IW14 Keynote, Michelle Shuttleworth, Deloitte Consulting
-
Upload
software-ag -
Category
Technology
-
view
448 -
download
0
description
Transcript of IW14 Keynote, Michelle Shuttleworth, Deloitte Consulting
Director Michelle Shuttleworth
Inspiring Disruption Tech Trends 2014
Tech Trends 2014 Snapshot Disruptors Enablers
CIO as Venture Capitalist
CIOs are borrowing from the playbooks of
venture capitalists and reshaping how they run
the business of IT
Cognitive Analytics
Cognitive analytics offers a way to bridge the gap
between big data and the reality of practical
decision making
Industrialized Crowdsourcing
Today, technology makes crowdsourcing possible
on an industrial scale, with potentially disruptive
impacts on both cost and innovation
Digital Engagement
With more and more parts of the business
becoming digital, the CIO has an opportunity to
build a new legacy for IT
Wearables
Wearables hold possibilities for driving down
costs and increasing competitiveness. What
could it mean for your organization?
Technical Debt Reversal
Understanding, containing, and mitigating
technical debt can be a platform for a renewed
level of trust and transparency with the business
Social Activation
The power of social activation is unleashed when
others advocate an organization’s message in
their own words to their network
Cloud Orchestration
CIOs should be making deliberate investments in
developing advanced integration and data
management capabilities to support cloud-to-
cloud and cloud-to-core models
In-memory Revolution
The sweet spot for in-memory technology is
where massive amounts of data, complex
operations, and business challenges demanding
real-time support collide
Real-time DevOps
Early adopters of real-time DevOps have the
opportunity to profoundly impact their IT shop,
accelerating IT delivery, improving quality, and better
aligning with the business
Exponentials
Artificial Intelligence � Robotics � Cyber Security � Additive Manufacturing � Advanced Computing
Exponentials represent unprecedented opportunities as well as existential threats. Explore five with far-reaching,
transformative impact.
Disruptors
CIO AS VENTURE
CAPITALIST
COGNITIVE
ANALYTICS
INDUSTRIALIZED
CROWDSOURCING
DIGITAL
ENGAGEMENT WEARABLES
CIO as Venture Capitalist
Thinking like venture capitalists to reshape business
Like venture capitalists, CIOs should actively manage their IT portfolio in a way that drives
enterprise value and evaluate portfolio performance in terms that business leaders
understand—value, risk, and time horizon to reward.
CIO as Venture Capitalist
Bottom line
There’s a lot to learn from the portfolio mindset that VCs bring to their work:
balancing investments in legacy systems, innovation, and even bleeding-edge
technologies; understanding—and communicating—business value; and aligning
talent with the business mission. Venture capitalists operate in a high-stakes
environment where extraordinary value creation and inevitable losses can coexist
inside a portfolio of calculated investments. So do CIOs.
Where do you start?
1 Inventory your portfolio: Consider technology procured inside and outside of IT
2 Evaluate your portfolio: Define the risk, value, and strategic importance of each item
3 Double down on winners: Take intelligent risks, and be prepared to pull the plug
4 Direct line of sight to revenue: Vet technologies & discuss investments with the business
CIO as Venture Capitalist
Bottom line
There’s a lot to learn from the portfolio mindset that VCs bring to their work:
balancing investments in legacy systems, innovation, and even bleeding-edge
technologies; understanding—and communicating—business value; and aligning
talent with the business mission. Venture capitalists operate in a high-stakes
environment where extraordinary value creation and inevitable losses can coexist
inside a portfolio of calculated investments. So do CIOs.
Where do you start?
1 Inventory your portfolio: Consider technology procured inside and outside of IT
2 Evaluate your portfolio: Define the risk, value, and strategic importance of each item
3 Double down on winners: Take intelligent risks, and be prepared to pull the plug
4 Direct line of sight to revenue: Vet technologies & discuss investments with the business
Applying technology to enhance human decisions
Cognitive Analytics
Inspired by how the human brain processes information, draws conclusions, and codifies instincts and experiences into learning, it is now possible for machines to learn from experience and to penetrate the complexity of data to identify associations.
Cognitive Analytics
Bottom line As the demand for real-time support in decision making intensifies, cognitive analytics can help businesses address some key challenges: It can improve prediction accuracy, provide augmentation and scale to human cognition, and allow tasks to be performed more efficiently (and automatically). Cognitive analytics offers a powerful way to bridge the gap between the promise of big data and the reality of practical decision making.
