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Tech Trends 2013
Elements of Postdigital
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Copyright 2013 Deloitte Development LLC. All rights reserved. 1
Tech Trends 2013: Elements of Postdigital
http://periodic.lanl.gov/downloads.shtml
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Oxygen
Pc
01
Catalyzing value from the elements of mobile, social, analytics,
cloud and cyber
CIO as the Postdigital Catalyst
#postdigital #cio #somoclo
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CIOs can lead the move to tomorrowreshaping business asusual, and driving innovation. On the one hand, they face
unprecedented opportunity for innovation. On the other, theexistential threat of disruption. How should business respond?And who better to lead than the CIO?
Whats different today?
Digitalization is the rule vs. the exception
Individual forces are maturing. Integration andorchestration is the competitive play
Industries are creating new digital table stakes
Information is a core enterprise asset at the level of capitaland talent
Companies are selling "informationalized" products
Role of the CIO in the C-suite
Steward, Architect, Strategist, Catalyst
Technology orchestration for business innovation
New essential conversationswith the CFO, CEO, CRO,CSOCMO
CIO as the Postdigital Catalyst
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It is the best of times. It is the worst of times. There has likelynever been more potential for the CIO to shape business
performance and competitive stance. Pressures to deliver valuepersist. IT departments that arent seen as reliable, efficient, andeffective will likely be relegated to utility status.
Bits & Bytes
Analysts predict that by 2017, the average chiefmarketing officer (CMO) will spend more on IT than theaverage CIO.
A recent research report identified that 39% of the
companies studied exhibited excellence in multiplepostdigital domains. On average, these companies are26% more profitable than their industry competitors.2
CIO as the Postdigital Catalyst
1. http://mashable.com/2012/06/20/why-enterprise-social-media-firms-are-being-gobbled-up/2. http://sloanreview.mit.edu/feature/the-advantages-of-digital-maturity//
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Mb
02
Gold
Mobile Only (and beyond)
The enterprise potential of mobile is greater than todays
smartphone and tablet apps #mobile #mobileonly #InternetofThings #augmentedreality #mobility #m2m #mobilefirst
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Mobile should be top of mind for organizations. But dont limit your
ideas to Mobile First. Think Mobile Only, imagining an untethered,connected enterprise.
Whats different today?
Disrupt or be disrupted
We're no longer debating the era of mobile From mobile-maybe to mobile-first. Now mobile-only solutions
are disrupting the business landscape
Every THING can be on the netsensing, signaling andactuatingin an ambient information environment
Every PERSON can interact when-, where- and however
New physical forms meets digital mobile distribution
Smart phones and tablets expand to augmented reality for tasks,information interaction, and environment control
Device ubiquity and convergence and new generation of devicesenable new interaction mechanisms
Point-click-typetouch-swipe-talkgesture-talk-environment
Mobile Only (and beyond)
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Technology Implications
Embracing mobile only
Security & privacy
Mobile device management
End-user experience is king
Mobile center of excellence
Where Do You Start?
No choice but to respond
Accelerate your (post)digital strategy
Look across the organization
Go for show, not tell
Eat TechCrunch for breakfast
User down, not system up
The future of
f ly ing
Mobile Only (and beyond)
Mobiles potential goes beyond smartphones and tablets to
include voice, gesture and location-based interactions; deviceconvergence; digital identity in your pocket; and pervasivemobile computing. The very definition of mobile is changing.
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Social Reengineering by Design
Whats different today?
Technology, at the pace of human interaction Technologies can now be shaped to the way people
naturally interact
Platforms can support the behavior of the leadingemployees, while also removing unnatural constraintsof existing standards and processes
Yes, you can reengineer social
Take a deliberate approach to recognizing legacyassumptions that may be constraining your businessperformance
Relieve organizational and process barriers
Businesses are no longer building technologies just to enable
interactionthey are now engineering social platforms forspecific context.
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Social Reengineering by Design
Bits & Bytes
GE's Colab social platform enables 300,000 globally dispersed employees to
work together. GE reports over 60,000 daily users of the platform, and over3,000 groups with 15,000 updates every day.
Barclaycards Ring Card is helping to redesign credit cards into a community-driven social experience.
CureTogether and PatientsLikeMe are health data-sharing platforms thatconnect patients to share and learn from real-world health data.
