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    Accenture technology-vision-2013 Accenture technology-vision-2013 Presentation Transcript

    • Accenture Technology Vision 2013Every Business Is a Digital Business
    • Contents Accenture Technology Vision 2013ContentsForeword 3Introduction 4Relationships at Scale 6Design for Analytics 18Data Velocity 32Seamless Collaboration 42Software-Defined Networking 52Active Defense 63Beyond the Cloud 77Conclusion 87Research Methodology 90End Notes 91Contacts 972
    • Foreword Accenture Technology Vision 2013ForewordTechnology is intertwined in nearly merely technology. We describe consumers, to further differentiateevery aspect of business today, the important technology trends themselves in the marketplace, and towith information technology fast affecting organizations in both the expand their global footprint.becoming a primary driver of market public and private sectors, and wedifferentiation, business growth, and suggest that these changes signal a We hope that you find the Accentureprofitability. That is why we believe broader transformation in the role Technology Vision insightful as youthat understanding the technology of technology and in the business consider strategies for making yourtrends that are changing the world models that will be required organizations even more relevant in aas we know it extends well beyond for success. digital world. We wish you all the bestthe realm of IT executives—to COOs, in your journey.CMOs, and CEOs. As leaders, it is our We further propose that the timecollective responsibility to grasp the is now for leaders to act, in termsimportance of technology and to use of understanding the power ofit to deliver tangible business results new technologies and having thefor our stakeholders. foresight to adopt them. Around the world, we see organizations usingThe theme of this year’s Accenture the technologies described in the Pierre Nanterme Marty ColeTechnology Vision is Every Business Accenture Technology Vision to adapt Chairman & CEO Group Chief Executive - TechnologyIs a Digital Business, and we see to a rapidly changing environment, Accenture Accentureit as a forecast for business, not to transform their relationships with3
    • Introduction Accenture Technology Vision 2013Every Business Is a Digital BusinessTechnology is changing the gameEnterprises have spent the last our enterprise, but it’s gone further digital efforts will be the key to how report on it, and, most importantly,25 years working to peel away than that. IT has become a driving we innovate and expand act on it.the nonessential pieces of their force, in many situations the driving our business.businesses; focus on the core, force, for how we effectively grow We no longer have to look far foroutsource the rest. But in this our companies. Every industry is There is a higher order of thinking—a examples. Here is Nike using wirelesspush to simplify, many companies now software driven; as such, every digital mindset—that will, we believe, sensors and Web technology tohave relegated IT to “keeping the company must adopt IT as one of separate tomorrow’s most able create a performance-trackinglights on.” Without information its core competencies. By this we organizations from their lesser rivals. system that allows it to create newand technology, a business is blind mean that software is absolutely Accenture observes that increasing services to monitor, and to improvein today’s digital world. You must integral to how we currently run numbers of farsighted organizations and create new training routines forchange the way you think about IT to our businesses as well as how we are recognizing IT as a strategic athletes. There is Ford, using sensormap a clear path forward. reimagine our businesses as the asset with which they can renew data to monitor both how a car world continues to change—how we vital aspects of their operations— operates and the driver’s behavior,Every business is now a redesign and produce things, how we optimizing at least and innovating and seeking to apply analytics todigital business. create and manage new commercial at best. As such, they are investing improve the experience for the transactions, how we begin to in the digital tools, the capabilities, next generation. iThe world has already changed collaborate at unprecedented levels and the skills to more easily identifyaround us, and IT is driving much of internally and with customers and useful data, evaluate it, excerpt it, These companies, and many morethe transformation. IT is a minimum suppliers. In the new world, our analyze it, derive insights from it, like them, clearly see digital asstandard for how we effectively run share it, manage it, comment on it, a strategic imperative—a tool of4
    • Introduction Accenture Technology Vision 2013competitive intent. They aren’t of their toughest problems—and has disrupted retail sectors far of the products themselves andwaiting for new technologies to be greatest opportunities. beyond books and changed the creates new ones; it allows accessdeveloped or to mature before they whole discussion about who “owns” to new consumers; it providesact. Nor should you. As it has always done—as is its IT. Similarly, Airbnb is sparking a the frameworks to create net new charter—our Technology Vision looks transformation in the traditional services. An organization cannot beThe obligation for action is all over the horizon at the emerging hotel business. But ideally, a digital the best in its sector unless itthe more pressing because the developments in technology that mindset will enable enterprises to excels at understanding andtechnologies to transform your should be added to the list of launch preemptive strikes of using technology.business are here and now. They are technologies the enterprise should their own.already good enough. Mobile, cloud, be prepared to take advantage of, Your stakeholders may not yet besocial, virtualization, big data—many from data visualization solutions It is incumbent upon the executive probing into how your top teamof the items continuously listed as and software-defined networks to leadership team to be stewards views IT. But it won’t be long before“hot trends”—are quickly becoming moving-target-defense security of this new mindset. They must they do.part of the current generation of systems. Just as importantly, though, recognize that it’s no longer possibletechnology; they are well past the this year’s report communicates why to separate “the technology”point where they should be areas every organization has to adopt a from “the business”; the two areof exploration and experimentation digital mindset. At the very least, it too tightly intertwined. IT helpsand are quickly becoming the tools is necessary in order to anticipate redesign the company’s productswith which companies can craft fast, and respond to ongoing technology- and supports its processes; it drivescost-effective solutions to some driven disruptions. Amazon.com its supply chains; it becomes part 5
