Deloitte Tech Trends 2013

8/11/2019 Deloitte Tech Trends 2013

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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



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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


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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7/47Copyright 2013 Deloitte Development LLC. All rights reserved. 6

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



Mobile should be top of mind for organizations. But dont limit your

ideas to Mobile First. Think Mobile Only, imagining an untethered,connected enterprise.


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



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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


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


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.



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





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.




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





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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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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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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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.


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



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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


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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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



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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.


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



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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


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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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



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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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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.


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



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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


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/


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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.


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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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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Deloitte Tech Trends 2013

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