Social platforms can relieve rather than serve traditional
organizational constraints such as deep hierarchies, command-and control cultures, physical proximity and resourceconcentration.
4
1. http://searchcio.techtarget.com/feature/GE-brings-social-collaboration-to-life-with-GE-Colab?asrc=EM_NLN_18288978&track=NL-964&ad=879251&2. http://www.fastcompany.com/1822714/barclaycards-ring-calls-crowd-build-better
3. http://www.ihealthbeat.org/perspectives/2012/a-look-at-social-media-in-health-care-two-years-later.aspx
4. http://www.zdnet.com/blog/facebook/facebook-has-over-845-million-users/8332
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De
04
Bismuth
Design as a Discipline
Inherent, pervasive and persistent design opens the path to
enterprise value. #designthinking #UX #consumerization #design
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Design as a Discipline
Whats different today?
From interface to engagement
Consumerization is a powerful influence. People expecttechnology at work to be at least as good as at home
Democratization is equally powerful. If IT cant provide key
services, LOB leaders may source externally (cloud)
Good UX bridges Creative and Engineering. Similarly, DesignThinking preserves the human element in concept and delivery
Design, as a Discipline
Lessons from Industrial Design reveal that Design can be anexpression of intent. Elegance is a result of that intentpermeating departments, phases, etc.
Consider making design an inherent part of what you do as acompany: consistent and persistent discipline
You dont have to stop at designing business processes, you
can make design an element of your business processes
Driven by consumer experience, intuitiveness and simplicity aremoving from IT aspirations to enterprise mandates. Design is not
a phase; its a way of thinking. Beyond look and feel, beyonduser interfaces.
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Design as a Discipline
Bits & Bytes
The term Design Thinking was first coined byHerbert A. Simon in 1969.
Acura, Honda and Subaru designed digitalservices and applications in their 2013 vehicles tomatch familiar human behaviors that minimize
the distractions for the driver.
If the majority of your target users have never used a floppy disk,why is that the icon for saving a file? If the primary intent of the
solution is finding expertise in the company, why does it look andwork like white pages vs. yellow pages?
1. Herbert A. Simon, The Sciences of the Artificial (First Edition), (Cambridge: MIT Press, 1969).2. http://gigaom.com/2012/09/19/the-challenge-of-the-connected-car-how-to-design-compelling-apps-without-causing-accidents/
3. Deloi tte Research
3
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Design as a Discipline
Technology Implications
Design, in the layers of IT
Enterprise-wide digital backbone Integration and orchestration
User experience (UX)
Agile
Prototyping
Where Do You Start?Use Intent, systematically
Take a persona-based, user-focused approach
Include solution engineers in each project phase
Adopt product marketing and engineering mentalities
Choose a business sponsor with simpatico sensitivities
Whats needed is a collaborative, immersive environment towork together. Design is not just an IT thing or a marketing
thing or a product engineering thing. Its an enterprise thing.
Device-free
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Ip
05
Copper
IPv6 (and this time we mean it)
Ubiquitous connected computing is straining the underlying
foundation of the Internet #InternetofThings #IPv6
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IPv6 (and this time we mean it)
Whats different today?
Internet of EVERYthing
The pace and acceleration of the Internet of Things is outpacingthe current mitigation schemes1
Were running out of unique identifiers to allow devices and
people to connect to the Internet1
The US Government mandated agencies convert public-facing
web to IPv6 by Sep 20122
Many wireless and wire line communications carriers andinternet service providers are almost fully converted3
Internet Protocol is the foundation of networking, but weve runout of addressable space for addressable items. The more
important it is for your business to connect with the outsideworld, the more important IPv6 is for your futureand the moreurgent this issue is for you today.
1. http://www.nro.net/news/ipv4-free-pool-depleted
2. https://cio.gov/building-a-21st-century-government/transition-to-ipv6/3. http://www.worldipv6launch.org/faq/
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IPv6 (and this time we mean it)
Bits & Bytes
IPv6 offers 2128
unique addresses. Written out, thats340,282,366,920,938,463,463,374,607,431,768,211,456 addresses
In April 2011, Nortel sold 666,624 legacy IPv4 addresses for$7.5mm. At $11.25 per address, the possibility of an expensivesecondary market may be real.
