1、COVER AND CHAPTER ARTWORK BY SHOTOPOP Deloitte Consulting LLPs Technology Consulting practice is dedicated to helping our clients build tomorrow by solving todays complex business problems involving strategy, procurement, design, delivery, and assurance of technology solutions. Our service areas inc
2、lude analytics and information management, delivery, cyber risk services, and technical strategy and architecture, as well as the spectrum of digital strategy, design, and development services offered by Deloitte Digital. Learn more about our Technology Consulting practice on . DIGITAL ANALYTICS CYB
3、ER BUSINESS OF IT Cyber intelligence No such thing as hacker-proof Cyber implications Cyber implications Cyber implications Blockchain: Democratized trust Blockchain: Trust economy Cyber security Cyber security Digital identities CIO operational excellence CIOs as revolutionaries “Almost-enterprise”
4、 applications CIO as postdigital catalyst CIO as venture capitalist CIO as chief integration ocer Virtualization Software- dened everything Autonomic platforms Inevitable architecture IPv6 (and this time we mean it) Value-driven application management Business of IT Real-time DevOps Right- speed IT
5、IT unbounded Exponentials watch list Measured innovation Design as a discipline IT worker of the future Social impact of exponentials Exponentials Exponentials CLOUD CORE Machine intelligence Best-of-breed enterprise applications Services thinking The end of the “death of ERP” Reinventing the ERP en
6、gine In-memory revolution Technical debt reversal Core renaissance Reimagining core systems Outside-in architecture User empowerment User engagement User engagement Digital engagement Dimensional marketing AR and VR go to work Mixed reality Wireless and mobility Applied mobility Enterprise mobility
7、unleashed Mobile only (and beyond) Wearables Ambient computing Internet of Things Real analytics Amplied intelligence Dark analytics Information automation Big data goes to work Cognitive analytics Visualization Information management Geospatial visualization 2010 2011 2012 2013 2014 2015 2016 2017
8、Trending the trends: Eight years of research Gamication Gamication goes to work Industrialized crowdsourcing Social business Social reengineering by design Social activation Social computing Finding the face of your data Industrialized analytics Capability clouds Hyper-hybrid cloud Cloud orchestrati
9、on API economy Everything- as-a-service Cloud revolution Asset intelligenceIntroduction | 2 IT unbounded | 4 The business potential of IT transformation Dark analytics | 20 Illuminating opportunities hidden within unstructured data Machine intelligence | 34 Technology mimics human cognition to creat
10、e value Mixed reality | 48 Experiences get more intuitive, immersive, and empowering Inevitable architecture | 64 Complexity gives way to simplicity and flexibility Everything-as-a-service | 78 Modernizing the core through a services lens Blockchain: Trust economy | 92 Taking control of digital iden
11、tity Exponentials watch list | 106 Science and technology innovations on the horizon Authors | 128 Contributors and research team | 132 Special thanks | 133 CONTENTSTech Trends 2017: The kinetic enterprise Introduction L EGENDARY basketball coach John Wooden once said, “Failure itself is not fatal,
12、but failure to change might be.” Any company competing in todays rapidly mutating business climate should take Coach Woodens wisdom to heart. Seemingly without warning, powerful technology forces give rise to ripe opportunities while simultaneously rendering existing business models obsolete. Just a
13、s quickly, customers tailor their expectations to include new channels, products, and modes of engagement. Companies that dont anticipate and embrace this change may find themselves sinking slowly in its wake. The theme of this years Tech Trends report is the kinetic enterprise, an idea that describ
14、es companies that are developing the dexterity and vision required not only to overcome operational inertia but to thrive in a business environment that is, and will remain, in flux. This is no small task. Though the technology advances we see today embody potential, only a select few may ultimately
15、 deliver real value. Indeed, some are more hype than substance. We need to do a better job of sifting through the noise to identify truly groundbreaking innovations that can deliver value. Then we need to act. Passively wondering and waiting are not options. As in Newtonian physics, the task before
16、us is turning energys potential into reality. This is our eighth Tech Trends report. The beauty of following a broad swath of technology advances over time is that amid the incredible pace of change, we can recognize familiar themes. For example, the five macro forcesdigital, analytics, cloud, the r
