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
Confidence disrupted
The year 2012 unfolds with wide disparities in potential outcomes in many economies, and little prospect of a coordinated turnaround. Just 15% of CEOs believe that the global economy will improve this year (see Figure 2). Incremental improvements in business optimism seen in the PwC 15th Annual Global CEO Survey over the past two years are reversing. In a sign of converging economic fortunes, confidence declined in parallel among CEOs across all regions, except for the Middle East and Africa.
2012
15th Annual global CEO Survey
PWC
Balancing global capabilities and local opportunities
A sensible strategy for globalisation today means far more than building cheaply in one location and selling in another. What has changed is the way operations are configured. India’s Tata is now the largest manufacturer in the UK. Taiwan’s HTC pioneered the use of Google’s Android software. New operational strategies are required to compete successfully in such markets.
2012
15th Annual global CEO Survey
PWC
Resilience to global disruptions and regional risks
CEOs report that they are less likely this year to focus on changing approaches to risk management than on other areas of priority, from strategies for talent to organisational structure. Significant defensive steps have already been taken: balance sheets have improved and cash reserves have been built. Enterprise risk is now more frequently discussed in boardrooms.
2012
15th Annual global CEO Survey
PWC
The talent challenge
Theoretically, finding a good candidate to fill a position should now be a very straightforward exercise. There have never been as many educated people in the world, nor has it ever been as simple for employers to tap this vast pool online. Highly skilled talent is also highly mobile; but just in case, networking advances also mean that many more tasks can be handled remotely or outsourced.
2012
15th Annual global CEO Survey
PWC
Context-based services
Forget about the much-discussed Internet of Things. The really interesting news is that data from a host of new sources, combined with technologies that rapidly aggregate and analyze the data, will deliver fresh insights that can give users much more immersive and valuable experiences online—and in the real world.
2012
Accenture Technology Vision 2012
Accenture