The total number of US Federal agencies enabling IPv6 hasgrown from about 11 last year to more than 250 today.4
IP addresses have become a scarce resource, already
exhausted in some regions. Asia Pacific (APNIC) ran out in April2011; Europe (RIPE) in September 2012 . IPv4 in North America(ARIN) will likely be fully assigned by spring 2014.1
1. http://www.potaroo.net/tools/ipv4/index.html
2. http://theviewfromguppylake.blogspot.com/2011/02/my-favorite-ipv6-factoids.html
3. http://www.networkworld.com/community/blog/microsoft-pays-nortel-75-million-ipv4-address
4. http://gcn.com/articles/2012/10/01/graded-on-curve-how-feds-lead-ipv6.aspx
Image Source: http://www.worldipv6launch.org/
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IPv6 (and this time we mean it)
Technology Implications
Once you go IPv6
IP addressing is hard coded in things you've never had to touchconfig and control files, apps, job control language, etc.
IP Security (IPSec) is native to IPv6 protocol, but it wasnt adefault in IPv4, requiring extensive updates
Bridging will be required to co-exist with IPv4 systems
Where Do You Start?The heart and lungs of your business
If you'll need it in 2-3 years, you should get started NOW
Establish an IPv6 Internet presence for your public-facing sites
Weave this into the product development cyclethings you buyor deploy today should be IPv6-compliant
While theres no drop dead date for IPv6, the final IPv4 address
blocks have already been allocated. Careful and proper adoptionwill take time for planning, execution and verification. The time tostart is now.
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Fd
06
Silver
Finding the Face of Your Data
Fuse people and technology to discover new answers in dataand
new questions too #sensors #bigdata #datascience #visualization #analytics #datascientist #machinelearning
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Humans do some things really well, while computers are betterat other things. It is this particular combination that enables the
identification of new patterns and relationships acrossdimensions of datastructured and unstructured, internal orexternal, big or otherwise.
Whats different today?
Unlimited data and the means to use it
Hundreds of terabytes of information are produced each dayacross the four data asset categories
Taxonomy discovery tools opened new insights to bothstructured and unstructured data
Ontology (pattern) discovery tools and techniques go deep instructured, unstructured and the seam in betweensemi-structured. Discovering new answers, and even new questions
Help Wanted: Data Scientists
Companies are trying to fill a new rolethe data scientist
Data scientists and professionals are needed both in LOB fordomain expertise and in IT for tools and dataset expertise
Recruiters are seeing increased demand for data scientists
Universities have new certification and degree programs
Finding the Face of Your Data
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Bits & Bytes
Man and machine
With thousands of data scientists working at both start-ups and well-established companies, the HarvardBusiness Review called the Data Scientist the Sexiest
Job of the 21st Century.
The flood of data from sensors, computers, research
labs, cameras, phones and the like surpassed thecapacity of storage technologies in 2007.
Giga-, tera-, peta-, exa-bytes of data are created in streams
today. Zetta-bytes and yotta-bytes are realistic when sensor,biometric, and nano sources come online
Finding the Face of Your Data
1. http://hbr.org/2012/10/data-scientist-the-sexiest-job-of-the-21st-century
2. http://www.economist.com/node/15557421/
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Technology Implications
Think best of breed
Data governance
Storage, compute and transmit flows vs. stocks
Data disciplines and analytical methods, tools and techniques
Software and solutioning, especially visualization
Master data management
Where Do You Start?
Think big, start small and stay on target
Dont play without talent
Look to the source
Start smalldeliver quickly
Manage expectations
You still need data disciplines
By combining human insight and intuition with machine number-crunching and visualization, companies can answer questions
theyve never answered before. More importantly, they candiscover important new questions they didnt know they couldask.
An autonomic
nervous
systemforbusiness
Finding the Face of Your Data
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Gm
07
Neon
Gamification Goes to Work
Driving engagement by embedding gaming in day-to-day business
processes #gamification #gamemechanics #gamify #gamedesign
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Gamification can encourage engagement and change employee,
customer and supplier behavior, creating new ways to meetbusiness objectives. The goal is to recognize and encouragebehaviors that drive performancesometimes in unlikely places.
Whats different today?
