Trends Identified
Gamification
Gaming gets serious Gamification is about taking the essence of games – fun, play and passion – and applying it to real-world, non-game situations. In a business setting, that means designing solutions using gaming principles in everything from back-office tasks and training to sales management and career counseling. Game mechanics lie at the heart of gamification. For example, achievement levels, pointtracking and bonuses are ways for desired activities to be recognised and rewarded. Leaderboards and progression indicators can steer individuals to reach the next tier of performance. Quests and countdowns can help shape behavior – the former as a way to structure long combinations of tasks for a larger goal; the latter to motivate a flurry of activity within a finite, specified timeframe.
2012
Tech Trends 2012-Elevate IT for digital business
Deloitte
Enterprise Mobility Unleashed
Businesses are embracing mobility. Now comes the hard part Rapid technology developments in wireless connectivity and mobile devices marked the beginning of the mobility revolution. Next came the apps renaissance, when intuitive, engaging pieces of software, tailored for smartphones and tablets, began to change our dayto- day lives. The revolution has now reached business. Many organisations today find mobile initiatives popping up in every business unit, in every region and in every department. The floodgates have opened. Now what?
2012
Tech Trends 2012-Elevate IT for digital business
Deloitte
User Empowerment
The end-user renaissance forces a disruptive shift in IT In their personal lives, business users are enjoying a technology renaissance that continues to deliver simple, elegant and often innovative technology products. Then they come to work expecting the same experience. To meet those expectations, IT leaders should understand and deliver capabilities that engage each key persona of their users, enabling a given role in the way they actually perform their job. But it shouldn’t stop there. The real trick is envisioning how emerging technologies and new form factors can improve how work actually gets done. Enterprise users are clamoring for mobile and social enablement – collaboration, information and insight wherever, whenever. They’re looking to leave behind the legacy “point, click, type” world for one of “touch, swipe, talk and gesture,” and they won’t hesitate to go around central IT to get the capabilities they need. The CIO must envision the digital future and deliver the empowered present.
2012
Tech Trends 2012-Elevate IT for digital business
Deloitte
Hyper-hybrid Cloud
Adoption moves from cloud to clouds, and hybrid emerges as a dominant model As cloud offerings added vertical business capability offerings to the horizontal IT capacity services, the adoption question changed from “if” to “when” – and the answer is frequently “now.” Along the way, leading organisations moved from cautious exploration to the reality of multiple individual cloud offerings handling critical pieces of their business operations – and sourced from multiple public and private providers. In each instance, these offerings needed to be connected back to the core of the business, often through traditional data-driven on-premise integration solutions. Advance one step further, and the organisation is managing both exception and routine workflow across a growing range of disparate cloud offerings with point-to-point links to legacy systems and data. This shift from “cloud” to “clouds” provides new opportunities, but it also brings challenges beyond just integration – security, data integrity and reliability, and business rules management for business processes that depend on enterprise IT assets composed with one or more cloud services. Welcome to the world of hyper-hybrid cloud.
2012
Tech Trends 2012-Elevate IT for digital business
Deloitte
Big Data Goes to Work
The competition between big data and traditional enterprise data is over: they both win Just as businesses start to appreciate information as a strategic asset, they are overwhelmed with big data – from growing volumes and increasing complexity to the proliferation of unstructured data sources and a surge in external data streams. Internal and external, structured and unstructured. Volume. Variety. Velocity. But where’s the fourth V for Value?
2012
Tech Trends 2012-Elevate IT for digital business
Deloitte
Geospatial Visualisation
Where matters The human brain is naturally wired to process visual images by recognising patterns, inferring relationships and discerning features. Analytic visualisation connects these perceptual and cognitive strengths with modern statistical computing capabilities and can enable decision makers to pull significant results quickly out of tremendous volumes of complex and diverse data. In turn, connecting this data to geography is key to building compelling visualisations from diverse information sources.
2012
Tech Trends 2012-Elevate IT for digital business
Deloitte
Digital Identities
Managing identity in an increasingly digital world The digital expression of identity grows increasingly complex every day. Not so long ago, an employee’s entire digital presence belonged almost exclusively to the employer, a practice that culminated in the mainframe ID. As enterprise technology expanded to include new tools and platforms, the number of digital identities grew. Today, many workers must manage a dozen or more user names and passwords across different roles on different systems to do their jobs.
2012
Tech Trends 2012-Elevate IT for digital business
Deloitte
Measured Innovation
Innovation is shifting from “eureka” to an institutional discipline Innovation has long been accepted as an important driver of modern economic development. From economist Joseph Schumpeter’s work in the 1940’s1 to Clayton Christensen’s more recent research2 to conventional wisdom about technology’s meteoric impact on our daily lives. Corporations have taken note – recognising that effective innovation can create new market value, drive efficiencies, extend the lifecycle of products and services, and help launch new business models. Emerging technology is a continuing source of potential for innovation in business, and the CIO is the executive to deliver on that opportunity. Sounds great. But how?
2012
Tech Trends 2012-Elevate IT for digital business
Deloitte
Outside-in Architecture
Finding the sweet spot between ‘need to share’ and ‘need to own’ For decades, businesses have typically been rewarded for consolidation around standard processes and stockpiling assets through people, technology and goods. Operations were assumed to be confined within organisational boundaries, with transactions viewed as short-lived events following well-defined steps. Systems were built primarily to enhance execution within their own self-contained scope of control. Conventional wisdom about these principles is changing, and it’s changing fast. Flexibility in operating and business models today is emerging to be a key differentiator. Markets and business conditions are shifting rapidly, necessitating new capabilities that can adapt to changing players, rules and desired outcomes. Sustaining innovation, both inside the organisation and within broader ecosystems, is emerging as a top priority. Many companies are discovering they need a new kind of leverage – capability leverage – to mobilise third parties that can add value. As a result, the traditional need to own is colliding with the emerging need to share, shifting solution architectures away from a siloed, enterprise-out design pattern. These new architectures are designed to anticipate service and people dependencies from the outside – and to require that data and systems be encapsulated for external consumption. Outside-in, not inside-out, is becoming the standard.
2012
Tech Trends 2012-Elevate IT for digital business
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