Trends Identified
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
Visualization
See, discover and explore deeper insights within large, complex data sets Enterprises move into 2011 with information at the forefront of their agendas. According to a recent Gartner survey, increasing the use of information and analytics is one of the top three business priorities1 . Data volumes continue to explode, as unstructured content proliferates via collaboration, productivity and social channels. And while organizations are making headway on enterprise information management and broad analytics solutions, much potential insight is buried within static reports that are accessible only by a small fraction of the organization2 .
2011
Tech Trends 2011 The natural convergence of business and IT
Deloitte
“Almost-Enterprise” Applications
Quick and agile solutions appeal to the business, but are they “enterprise enough” for IT? Business units have historically had a love-hate relationship with IT. In the early days, IT was an esoteric specialty, far removed from core business competencies yet consuming a big piece of the budget. IT was often seen as unresponsive, expensive or fl at-out ineffective, but business leaders saw no other choice for essential process and information automation. IT was left to balance these harsh perceptions with the practical reality of providing secure, reliable and scalable solutions with zero tolerance for fault or failure.
2011
Tech Trends 2011 The natural convergence of business and IT
Deloitte
Cyber Intelligence
Protecting vital information assets demands a full-spectrum cyber approach In 2010, security and privacy graduated from IT department concerns. C-suites and boardrooms took notice of highly visible incidents, ranging from malwareinfected motherboards from top-tier PC manufacturers1 , to information theft from a leading cloud provider2 , to the manipulation of the underlying routing tables of the internet, redirecting traffic to Chinese networks3 . At the same time, the regulatory environment around sensitive data protection has become more rigorous, diverse and complex. Organizations are aware of the shifting threat profile and are working to deal with technical barriers as well as sophisticated criminal elements. Incidents are increasingly originating in the trust vector – due to inadvertent employee behavior via the sites they visit, the posts they access on social media sites or even the devices they bring with them to the workplace. A “protect-the-perimeter and respondwhen-attacked” mentality is no longer sufficient.
2011
Tech Trends 2011 The natural convergence of business and IT
Deloitte
CIOs as Revolutionaries
CIOs shift from stewards of, to catalysts for, business revolution For years, technology advocates have called for CIOs to take a seat at the executive table. But the subtext has typically been as a steward of the business. This played well in the paradigm of IT as a support function and cost center, working downstream from the business strategy. This model also made sense for technology investments focused on automating core business processes. CIOs helped usher in waves of technology advancements, using ERP, client-server and the internet to drive efficiencies. It was about automating what the business needed to do – doing what the business had normally done, but doing it better, faster and cheaper.
2011
Tech Trends 2011 The natural convergence of business and IT
Deloitte
The End of the “Death of ERP”
Rumors of ERP’s death have been greatly exaggerated Every few years we see headlines with proclamations of ERP’s imminent demise. Similar to the long-rumored “death of COBOL,” the noise could continue for decades. Part of the problem starts with the name ERP itself. In the current world, the more proper description is probably Enterprise Applications. Enterprise resource planning harkens to a time when integrated financials and payroll were first being linked to production planning and inventory controls. Over the years, however, the impact of enterprise application players like SAP and Oracle has grown substantially, well beyond automating core back-office processes. This growth was achieved first by tackling the front-office functions like customer service, sales and procurement; then by adding workflow and reporting; and finally by refactoring platforms for better integration. Throughout this evolution, the underlying problem has remained the same: allowing large, complicated organizations to profit from standardized business processes and standardized data.
2011
Tech Trends 2011 The natural convergence of business and IT
Deloitte