Explosion of social and mobile
Social platforms provide new methods forrewards and recognition as a motivator
Mobile technologies increase the opportunitiesfor interaction and engagement
Game design is moving into the enterprise Case studies and examples of success beyond
training and innovation are growing for largebusiness
An integrated approach guides growth, behavior,and engagement better than isolated instances
Gamification Goes to Work
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Bits & Bytes
Gartner predicts that by 2015, 40% of Global 1000organizations will use gamification as the primarymechanism to transform business operations.
As part of America COMPETES, NASA issued severalprize-based challenges. In a survey of the nearly 3,000solvers that competed, 81% reported that they had
never before responded to a government request forproposals, let alone worked with NASA.
Even before distinct phases of gamification began to emerge,gaming principles in businesses had been around for
years. Work can be viewed as a sequence of challenges,quests and levels, with a badge awarded in the form of a jobpromotion to the next title or a year-end financial bonus.
Image Source: The Engagement Economy: How
Gamification is Reshaping Businesses- Deloitte ReviewIssue 11
Gamification Goes to Work
1. Gartner, Inc., "Gartner's Top Predictions for IT Organizations and Users, 2013 and Beyond: Balancing Economics, Risk, Opportunity and Innovation", Daryl C. Plummer et al, October 19, 2012.2. http://www.whitehouse.gov/sites/default/files/microsites/ostp/competes_report_on_prizes_final.pdf
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Technology Implications
Elements and tools of gamification
Game mechanics Integration with enterprise systems
Integration with the postdigital forcesanalytics, social,mobile, cloud
Where Do You Start?
Game on Its a social business thing
Design is a team sport
Measure, tweak and iterate
Gamification has moved beyond hype and is alreadydemonstrating business value. Gamification in the workplace
incorporates social context and location services to motivate andreward desired behaviors in todays mobile-social world.
Blurr ing the
line between
virtu al reali tyand reali ty
Gamification Goes to Work
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Bits & Bytes
TechNavio's analysts forecast the Global SaaS-basedERP Software market to grow at a CAGR of 14.24 overthe period 2011-2015.
The use of in-memory computing combined with pilotsusing iPads to log data in real time to enterprise
systems could provide a huge opportunity for airlines toincrease both efficiency and safety.
The marketplace will continue to demand better, cheaper, faster.So that means the fundamental architecture of ERP must bescalable, flexible, affordable.
Reinventing the ERP Engine
1. http://www.heraldonline.com/2012/09/13/4259451/research-and-markets-global-saas.html
2. http://www.forbes.com/sites/sap/2012/09/26/how-in-memory-computing-could-transform-airlines-first-the-cockpit/
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Technology Implications
Consider the architecture
Virtualization
In-memory solutions
Integrated infrastructure systems
Unstructured data
Where Do You Start?Make intelligent bets
Experiment both at the core and at the edges
Stay on top of upgrades
Ask what you can do differently to better serve the mission
If you could really get ERP cheaper and faster, what would you dodifferently? Run materials requirement planning (MRP) many
times each day? Close the books in a matter of minutes? Whatwould it mean for business agility, capability and competitiveness?
No rails. No
roads. Fly ing
cars!
Reinventing the ERP Engine
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No Such Thing as Hacker-proof
Hp
09
Titanium
If you build it, they will hack it. How do you deal with that?
#hackerproof #cyberthreat #cybersecurity #itsecurity #hackers #cyber
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Youve either been breached or you soon will be. Your bossknows it, your business knows it, your board knows it, yourcustomers know it, and hackers know it. Its your job to deal withit.
Whats different today?
The professional hacker
"Smart bad guys" aren't new, but now they're more organized,better resourced, and more targeted
Smash and grab still exists, but more and more were faced
with the long-term dwelladvanced persistent threathackersthat have been embedded in target networks for years
Moving beyond traditional controls The traditional controls (intrusion detection systems, virus
control, etc.) are no longer enough
Neither IDS detection systems nor IPS prevention systems are.sufficient You need to change tactics
Security should be viewed as a smoke detector and not a firetruck, with proactive agendas based on risk and value
No Such Thing as Hacker-proof
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Bits & Bytes
Cybercrime is the greatest transfer of wealth in history 3
Symantec placed the cost of IP theft to the United Statescompanies in $250 billion a year, global cybercrime at$114 billion annually ($388 billion when you factor indowntime). McAfee estimates that $1 trillion was spentglobally under remediation.4
An average of more than one successful cyber attack isincurred by each company per week according to thePonemon Institutes Second Annual Cost of Cyber Crime
Study in 2011. That is a 44% increase over 2010. And,thats only the breaches that have been publicly
disclosed.5
No Such Thing as Hacker-proof
94% of cyber breaches go unreported. One reported breachthat exposed potentially millions of consumers' payment cards to
fraudsters is estimated at $84.4 million cost - $0.68/share ofdiluted earnings in this case.