Where do you start? 1 Start small: Prototype a cognitive analytics platform with the cloud & open-source tools 2 Plant seeds: Invest in next-generation data scientists & business domain knowledge 3 Tools second: Explore what you have as tools evolve and consolidate 4 Context is king: Decide which domains to target and work through a concept map 5 Don’t scuttle your analytics ship: Supplement, don’t replace, traditional analytics 6 Divide and conquer: Break initiatives into small, accessible projects 7 Know which questions you’re asking: Stay grounded in the business “so what” 8 Explore ideas from others: Look outside your company and industry
Harnessing the power of the crowd
Industrialized Crowdsourcing
Enterprise adoption of the power of the crowd allows specialized skills to be dynamically
sourced from anyone, anywhere, and only as needed. Companies can use the collective
knowledge of the masses to help with tasks from data entry and coding to advanced
analytics and product development.
Industrialized Crowdsourcing
Bottom line Crowdsourcing is still in its early stages, but today’s online platforms are sophisticated enough to provide substantial benefits in solving many kinds of problems. It’s important that your organization has the ability to embrace new ideas that may be generated by your crowdsourcing initiatives. That means industrializing not just for scale and reach but also for outcome.
Where do you start?
1 Scope: Focus on a clear and specific problem to solve 2 Focus on gaps: Identify and target gaps in your organization’s abilities 3 Keep an open mind: Let your employees orchestrate the crowd 4 Get ready for what’s next: Start thinking now about policies and processes
Reshaping and rewiring the customer experience
Digital Engagement
Digital engagement involves using technology to design more compelling, personally relevant, engrossing experiences that lead to lasting, productive relationships, higher levels of satisfaction, and new sources of revenue.
Digital Engagement
Bottom line
Beyond efficiency and cost savings, digital engagement presents new ways to
enhance customer loyalty and competitive advantage – riding the wave of changing
behaviors and preferences for contextual interactions. And with more parts of the
business becoming digital, the CIO has the opportunity to build a new legacy for IT
—a responsive, forward-looking organization, an enabler of innovation, and a driver
of digital engagement.
Where do you start?
1 Web, mobile and social content enablement: Engage seamlessly across channels
2 Self-service and governance: Mix global control with localization
3 Ease of access: Make content easily accessible across multiple channels
4 Digital IP and asset management: Proactively plan for digitalization 5 Cost reduction: Streamline the distribution and management of digital content
Wearables
Enabling businesses with digital information
Hands-free, heads-up technology has the potential to reshape how work gets done, how
decisions are made, and how you engage with employees, customers, and partners.
While consumer wearables are in the spotlight today, we expect business to drive
acceptance and transformative use cases.
Wearables
Bottom line As consumer devices, wearables represent a very personal buying decision in which aesthetics and fashion are almost as important as function. But in the workplace, experience and engagement matter. Rethink how work could get done with the aid of an ever-present computing device that delivers the desired information when it’s needed.
Where do you start?
1 Imagine “what if”: Identify advances if workers had data at the moment they need it 2 Kick the tires: Experiment with platforms and organizations 3 Become an early adopter: Team with manufacturers to explore possibilities 4 Simplify. Simplify. Simplify: Create “glanceable” awareness of information 5 Anticipate data and device management: Consider how to manage these devices 6 Engage the workforce: Ask employees to participate in the imagination process
Enablers
TECHNICAL DEBT REVERSAL
SOCIAL ACTIVATION
CLOUD ORCHESTRATION
IN-MEMORY REVOLUTION
REAL-TIME DEVOPS
Technical Debt Reversal
Reversing technical debt to support growth For most organizations, technical debt comes with the territory, an unavoidable outcome of decades of technology spend. Understanding, containing, and mitigating technical debt can be a platform, not only for a stronger IT foundation, but for a renewed level of trust and transparency with the business.
Technical Debt Reversal
Bottom line While it’s important not to get obsessed with technical debt, it’s also critical to understand and plan for it. Every new project automatically comes with technical debt as a cost of doing business. Reversing technical debt is a long-term investment, but if left unaddressed, it can bankrupt your ability to build for the future.
Where do you start? 1 Assess the status of code for all significant investments: Calculate your debt 2 Find out how future investments are dependent on your legacy systems: Consider
whether your architecture is ready for new initiatives. 3 Think through the availability of talent to support debt remediation: Factor talent into your debt analysis to define priorities and timelines 4 Hold developers accountable: Consider rewarding developers on the quality of code
5 Spread the wealth (and the burden): Use communities to identify and address debt 6 Determine your debt repayment philosophy: Accumulation should be a conscious decision
Not just passive monitoring—it’s active influencing
Social Activation
Companies can activate their audiences to drive their messaging outward – handing them an idea and getting them to advocate in their own words to their own networks through social channels.