    • Accenture Technology Vision 2013Relationships at ScaleMoving beyond transactionsto digital relationships
    • Trend 1. Relationships at Scale Accenture Technology Vision 2013Relationships at ScaleBusinesses need to rethink their digital strategies to move beyond e-commerce and marketing. Althoughmobile technology, social networks, and context-based services have increased the number of digitalconnections with consumers, most companies are still just creating more detailed views of consumers,consumer attributes, and transactions. Individually, these connections may represent new types of userexperiences, even new sets of sales channels—but that’s not the real opportunity. Taken in aggregate,digital represents a key new approach to consumer engagement and loyalty: companies can managerelationships with consumers at scale. It is time for businesses to return and with the introduction of IT. their attention to their relationships Handcraftsmanship was replaced by with consumers. Business mass production. Advice delivered success has always been built on over the counter was replaced by relationships and on the relevance global call centers. A human face of products and services to buyers’ making a sale was often replaced by needs. Just a few generations ago, a Web page. consumers were often friends—and certainly neighbors—of the local That might imply that a growing grocer, pharmacist, and everyone else distance between companies and who provided the things consumers consumers is inevitable—and over the needed. But that model changed last few decades, many consumers with large-scale industrialization might agree that they have been 7
    • Trend 1. Relationships at Scale Accenture Technology Vision 2013treated with greater indifference and Specifically, enterprises are “ Consumers are more than cookie file orfar less personal attention. customizing the experience for every interaction they have with faceless digitalYet now, the opposite is true: consumers regardless of the channel. transactions, more than atechnology is finally at a point This mass personalization includeswhere buyers can be treated like not only the interactions that a transaction history or a demographicindividuals again. Consumers companies have with consumers but profile; they’re real people with real ”are more than faceless digital the interactions that consumers have differences.transactions, more than a cookie with each other. The potential payofffile or a transaction history or is two-pronged: a relationship witha demographic profile; they’re the consumer your competitors don’treal people with real differences. have and a differentiated brand. from those insights; by maintaining shoppers are in the store, offersCompanies now have rich channels integrated communications across can be personalized in such a waythrough which to communicate with both physical and virtual channels, to provide not just a digital offerconsumers in a much more personal enterprises can use insight from but an offer that is relevant toway. Farsighted organizations are Learning more than digital channels to improve service what shoppers are looking at in theseeing a golden opportunity to use ever before in in-store situations as well. physical store at that moment.mobile communications channels, For instance, Catalina, a globalsocial media, and context-based Businesses now have new ways to marketing company, is using These digital interactions allowservices to create truly personal learn about consumers based on consumers’ in-store location, companies to capture, measure,relationships with consumers—but increasingly digital interactions, determined by the product QR codes analyze, and exploit socialdigital relationships this time—and to whether through e-mail, social they scan, along with consumers’ interactions in new ways. Byleverage those relationships to drive media, Web pages, online chat, profiles to generate offers as simply being digital in nature, therevenue growth. mobile apps, or tweets. And it’s not they shop for groceries.i With the interactions allow enterprises to just online interactions that benefit understanding of exactly where actually measure the results of8
    • Trend 1. Relationships at Scale Accenture Technology Vision 2013their sales and marketing efforts, past transactions to inform current Consumers aren’t just they’re travel guides. And, thanks toscaling them when they succeed and conversations, using context to move buyers any longer mobility, they can do it where theyscotching them when they fail. from transactions to interactions, want, when they want. and ultimately using their consumer Key to making this transition isUsing analytics can also establish insight to infuse the interactions understanding that consumers aren’t The Cleveland Indians, a Majordeeper consumer insights, with greater engagement and just buyers anymore—they’ve evolved League baseball team, is activelyallowing companies to create more intimacy. into connected consumers. They’re working to use its relationshipscompelling user experiences. This connected to social networks. They’re with its most avid fans to create aconcept of mass personalization connected to like-minded consumers. group of evangelists to promote the iienables businesses to customize They’re connected to brands. That team. The Indians’ Social Media Clubevery interaction. Essentially, means they also have the potential incents fans to create a buzz aboutthey can begin to establish a to be your advertisers. That’s a the team through a myriad of socialrelationship with consumers, using powerful constituency to tap into. channels, from Facebook to Tumblr. More than just pointing fans to social Thanks to social media, consumers forums, they are actively incenting have more opportunities than ever them to participate, offering ticket “ Using analytics canallowing companies before to express likes, dislikes, and discounts and, for active posters, also establish deeper recommendations. They aren’t simply chances to be invited to a special purchasing a product or service— Social Suite in the ballpark and to consumer insights, they are doing a lot more. On Yelp, share their comments about the to create more compelling user they’re detractors or cheerleaders. game. ” experiences. On delivery.com and Menuism, they’re reviewers and advertisers. On This paradigm brings immediacy to Spotify, they’re DJs offering music social conversation—consumers have recommendations. On TripAdvisor, the ability to bring friends together 9