1. http://dailycaller.com/2012/06/18/former-fbi-cyber-expert-94-of-cyber-security-breaches-unreported2. http://online.wsj.com/article/BT-CO-20120726-722664.html3. U.S. Army Gen. Keith B. Alexander-Director of the National Security Agency (NSA) and chief at the Central Security Service (CSS) .4. http://www.zdnet.com/nsa-cybercrime-is-the-greatest-transfer-of-wealth-in-history-7000000598/5. http://www.ft.com/intl/cms/s/0/2be0078c-af46-11e1-a8a7-00144feabdc0.html#axzz2AFxK4olL
http://www.zdnet.com/nsa-cybercrime-is-the-greatest-transfer-of-wealth-in-history-7000000598/http://www.zdnet.com/nsa-cybercrime-is-the-greatest-transfer-of-wealth-in-history-7000000598/8/11/2019 Deloitte Tech Trends 2013
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It
10
Aluminum
The Business of IT
After reengineering the rest of the business, ITs children deserve
some shoes#bpo #agile #itsm #cmmi #itil
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Fragmented processes and systems can prevent IT fromeffectively delivering on the changing demands of the business.
IT may need to transform its own management systems to keepup.
Whats different today?
The time has come for the cobbler's children to get
shoes
IT is under increased pressure to performtomaximize their contributions to company earnings
Tools have matured to support an integrated operatingmodel
The five forces of the Postdigital era are pushing ITinto a new business model where the business has
more options to access IT services from the outside
CIOs should adapt and become more competitive withtheir IT services or risk irrelevancy
The Business of IT
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Bits & Bytes
The IT division of a global investment and securities organization with aportfolio over $1B invested in transforming its IT management resulting inimproved budgeting accuracy, strategy-based decision making, and a30% re-appropriation of project resources to support successful projectsand stop underperforming ones.
Business Technology Services (BTS) at Ontarios Workplace Safety and
Insurance Board defined a bold vision for its future: to become the best ITorganization in Canadas public sector. They have implemented aprogram that combines elements of Agile, Kanban and Lean methods. Insix months, BTS has seen positive results: increased transparency andcollaboration within BTS and with the business; timely delivery of toolsand services; improved ability to redeploy resources against shiftingbusiness priorities; and a 40% improvement in delivery lead time andthroughput.
Software providers are building, buying and repackaging theirwares as CIOs seek to automate managing the business of IT.
Its both process automation and information automation, andsometimes the dashboards and scorecards are early phases.
The Business of IT
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Technology Implications
Integration & consistency
Data standardization
Cross-vendor application interoperability
Analytics
Mobile computing
Enterprise architecture
Service-based costing
Where Do You Start?
Slow and steady
Set a common language
Conduct a maturity assessment
Integrate, over time, the individual processes and data
Recognize tomorrows tech footprint will likely become more complex
Is this ERP for IT? Maybe someday. Today, CIOs are craftingsolutions from industry-leading products and testing business
cases at each step. And the potential benefits are worth theinvestmentpositioning IT as the business partner in provokingand harvesting disruption in the Postdigital era.
