How do organisations prepare themselves for the next technological revolution? The Deloitte Tech Trends 2014 report gives us some pointers about aspects of our IT work that we need to focus on this year.
Robert Hillard, National Leader, Technology, Deloitte presented on the top 5 major disruptors, and the top 5 major enablers, as well as the core exponentials (over the horizon) which are detailed in the 160 page Digital Trends report. Robert was one of the speakers at Oracle Cloud World on 4th March 2014. Here’s a summary of the report. Download the PDF.
The top disruptor is actually an economic indicator – CIO as venture capitalist, where investment in technology initiatives is driving competition and fuelling innovation.
Second is cognitive analytics, the world of big data (i.e. linked open data), the semantic web is finally coming into its own where machines are starting to do more of the thinking work for us, or rather we are starting to get significant gains out of automated processes. This gives us ready access to information, convenience of interactions and integrations, and raises some privacy questions.
Third is crowdsourcing and gamification where activities are encouraged through scoring and rewards, where the resources of the crowd are supporting economic activity. What is true about successful crowdsourcing, is that there is a value exchange and a human identification, crowdsourcing cannot work without personal recognition and an equal exchange of value between the two parties.
Digital engagement comes fourth, and Australians are leaders in this field. Australians have a great appetite for technology, punching above their weight. Technical tools have matured to become accessible to the mainstream. Technology applications need to strive to meet customer needs before they can become successful. There is the link with customer experience.
Finally, we have wearables, FitBit, Google Glasses, communication devices. These tools take time to become adjusted to suit the individual’s need. They are rarely immediately useful, the user needs to become accustomed to their application before they can be put to work.
Enablers are the part of our business plan that we need to work on to lift our game so that we are able to compete and perform to high standards.
Top of the enablers is another economic factor, debt reversal, or the ability to overcome the cost of technical investment. This has to be done in innovative ways, particularly through experimental development projects, through trial and error, through persistent effort that’s needed to make innovation possible and therefore to reach the rewards that we need to recoup invested effort.
Social activation is second, its a tool that we need to use to harness the potential of the crowd to support and back our organisation. Social media and social networks can be harnessed to drive the recommendation economy.
Cloud orchestration, third, is how we maximise the benefit of the cloud through integration with our organisation. More of our data is appearing in the cloud, how do we integrate that back into our work? A key factor in progressing our technology goals.
In-memory revolution at #4 is where we need to take advantage of the increasing capacity to store data, along with the need to have increasingly more capable systems to manage that data.
In the final and fifth spot we have real time dev ops. Reduce time and labour wastage to drive development efficiency. How can we drive rapid, agile development practices?
Exponentials are the over the horizon factors, items which we are aware of but which are not yet making an impact, though we can predict that they may do so soon.
- Artificial intelligence i.e. predictive tools
- Robotics i.e. autonomous tools and equiment
- Cyber Security i.e. building the security around new technologies
- Additive Manufacturing (i.e. 3-d printing) e.g. car maker asks customer to print own replacement parts.
- Advanced Computing i.e. creating computing tools for the public to access, like cyber lego.