1 Focus: Avoid extending initial efforts across too many desired outcomes 2 Insight: Understand existing communities, channels, and content 3 Perception: Uncover what people really think and feel about your brand 4 Audience: Gather, monitor, and enlist targeted community members over time 5 Campaigns: Focus on the ideation, creation, and monitoring of social experiences
Social Activation
Bottom line Social can drive real business performance through measurable, sustainable results, but it requires a shift in mindset – with a focus on perception, engagement, and activation. In today’s recommendation economy, educating and empowering your audience can lead to impactful, long-lasting results.
Where do you start?
A new class of cloud offerings
Cloud Orchestration
CIOs should be making deliberate investments in developing advanced integration and
data management capabilities to support cloud-to-cloud and cloud-to-core models. Build
the components to orchestrate the cloud today, and you’ll be ready to adopt more
compelling services tomorrow.
Cloud Orchestration
Bottom line
As enterprises use disparate cloud offerings to handle critical business processes,
the desire to link these offerings to core legacy systems and data grows. CIOs who
have the disciplines of data management and integration architecture in place will
be positioned to create harmony out of the existing landscape and to leverage
orchestration services when they arrive.
Where do you start?
1 Petition for a new cloud business model: Voice opinions on pricing & orchestration 2 Build an integration foundation: Lay the groundwork for a cloud-to-core environment 3 Connect the dots: Understand how each application defines its dataset
4 Read the fine print: Understand your rights to data ownership, portability, and migration 5 Build a strong chain: Consider the performance of each cloud service in the process 6 Explore edge architecture: Connect enterprise core, private, and public offerings
Crunching massive amounts of data in real time
In-memory Revolution
As in-memory technologies move from analytical to transactional systems, the potential to fundamentally reshape business processes grows. Technical upgrades of analytics and ERP engines may offer total-cost-of-ownership improvements, but potential also lies in using in-memory technologies to solve tough business problems.
In-memory Revolution
Bottom line
On one hand, in-memory technology enables significant gains in speed, with
analytics number-crunching and large-scale transaction processing able to run
concurrently. At the same time, it has opened the door to real-time operations, with
analytics insights informing transactional decisions at the individual level in a
virtuous cycle. The result? Opportunities for continuous performance improvement
are emerging in many business functions.
Where do you start?
1 Understand what you’ve already bought: Define benefits and gaps 2 Push the vendors: Get them thinking about – and investing in – solutions you can use 3 Ask for roadmaps: Ask product developers for detailed roadmaps to guide the future
4 First stop: analytics: Find immediate opportunities by fueling advanced analytics 5 Focus on one or two capabilities: Prioritize high-potential functions for buy-in 6 Watch competitors: As competitors experiment, be ready to adopt new capabilities
Empowering the business of IT
Real-time DevOps
Real-time DevOps bridges the gap between development and operations, supercharging
the investments that currently exist in siloed automation by integrating the end-to-end
delivery model.
Real-time DevOps
Bottom line
By arming IT with the tools to automate and integrate their core disciplines, real-
time DevOps has the opportunity to profoundly impact the IT shop – accelerating IT
delivery, improving quality, and better aligning IT with the business.
Where do you start?
1 Establish the need: Conduct benchmarking to identify areas for improvement
2 Build new skills: Develop your core team’s hard and soft skills
3 Employ services thinking: Break down complex systems into modular services
4 Lay down the bases: Begin automating individual components
5 Connect the dots: Link components into a stream of continuous integration
6 Get vendors on board: Build on vendor successes to accelerate improvements
7 Make the leap to test-drive or behavior-driven design: Move from build-to-run to
build-to-verify 8 Look beyond cost & speed: Recognize benefits from enhanced delivery models
9 Commit: Make hard changes instead of falling for one-off, surface-level investments
AI can simulate
reasoning, develop
knowledge, and
allow computers to
set and achieve
goals
The next robotics
frontier is machines
which can perform
tasks that involve
gathering and
interpreting data in
real time
Breakthroughs in
speed, resolution,
and reliability
demonstrate
potential not only for
scale, but also for
unlocking new
possibilities
Companies should
be prepared to
survive in an
environment where
threats by cyber
criminals are
commonplace
The combination of
computing and
network advances
result in profound
civic and commercial
implications
Exponentials
ARTIFICIAL
INTELLIGENCE ROBOTICS CYBER SECURITY
ADDITIVE
MANUFACTURING
ADVANCED
COMPUTING
This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. For more information on the contents, case studies, and next steps featured in this presentation, please reference the full Tech Trends 2014 Report. As used in this document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. Copyright © 2014 Deloitte Development LLC. All rights reserved.
Innovation World 2014 October 13 – 15 New Orleans ©2014 Software AG. All rights reserved. For internal use only
InnovationWorld2015.com