ERP for IT
The Business of IT
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Appendix
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Disruptors EnablersCIO as the Postdigital CatalystThe CIO is uniquely positioned to catalyze valuefrom the elements of mobile, social, analytics,cloud and cyber
Authors: Suketu Gandhi, Bill Briggs
My Take: Doug Albrecht, Port of Long Beach
Finding the Face of Your DataFuse people and technology to discover newanswers in dataand more importantly, newquestions
Authors: David Steier, Vikram Mahidhar
My Take: Tom Soderstrom, Jet Propulsion Laboratory
Mobile Only (and beyond)From mobile-first to mobile-only. The enterprisepotential of mobile is greater than todayssmartphone and tablet apps
Authors: Shehryar Khan, Mike Brinker
My Take: Larry Quinlan, Deloitte
Gamification Goes to WorkDriving engagement and performance byembedding game mechanics in day-to-daybusiness processes
Authors:Doug Palmer, Andre Hugo
My Take: Gabe Zichermann, Gamification Co
Social Reengineering by DesignHow work gets done is no longer constrained by19th century platforms
Authors: Stephen Redwood, Chris Heuer
My Take: John Hagel, Deloitte Center for the Edge
Reinventing the ERP EngineRevving up data, hardware, deployment andbusiness model architectures at the core
Authors: Bill Allison, Rick Kupcunas
My Take: Larry Frey, EnPro Industries
Design as a DisciplineInherent, pervasive and persistent design opens
the path to enterprise valueAuthors: JR Reagan, Nelson Kunkel
My Take: Emily Pilloton, Project H Design
No Such Thing as Hacker-proofIf you build it, they will hack it. How do you deal
with that?Authors: Kelly Bissell, Kieran Norton
My Take: Gary Warzala, Visa
IPv6 (and this time we mean it)Ubiquitous connected computing is straining theunderlying foundation of the Internet, and its not a
quick fix
Authors: Bruce Short, Edward Reddick
My Take: John Curran, ARIN
The Business of ITAfter reengineering and automating the rest ofthe business, ITs children deserve some shoes
Authors: Peter Vanderslice, Bryan Funkhouser
My Take: Kevin Kessinger, TD Bank Group
Tech Trends 2013 Snapshot: Elements of Postdigital
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DisruptorsCIO as the Postdigital CatalystCatalyzing value from the elements of mobile, social, analytics, cloud and cyber
CIOs can lead the move to tomorrow reshaping business as usual, and driving innovation. On theone hand, they face unprecedented opportunity for innovation. On the other, the existential threat ofdisruption. How should business respond? And who better to lead than the CIO? When CIOs harnessthe convergence of the five postdigital forces, they can change the conversation from systems tocapabilities and from technical issues to business impact. Plan big, start small, fail fast, scaleappropriately.
Authors: Suketu Gandhi, Bill Briggs
My Take: Doug Albrecht, Port of Long Beach
Lessons: Red Robin, Northern Suffolk, Waste
Management
Mobile Only (and beyond)The enterprise potential of mobile is greater than todays smartphone and tablet apps
Mobile should be top of mind for organizations. But dont limit your ideas to Mobile First. Think Mobile
Only, imagining an untethered, connected enterprise. The next wave of mobile may fundamentallyreshape operations, businesses and marketplacesdelivering information and services to wheredecisions are made and transactions occur. And the potential goes far beyond smartphones andtablets to include voice, gesture and location-based interactions; device convergence; digital identity inyour pocket; and pervasive mobile computing. The very definition of mobile is changing.
Authors: Shehryar Khan, Mike Brinker
My Take: Larry Quinlan, Deloitte
Lessons: New Media Medicine, Kickstarter,Square
Social Reengineering by DesignHow work gets done is no longer constrained by 19th century platforms
Businesses are no longer building technologies just to enable interactionthey are now engineeringsocial platforms for specific contextplatforms that can relieve rather than serve traditionalorganizational constraints such as deep hierarchies, command-and-control cultures, physical proximityand resource concentration. Social reengineering can fundamentally transform how work gets done,but it isnt just a project. Its a strategy. And its not serendipity. Its intentional by design.
Authors: Stephen Redwood, Chris Heuer
My Take: John Hagel, Deloitte Center for the Edge
Lessons: Kaggle, Barclaycard Ring, GE Colab
Design as a DisciplineInherent, pervasive and persistent design opens the path to enterprise value
Driven by consumer experience, intuitiveness and simplicity are moving from IT aspirations toenterprise mandates. Design is not a phase; its a way of thinking. Beyond look and feel, beyond user
interfaces. Isolated in silos of user experience (UX), marketing and product development, individualdesign functions may be reaching their limits. Whats needed is a collaborative, immersive environment
to work together. Design is not just an IT thing or a marketing thing or a product engineering thing.
