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Larry Quinlan, Global CIO at Deloitte - 2013 Tech Trends – Elements of postdigital
 

Larry Quinlan, Global CIO at Deloitte - 2013 Tech Trends – Elements of postdigital

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Larry Quinlan, Global CIO at Deloitte spoke at the CIO Event, March 2013

Larry Quinlan, Global CIO at Deloitte spoke at the CIO Event, March 2013

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Larry Quinlan, Global CIO at Deloitte - 2013 Tech Trends – Elements of postdigital Larry Quinlan, Global CIO at Deloitte - 2013 Tech Trends – Elements of postdigital Presentation Transcript

  • Tech Trends 2013Elements of Postdigital Larry Quinlan
  • About Larry Larry Quinlan is a principal at Deloitte. He serves as the Global Chief Information Officer (CIO) and chairs the Global CIO Council. As CIO, Larry is responsible for all facets of technology including strategy, applications, infrastructure, support, and execution. In his role, he also leads the worldwide technology organization. Connect with me on LinkedIn Copyright © 2013 Deloitte Development LLC. All rights reserved. 1
  • About Deloitte Vital Stats: We Serve: Approximately 200,000 people 79% of Fortune Global 500® companies in 154 countries 81% of FG500 consumer business companies 63% of FG500 energy and resources companies Nearly 57,000 people in the U.S. 95% of FG500 banking and securities companies in 87 cities All of the top 10 FG500 pharmaceutical companies $31.3b global revenue. 19 of the 20 countries that comprise the G20 More than $13.0b in the U.S. All of the 23 largest FG500 telecommunications companiesU.S. recognition100 Best Places to Work 100 Best Companies Top 50 Companies Top MBA Employers
  • What does Deloitte do?Deloitte Touche Tohmatsu is a worldwide company founded in 1845 that consists of multiple firms which provide audit,consulting, financial advisory, risk management, and tax services to selected clients.U.S. member firms, Deloitte LLP, have the following subsidiaries: Function-Specific Deloitte LLP Subsidiaries Overview Subsidiaries Deloitte & Touche LLP  Provides the firms traditional accounting and audit services, as well as offerings in risk (AERS) management, security, data quality & integrity and IT control assurance.  Provides consulting services which are organized into the following categories: Deloitte Consulting LLP Enterprise Applications, Technology Integration, Strategy & Operations, Human Capital, and Extended Business Services. Deloitte Financial Advisory  Provides financial advisory services to clients, including dispute, forensics, and Services LLP valuation.  Provides traditional tax advisory services to clients, as well as offerings in tax systems Deloitte Tax LLP and advisory of tax implications on various parts of the business: mergers & acquisitions, ERP package implementation, etc.  Provides internal services such as technology, finance, human resources, marketing, Deloitte Services LP Strategy, Research & Innovation (SR&I), and administrative support.
  • Tech Trends 2013
  • Tech Trends 2013: Elements of PostdigitalDisruptors EnablersOpportunities that can create sustainable positive disruption in IT Technologies in which many CIOs have already invested timecapabilities, business operations, and sometimes even business and effort, but which warrant another look because of newmodels. developments or opportunities. CIO as the Postdigital Catalyst Finding the Face of Your Data The CIO is uniquely positioned to catalyze value from the Fuse people and technology to discover new answers elements of mobile, social, analytics, cloud and cyber in data – and more importantly, new questions Mobile Only (and beyond) Gamification Goes to Work From mobile-first to mobile-only. The enterprise potential of Driving engagement and performance by embedding mobile is greater than today’s smartphone and tablet apps game mechanics in day-to-day business processes Social Reengineering by Design Reinventing the ERP Engine How work gets done is no longer constrained by 19th Revving up data, hardware, deployment and business century platforms model architectures at the core Authors: Stephen Redwood, Chris Heuer Design as a Discipline No Such Thing as Hacker-proof Inherent, pervasive and persistent design opens the path If you build it, they will hack it. How do you deal to enterprise value with that? IPv6 (and this time we mean it) The Business of IT Ubiquitous connected computing is straining the underlying After reengineering and automating the rest of the foundation of the Internet, and it’s not a quick fix business, IT’s children deserve some shoes Copyright © 2013 Deloitte Development LLC. All rights reserved. 5
  • Disruptors
  • CIO as the Postdigital CatalystTech Trends 2013: DisruptorsCIOs as Postdigital catalystThere has likely never been more potential for the CIO to shape business performance andcompetitive stance. CIOs can lead the move to tomorrow – reshaping business as usual, anddriving innovation.What’s different today? Technology Implications“Digitalization” is the rule vs. Skills, methods and toolsthe exception • Agile, responsive planning and prioritization functionInformation is a core enterprise asset at the level • Data into decisions, reports into metrics that matter,of capital and talent from stove-piped processes to service-based capabilitiesRole of the CIO in the C-suite • Enterprise architecture is a serious disciplineNew essential conversations – with the CFO, CEO,CRO, CSO…CMO Where Do You Start? Start having the essential conversations • Seed innovation – have an R&D group explore the Analysts predict that by 2017, the average • postdigital forces chief marketing officer (CMO) will spend • Retool – bring a different mentality about what is possible more on IT than the average CIO. • Prototype – commit to expediting concept developmenthttp://mashable.com/2012/06/20/why-enterprise-social-media-firms-are-being-gobbled-up/ Copyright © 2013 Deloitte Development LLC. All rights reserved. 7