17、eimagining of core systems, and the changing role of IT within the enterprisehave remained constant, year after year driving disruption and transformation. Despite the omnipresence of these five forces, enterprise adoption of them continues to vary widely. Some companies are only beginning to explor
18、e trends we wrote about in 2010, while others have advanced rapidly along the maturity curve. To the former, arriving late to the party doesnt necessarily diminish the opportunities you are pursuing. You have the advantage of being able to leverage compounded years of evolution within, say, mobile o
19、r analytics without having to work sequentially through the incremental advances represented in our annual Trends reports. Longtime readers occasionally ask about our hit rate: Of the trends we have examined over the years, how many have actually delivered on the potential we described? Looking back
20、, with much humility, were proud that most of our analysis was right on target. For example, in 2014 we recognized cognitive analytics as a potentially powerful trend, which, with all the advances in machine learning and artificial intelligence, it turned out to be. Weve emphasized security and priv
21、acy every year, evolving our coverage from examinations of individual trends to embedding cyber and now risk implications into every chapter. In 2010, we highlighted the need to embrace user engagement, and to make human-centered design both a mandate for technology solutions and a critical discipli
22、ne for next-generation IT shops to nurture. Yet there were instances in which we were overly ambitious. For example, in 2010 we predicted that asset intelligencesensors and connected deviceswas on the cusp of driving significant disruption. No question we were a few years premature, though we still
23、believe that asset intelligence, aided by new Internet of Things 2Introduction applications, will soon have a major impact. Similarly, in 2012 we recognized the important role digital identities could play in a new economy. The concept was generally there, but we had to wait for a protocol to emerge
24、 to set the trend in motion. With the emergence of blockchain, we believe the protocol has arrived and that digital identities may soon become foundational in an emerging trust economy. Over the past eight years, the only constant has been change. We hope this latest edition of Tech Trends helps you
25、r organization understand the changes under way more clearly. And, with a nod to Coach Wooden, we also hope it helps you respond to these changes by creating deliberate plans for turning business potential into kinetic energy. When the rules of the game are changing, you cant afford to sit idly on t
26、he bench. Bill Briggs Chief technology officer Deloitte Consulting LLP Twitter: wdbthree Craig Hodgetts US national managing directorTechnology Deloitte Consulting LLP Twitter: craig_hodgetts 3IT unbounded The business potential of IT transformation J UST as powerful technology forces such as clou
27、d, analytics, and digital have profoundly disrupted business, so too have they disrupted ITs operations and, on a bigger scale, its very mission. Over the last decade, leading CIOs have adopted dramatically different approaches to running their IT organizations. They have shifted ITs focus from main
28、tenance and support of systems, to innovating and enabling business strategy. Theyve revitalized legacy systems to enable new technologies and eliminate complexity. Some have even borrowed from the venture capitalist playbook by managing IT as a “portfolio of assets.” Looking back, the notion, circa
29、 early 2000s, that a CIOs job is simply to “keep the lights on” now seems quaint. And while the evolution of IT and of the CIOs role has been both necessary and in many cases beneficial, it represents only one leg in a much longer IT transformational journey. The pace of technology innovation only a
30、ccelerates, as does the disruption these innovations drive. Going forward, IT must be faster and more agile, be more responsive to the business, and, critically, work not just to enable but to help shape the organizations broader strategy. Over the next 18 to 24 months, we may see the next phase of
31、IT transformation unfolda phase focused on the way IT operates, how it collaborates with business and external partners, and how its development teams work smarter and more efficiently to deliver services. The ultimate goal of these efforts will be to reimagine IT development, delivery, and operatin
32、g models, and to enhance ITs ability to collaborate effectively within the enterprise and beyond its traditional boundaries. In short, in the coming months, forward-looking CIOs will likely begin building IT organizations that are unbounded. Creating an unbounded IT organization will require that CI
33、Os think beyond their own experiences and domain expertise and begin viewing IT through a different operational and strategic lens. For example, they can take a look at the efficiency and effectiveness of current budgeting, portfolio planning, and vendor selection processes and try to identify proce