Its an enterprise thing.
Authors: JR Reagan, Nelson Kunkel
My Take: Emily Pilloton, Project H DesignLessons: Virgin Atlantic Airways, Apple, Nest
IPv6 (and this time we mean it)Ubiquitous connected computing is straining the underlying foundation of the Internet
Internet Protocol is the foundation of networking, but weve run out of addressable space for
addressable items. The more important it is for your business to connect with the outside world, themore important IPv6 is for your futureand the more urgent this issue is for you today. IP addressesare woven deep into applications and infrastructure, and migration can bring challenges. While theres
no drop dead date for IPv6, the final IPv4 address blocks have already been allocated. Careful andproper adoption will take time for planning, execution and verification. The time to start is now.
Authors: Bruce Short, Edward Reddick
My Take:John Curran, ARIN
Lessons:Defense Research and EngineeringNetwork (DREN), Silver Spring, Google
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EnablersFinding the Face of Your DataFuse people and technology to discover new answers in data and new questions, too
Humans do some things really well, while computers are better at other things. It is this particularcombination that enables the identification of new patterns and relationships across dimensions of data
structured and unstructured, internal or external, big or otherwise. By combining human insight andintuition with machine number-crunching and visualization, companies can answer questions theyvenever answered before. More importantly, they can discover important new questions they didnt know
they could ask.
Authors: David Steier, Vikram Mahidhar
My Take: Tom Soderstrom, Jet Propulsion Lab
Lessons: City of Chicago, Recombinant,
American Express
Gamification Goes to WorkDriving engagement by embedding gaming in day-to-day business processes
Gamification can encourage engagement and change employee, customer and supplier behavior,creating new ways to meet business objectives. The goal is to recognize and encourage behaviors thatdrive performancesometimes in unlikely places. This trend has moved beyond hype and is alreadydemonstrating business value. Gamification in the workplace incorporates social context and locationservices to motivate and reward desired behaviors in todays mobile -social world.
Authors:Doug Palmer, Andre Hugo
My Take:Gabe Zichermann, Gamification Co.
Lessons:BOX, Bluewolf, Engine Yard
Reinventing the ERP EngineRevving up data, hardware, deployment and business model architectures at the core
If you could really get ERP cheaper and faster, what would you do differently? Run materialsrequirement planning (MRP) many times each day? Close the books in a matter of minutes? Optimizedelivery routes on-the-fly in response to new orders, traffic or customer preferences? What would itmean for business agility, capability and competitiveness? ERP is no stranger to reinvention,overhauling itself time and again to expand functionality. But the underlying engine has remained fairlyconstant. Thats now changing.
Authors: Bill Allison, Rick Kupcunas
My Take:Larry Frey, EnPro Industries
Lessons: Glass and Ceramics Manufacturer,Garmin, Wireless Telecomm Company
No Such Thing as Hacker-proofIf you build it, they will hack it. How do you deal with that?
Youve either been breached or you soon will be. Your boss knows it, your business knows it, yourboard knows it, your customers know it, and hackers know it. Its your job to deal with it. That means
changing the way you think about defending yourself. Be more proactive about the threatand reactmore rapidly when breaches do occur. Detect them quickly, respond, clean up and adjust your tactics.Be outward-facing, prepared and ready in advance. Anticipate and prevent when possible, but be readyto isolate and encapsulate intrusions to minimize impact. Its better to lose a finger than to lose an arm.
Authors:Kelly Bissell, Kieran Norton
My Take:Gary Warzala, VisaLessons: Oil & Gas Industry, Business Partners,Technology Product Companies
The Business of ITAfter reengineering the rest of the business, ITs children deserve some shoes
Fragmented processes and systems can prevent IT from effectively delivering on the changingdemands of the business. IT may need to transform its own management systems to keep up. Is thisERP for IT? Maybe someday. Today, CIOs are crafting solutions from industry-leading products andtesting business cases at each step. And the potential benefits are worth the investmentnot only indriving down costs and better managing risks, but in positioning IT as the business partner in provokingand harvesting disruption in the Postdigital era.
Authors: Peter Vanderslice, Bryan Funkhouser
My Take: Kevin Kessinger, TD Bank Group
Lessons: WSIB, Financial Services Company,Entertainment Company
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