential of SOA has been constrained by its very definition. By confining SOA to the realm of IT, opportunities have been largely limited to Service Oriented (Software) Architecture. In 2010, look for SOA to move powerfully outside of IT into business strategy, organization design, and governance models. It’s what some call Service Oriented (Business) Architecture – and it’s a new way to manage the relationship between business and IT. This holistic approach is the essence of Services Thinking.
2010
Depth perception A dozen technology trends shaping business and IT in 2010
Deloitte
Asset Intelligence
Bring your value chain to life using signals, not just sensors IT models of business operations have long relied on software abstractions and data approximations, with decisions derived from information systems running within corporate data centers. Other company assets, such as finished goods, equipment, materials, plants, and even many employees, were disconnected or passive participants. Until now.
2010
Depth perception A dozen technology trends shaping business and IT in 2010
Deloitte
Cloud Revolution
Cloud services – from technology evolution to business revolution By helping organizations radically lower their cost of entry, speed time-to-solution, and put into place new models for elastic scale and pricing, cloud represents a compelling new chapter for how enterprises can better use IT. Though the technology itself is evolutionary in nature, its business applications are nothing short of revolutionary.
2010
Depth perception A dozen technology trends shaping business and IT in 2010
Deloitte
Rethink: From crisis to cautious optimism
Confident in companies, tentative on recoveries CEOs are emerging from deeper cost-cutting than they expected last year. In last year’s survey, conducted as the financial crisis unfolded late in 2008, 26% of CEOs told us they expected headcount reductions over the next 12 months. A year later, close to half of respondents reported they cut jobs and at least 80% of CEOs in each region initiated cost reductions. In North America and Western Europe, close to a quarter of companies divested a business or exited a significant market. It is clear that few considered simply riding out the recession a viable response. ‘The crisis took us to a new place. It was a reset for our business’, said Angela F. Braly, President and CEO of US health insurer WellPoint Inc. They are now guardedly confident about generating revenue growth in the near term and they are decidedly more confident over a three-year time horizon. Indeed, over that time period, CEOs are about as confident of their revenue prospects as they have ever been in our survey. Of course, this may partly be a reflection of the depths to which demand had sunk.
2010
13th Annual global CEO Survey
PWC
Reshape: The post-crisis environment
Worst fears fail to materialise on regulations… yetRegulation is a perennial concern for CEOs. This year,how business leaders view regulatory issues has to be understood through the lens of ‘what might have been’at the start of 2009, when the uncertainty which hung over the financial system and by extension, the global economy,was so great. At that time, drastic measures to contain the crisis and preserve national economies were a realistic prospect. Massive bailouts ensued and with them,expectations of radical regulation to prevent another crisis.The alarmist scenarios of trade barriers and regulatory rewrites largely failed to materialise. Yet there remains asense that more regulatory change is inevitable. CEOs see little encouraging news on compliance costs. Regulatory burdens on corporations were not addressed during the downturn. In fact, in this year’s survey, more CEOs citeda lack of progress on cutting red tape than a year ago,67% to 57%. Only 2% of CEOs based in the US said the government has reduced regulations (see figure 2.1).Some governments are listening, at least when it comes to taxes. Our annual measure of the comparative ease of paying taxes in 183 countries found that 45 economies had reduced the tax burden on SMEs, or made it easier for them to pay taxes, in the year through 1 June 2009.4Yet, few CEOs believe that trend will continue.
2010
13th Annual global CEO Survey
PWC
Result: Adapting to compete
Short-term cost focus Despite widespread restructurings last year, many businesses remain committed to further cost-cutting. In an indication of the cost pressure they continue to face, 69% of CEOs we surveyed plan cost-reduction initiatives in the next 12 months, compared with the 88% who made cuts over the past year (see figure 3.1). Business leaders are also bracing for continued volatility. ‘Under the current situation, demand changes every day, and enterprises need to adapt rapidly. In fact, wide fluctuations in market conditions have become very normal and we must be ready to respond to a whole range of possible conditions: low market prices, strong demand, or no demand’, Huang Tianwen, President of China-based Sinosteel Corporation, told us.
2010
13th Annual global CEO Survey
PWC
Computing fore-cast: Into the clouds
Long foreshadowed under names like “grid computing” and “network computing,” cloud computing is finally gaining momentum. Rather than simply replacing one computing paradigm with another, the era of the cloud looks to create a somewhat chaotic proliferation of options, with many paradigms coexisting. Any layer of the technology stack—from computing power to storage to services—can be sourced from the “cloud” and, because IT needs are diverse, every cloud layer should be able to find a market. Organizations will be free to evolve individual IT models, based strictly on business needs rather than on technology constraints; hybrid, “partly cloudy” models will be the norm. This new, adaptable IT frame - work may make it much easier to manage 4 issues of cost, scale and agility. But decision makers must also be prepared to navigate a new set of tradeoffs: the price of agility may be the loss of some visibility—or some control. Most enterprises will want to take their bearings carefully before heading off into the cloud.
2010
Accenture technology vision
Accenture
The new Web
Because of the Web’s reach (1.6 billion devices connected, with this number expected to reach 2.7 billion by 2013), 1 even small changes to its basic capabilities can have enormous potential—changing how people socialize, changing how societies link together and changing how businesses operate. Right now, the Web is in the midst of its most significant overhaul since the first browsers emerged 15 years ago. Low-level engineering work (from networking protocols to browser optimization) is making the Web faster and more robust. New capabilities (location-awareness, online/offline modes, social connectivity and more) are paving the way for whole new classes of Web applications. And a growing set of productivity, communication and integration capabilities is making the Web increasingly attractive as an enterprise platform. The Web world is multivalent: multi-browser, multi-platform, multi- device. It is a world that presents a new set of challenges— privacy, security, control of standards, interoperability— and requires a new set of technical and strategic skills. But very soon, more and more enterprises will find that it is their interest to “speak Web” fluently.
2010
Accenture technology vision
Accenture