34、dural, administrative, and other AS ORGANIZATIONS MODERNIZE THEIR IT OPERATING AND DELIVERY MODELS, SOME are creating multifunctional teams and breaking down silos across IT. They are also looking beyond organizational boundaries to explore the open talent market and to form new types of relationshi
35、ps with vendors, incubators, and academics. Finally, with technology dominating strategic business priorities, some companies are educating executives and staff to increase awareness and understanding of both core and emerging technologies. For many, embracing this multifaceted approach may require
36、adjustments to org models, IT processes, and supporting systems. The good news is that irrespective of an organizations legacy footprint, there are systematic approaches that can make the task more manageable. And the outcome may justify the effort: Services become “unbounded” and more efficient, tr
37、ansforming the IT organization. IT unbounded 5constraints that can be eliminated. Or they can work with business partners, start-ups, academics, IT talent, and vendors to explore non- traditional innovation, collaboration, and investment opportunities. Likewise, they can help streamline their develo
38、pment processes by coming up with fresh approaches to testing, releasing, and monitoring newly deployed solutions. Important to development, IT organizations can work to replace bloated, inefficient skillset silos with nimble, multiskill teams that work in tandem with the business to drive rapid dev
39、elopment of products from ideation all the way through to deployment. 1 Loosening the ties that bind The traditional “bounded” IT organization has for many years been structured around functional silos: infrastructure, application operations, information management, and others. ITs operating model e
40、mphasizes service catalogs, service levels, and delivery commitments. Though business analysts may have occasionally teamed with applications developers on projects benefiting the business side, ongoing, fruitful collaboration between IT and business leaders has been rare. Finally, ITs traditional w
41、orking and business relationships with vendors have been spelled out in rigidly detailed service contracts. While the bounded IT organizational model served the enterprise well for many years, over the last decade powerful technology forces have begun diminishing its effectiveness. Cloud-based softw
42、are-as-a-service (SaaS) offerings can now be procured and operated without any assistance from IT. Technology has become an integrated part of business processes, with CIOs assuming leadership roles in strategy development and execution. Importantly, automation is increasingly rendering some traditi
43、onal IT roles and activities obsolete. In the face of disruption at this scale, CIOs looking to transform IT operations and empower technology talent should consider taking one or more of the following steps: Break down functional silos. In many IT organizations, workers are organized in silos by fu
44、nction or skillset. For example, the network engineering silo is distinct from the QA silo, which is, of course, different and distinct from database administrators. In this all-too-familiar construct, each skill group contributes its own expertise to different project phases. Frequently, projects b
45、ecome rigidly sequential and trapped in one speed (slow). This approach encourages “over the wall” engineering, a situation in which team members work locally on immediate tasks without knowing about downstream tasks, teams, or the ultimate objectives of the initiative. Transforming this model begin
46、s by breaking down skillset silos and reorganizing IT workers into multiskill, results-oriented teams focused not on a specific development stepsay, early-stage design or requirementsbut more holistically on delivering desired outcomes. The team, working with product owners, becomes ultimately respo
47、nsible for an initiatives vision, for its design, and for day-to- day decision making. This approach can effectively sidestep the layers of decision rights, council-based sign-offs, and other procedural requirements that routinely kill project momentum. Embrace right-speed IT. 2The speed at which IT
48、 operates should be as fast as possible, while balancing business value, risks, and technical feasibility. Organizations are recognizing that they must be able to support a continuum of speeds in order to dial in the right approach for a specific initiative. These approaches frequently target releas
49、e management, testing, requirements management, and deployment, all areas in which early wins can demonstrate meaningful impact. Automate early and often. Increasingly, IT departments are leveraging DevOps and autonomic platforms to overcome traditional limitations of manual workloads and disjointed