  • CIO as the Postdigital CatalystTech Trends 2013: DisruptorsMobile only (and beyond)The enterprise potential of mobile is greater than today’s smartphoneand tablet apps. Don’t limit your ideas to Mobile First. Think Mobile Only, imagining anuntethered, connected enterprise.What’s different today? Technology ImplicationsDisrupt or be disrupted Embracing mobile onlyNow mobile-only solutions are disrupting the business • Security & privacylandscape and every PERSON can interact when-, where- • Mobile device managementand however • End-user experience is kingNew physical forms meets digital • Mobile center of excellencemobile distributionAugmented reality for tasks, information interaction, Where Do You Start?and environment control No choice but to respond • Go for show, not tell In the 2nd quarter of 2013, the total global • Accelerate your (post)digital strategy install base of smartphones and tablets is • Eat TechCrunch for breakfast predicted to exceed those of PCs. • User down, not system upMary Meeker, KPCB, Internet Trends Report, 2012 Copyright © 2013 Deloitte Development LLC. All rights reserved. 8
  • CIO as the Postdigital CatalystTech Trends 2013: DisruptorsSocial reengineering by designBusinesses are no longer building technologies just to enable interaction – they are nowengineering social platforms for specific context. Social platforms can relieve deephierarchies, command-and control cultures, physical proximity and resource concentration.What’s different today? Technology ImplicationsTechnology, at the pace of human Technology is the beginning of the social journeyinteraction • Social computing and monitoringTechnologies can now be shaped to the way people • Digital content managementnaturally interact • Social platforms and gamificationYes, you can reengineer socialRelieve organizational and process barriers Where Do You Start? Critical steps to an intentional Social Business • Go for show, not tell • Accelerate your (post)digital strategy Barclaycard’s Ring Card is helping to • Eat TechCrunch for breakfast redesign credit cards into a community- • User down, not system up driven social experience.http://www.fastcompany.com/1822714/barclaycards-ring-calls-crowd-build-better Copyright © 2013 Deloitte Development LLC. All rights reserved. 9
  • CIO as the Postdigital CatalystTech Trends 2013: DisruptorsDesign as a disciplineInherent, pervasive and persistent design opens the path to enterprise value. Driven byconsumer experience, intuitiveness and simplicity are moving from IT aspirations toenterprise mandates. Design is not a phase; it’s a way of thinking.What’s different today? Technology ImplicationsFrom interface to engagement Design, in the layers of ITPeople expect technology at work to be at least as • Enterprise-wide digital backbonegood as at home. Design Thinking preserves the • Integration and orchestration • User experience (UX)human element in concept and delivery. • AgileYes, you can reengineer social • PrototypingMake design an inherent part of what you do as acompany Where Do You Start? Acura, Honda and Subaru designed digital Use intent, systematically services and applications in their 2013 • Take a persona-based, user-focused approach • Include solution engineers in each project phase vehicles to match familiar human behaviors • Adopt product marketing and engineering mentalities that minimize the distractions for the driver.² • Choose a business sponsor with simpatico sensitivitieshttp://gigaom.com/2012/09/19/the-challenge-of-the-connected-car-how-to-design-compelling-apps-without-causing-accidents/ Copyright © 2013 Deloitte Development LLC. All rights reserved. 10
  • CIO as the Postdigital CatalystTech Trends 2013: DisruptorsIPv6 (and this time we really mean it)Internet Protocol is the foundation of networking, but we’ve run out of addressable space foraddressable items. While there’s no drop dead date for IPv6,careful and proper adoption willtake time for planning, execution and verification. The time to start is now.What’s different today? Technology ImplicationsInternet of EVERYthing Once you go IPv6…We’re running out of unique identifiers to allow • IP addressing is hard coded in things youve never had to touch –connection to the Internet.. The US Government config and control files, apps, job control language, etc.mandated agencies convert public-facing web to IPv6 • IP Security (IPSec) is native to IPv6 protocol, but it wasn’t alast year. default 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 youll need it in 2-3 years, you should get started NOW IPv6 offers 2128 unique addresses. That’s: • Establish an IPv6 Internet presence for your public-facing sites 340,282,366,920,938,463,463,374,607,431,7 68,211,456 addresses. • Weave this into the product development cycle – things you buy or deploy today should be IPv6-complianthttp://www.potaroo.net/tools/ipv4/index.html Copyright © 2013 Deloitte Development LLC. All rights reserved. 11
