Trends Identified
Technology
Technology has powered much of the convergence in the world’s economies and provided the know-how. It has provided access to global markets for those moving from feudal and agricultural economies to the more valuable industrial, service and intellectual property economies. The internet has expanded to reach 2.1 billion people today and is expected to reach five billion people across the planet by 2020. The raw materials of today’s technology are not inexhaustible and indium, used in liquid-crystal displays, and hafnium, a critical element for next-generation semiconductors, could be exhausted by 2017. Technology is driving the conception of new business models and is set to continue its disruptive and enabling role in the coming decades. When once employees had access to the best technology at work, today it’s more likely that their technology at home or in their hand is superior to their employers. Increasingly, companies are looking to ‘outsource’ personal technologies to their employees enabling them to use their own mobile technologies at work.
2012
The future
Steria
Work
Work itself is changing, with new jobs coming on-stream that didn’t exist ten years ago, as a direct consequence of urbanisation, increasing life expectancy, new technologies, globalisation and climate change. To maintain our workforce we will increasingly hire women, the aged and disabled people and probably have three generations of employees in our firms for the first time in any numbers. The diversity of our workforce and the roles we will ask them to perform, in massively changing circumstances, will put even greater stress on them than they experience today. The direct costs related to stress at work are now estimated to be as high as four percent of EU GDP.
2012
The future
Steria
Outsourcing
As we gain in confidence in being able to collaborate effectively with outside firms and individuals, we are letting go of functions and processes that were once considered essential to retain in-house, increasingly outsourcing them to others to manage for us. Innovation and creativity are two areas where we will invite others to help us more and more, through means such as Engineering R&D outsourcing or through crowdsourcing, where we invite many people to help us discover our next product or service offering.
2012
The future
Steria
Regulation and legislation
Ageing and environmental laws are likely to shape much future regulation and legislation at least within the European Union.
2012
The future
Steria
Government
Due to massive public debt governments are recognising that they can no longer afford generous pensions and the European Union Commission has said that the average retirement age across the 27 member countries needs to rise from 60 today to 70 by 2060. Governments are rapidly turning to the ‘Cloud’ to service the needs of their citizens and today EU citizens can access 82 percent of basic public services online. The working population will start shrinking from 2012 and unless a dramatic change in migration policy is forthcoming, companies will have to deal with the consequences of older workers and fewer workers in the labour pool in the EU. The EU is setting policies towards car-free cities in Europe by 2050. This could be a boom or bust strategy. On the one-hand it may lead to innovation and the rise of cleantech and on the other it may put off investment and inward migration of companies. We will see.
2012
The future
Steria
Social Business
Reimagining business with a social mindset Even today, business leaders may dismiss the potential of social business, either relegating it to the realm of Internet marketing or ignoring the buzz as a passing fad. But that’s changing as boomers evolve into digital natives, millennials permeate the workforce and social media becomes a part of daily life. The doors are now open for social business.
2012
Tech Trends 2012-Elevate IT for digital business
Deloitte
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