  • Enablers
  • Tech Trends 2013 – Enablers Finding the Face of Your Data Fuse 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 particular combination 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 and intuition with machine number-crunching and visualization, companies can answer questions they’ve never answered before. More importantly, they can discover important new questions they didn’t know they could ask. Gamification Goes to Work Driving 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 that drive performance – sometimes in unlikely places. This trend has moved beyond hype and is already demonstrating business value. Gamification in the workplace incorporates social context and location services to motivate and reward desired behaviors in today’s mobile-social world. Reinventing the ERP Engine Revving 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 materials requirement planning (MRP) many times each day? Close the books in a matter of minutes? Optimize delivery routes on-the-fly in response to new orders, traffic or customer preferences? What would it mean 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 r emained fairly constant. That’s now changing. No Such Thing as Hacker-proof If you build it, they will hack it. How do you deal with that? You’ve either been breached – or you soon will be. Your boss knows it, your business knows it, your board knows it, your customers know it, and hackers know it. It’s your job to deal with it. That means changing the way you think about defending yourself. Be more proactive about the threat – and react more 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 ready to isolate and encapsulate intrusions to minimize impact. It’s better to lose a finger than to lose an arm. The Business of IT After reengineering the rest of the business, IT’s children deserve some shoes Fragmented processes and systems can prevent IT from effectively delivering on the changing demands of the business. IT may need to transform its own management systems to keep up. Is this ERP for IT? Maybe someday. Today, CIOs are crafting solutions from industry-leading products and testing business cases at each step. And the potential benefits are worth the investment – not only in driving down costs and better managing risks, but in positioning IT as the business partner in provoking and harvesting disruption in the Postdigital era. Copyright © 2013 Deloitte Development LLC. All rights reserved. 13
  • Tech Trends 2013: Now availableOnline:http://www.deloitte.com/view/en_US/us/Services/consulting/technology-consulting/technology-2013/index.htmApple app store:Deloitte on TechnologyYou can download the report viathe Deloitte On Technology iPadapplication available now at nocost to you in the Apple iTunesApp Store. Connect with me on LinkedIn Copyright © 2013 Deloitte Development LLC. All rights reserved. 14
  • Deloitte Big Bets
  • Big BetsTechnology leadership Mobility Cloud • Investment in Mobility/Pervasive/Security • ShareFile • ~53,000 mobile devices on U.S. network and • Cloud storage/Messaging over 104K globally • Performance Management • Mobile printing • Collaboration • Hotspots • Web conferencing • Pervasive web and videoconferencing • Applications • Global App Store Communications & Social Global initiatives • IM with clients and vendors (federation) • Deloitte Audit • Telephony – inbound and outbound calling • Tax • Digital Experience • Global Client Intelligence (GCI) • Social integration • Worldwide Office Connect • DPN • Shared Services (including security) • Yammer • Design • Intranets • Data analytics © 2013 Deloitte Global Services Limited
  • Key TakeawaysEach of the Deloitte 2013 Technology Trends has significant momentum, potential to make an impact, and warrants timelyconsideration. Forward-thinking organizations should consider developing an explicit strategy in each area – even if that strategyis to wait and see. But whatever you do, don’t get caught unaware or unprepared. Three key trends discussed: 1. CIO as the Postdigital Catalyst Collaboration is increasingly part of what we do—and part of what technology trends require. 2. Mobile Only (and beyond) It may not be enough to give everyone a mobile device—instead, CIOs should work toward selectively achieving true enterprise mobility. 3. No Such Thing as Hacker-proof Move forward boldly, advance your tactics to meet those of the adversary, and contain the risk against your valuable assets. 17 © 2013 Deloitte Global Services Limited
  • This publication contains general information only and is based on the experiences and research of Deloitte practitioners. Deloitte is not, by means ofthis publication, rendering business, financial, investment, or other professional advice or services. This publication is not a substitute for suchprofessional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decisionor taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte, its affili ates, and related entities shallnot be responsible for any loss sustained by any person who relies on this publication.As used in this document, ―Deloitte‖ means Deloitte & Touche LLP and Deloitte Consulting LLP, which are separate subsidiaries 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 notbe available to attest clients under the rules and regulations of public accounting. Copyright © 2013 Deloitte Development LLC. All rights reserved. 18