    • Trend 1. Relationships at Scale Accenture Technology Vision 2013to share experiences and to report on experience to be highly personalized. family, above all other forms networks are public, companies have iiithose experiences. These technologies They expect to be given the ability of advertising. an unprecedented opportunity tohave permanently altered the ways in to get pertinent, contextual track what people are saying aboutwhich consumers share information, information that relates to their Even watching TV is changing. them. More important, they havecollaborate, interact, entertain lives, their friends, their needs, Accenture research shows that the opportunity to use these newthemselves, inform themselves, and and their pursuits. And because more than 40 percent of consumers attitudes and technologies to createmaintain awareness of events around the experience is personalized it’s are showing increasing “second relationships, which will result inthem. Enterprises need to recognize also more powerful. Ninety-two screen” habits, using a smartphone customer acquisition and, for currentthe change and begin to harness it. percent of consumers globally say or tablet while watching TV such customers, repeat sales. they trust earned media, such as that they are accessing multipleAll of this contributes to a new word-of-mouth endorsements or streams of information at the samestandard among consumers: recommendations from friends and time.iv This could mean tweeting on Moving the mindsetthey expect the mobile and social a smartphone while watching a TV drama or viewing players’ statistics from transactions to while watching sports. For the 2011– relationships 2012 season, the National Hockey The goal is to use insight to League deployed an online game to change communication with be played while watching the Stanley consumers from transactions to Cup finals; fans won points by interactions to an unprecedented correctly predicting outcomes on the level of relationship and loyalty— ice, like the result of a face-off. the equivalent of frequent-flier programs on steroids. The problem Based on these new behaviors, is that, until now, most enterprises businesses face several related have viewed online channels opportunities: Because many of these primarily as a way to reduce costs,10
    • Trend 1. Relationships at Scale Accenture Technology Vision 2013not improve relationships. It’s time relevant offers, and respondto shift that mindset. to concerns.Consumers are already having It’s time for enterprises to reimagine “ It’s time for enterprises to reimagine ”conversations about enterprises their consumer engagement their consumer engagement strategy.among themselves. Fueled by every strategy. Too many are still stuck innew consumer service and every the days of ads and focus groups.new user experience, consumer When they want to communicatebehaviors have changed far faster to consumers, they broadcast athan businesses. Facebook, eBay, message through their marketingYelp, Foursquare, and many other channels, and when they need to engagement strategy is not based down the internal barriers thatcompanies in effect continue to hear back, they bring together a solely on technology. segment consumer interactionstrain huge segments of consumers representative group from which by channel in order to create ato communicate among themselves, they can extrapolate insights. Today, That new consumer-engagement unified consumer strategy acrossoutside the purview of businesses, the channels are increasing (think strategy will require aggregated all channels. Siloed approachescoming back to a business site YouTube, Twitter, customer service insight across applications so that erode the value of integratedonly to conduct final transactions. chat) and consumer insight can each channel feeds information customer interactions. Burberry,Companies may not be able to, and come from a much wider sample of into a holistic view of consumers. for example, jointly developed anfrankly shouldn’t, take complete consumer and information sources: That means more collaboration application with SAP that placescontrol of the conversations their the Web, mobile technology, social- across sales and marketing and all the consumer informationconsumers are having in these new media sites, and others. But it’s across digital and physical sales Burberry has from its separateelectronic storefronts and plazas. important to remember in this channels, and even the ability to customer channels in the hand of vBut they do need to figure out how scenario that technology is only a track and acquire information its sales associates. In the store,to become participants, react with tool. Reimagining a consumer beyond the business’s own they can use an iPad to access a channels. Businesses should break shopper’s profile that pulls together 11
    • Trend 1. Relationships at Scale Accenture Technology Vision 2013 “Savvy companies understand thatto create contact details, transactional That may depend on circumstances history, lifetime spending statistics, as varied as demographics or different recommendations based on proximity to a buying decision; purchases, and social-media one customer may prefer a digital channels represent opportunities comments regarding the brand. interaction whereas another may different experiences that truly leverage each prefer to speak to a live customer- channel. Having a portfolio of channels createsAn omnichannel service agent. Unfortunately, the opportunity to give a consumer the rightrelationship strategy businesses can’t automatically ” replace some channels in favor interaction at the right time.Jettison the idea of a single of others; they must allow thesubgroup within the enterprise that consumer to choose from among ais responsible for the entire “digital” portfolio of channels, depending on That said, every challenge reveals an represent opportunities to createchannel. Instead, the enterprise must the consumer’s needs at any given opportunity. These new channels— different experiences that trulyfigure out how all the groups will time. whether through mobile apps leverage each channel. Having awork in concert. Each group should on smartphones, through social- portfolio of channels creates thework together toward an overarching, For example, Virgin America is networking capabilities such as opportunity to give a consumer theomnichannel relationship strategy, offering customer service through Pinterest, or through corporate right interaction at the right time.one that promotes collaboration and Twitter and Facebook. Customer websites—allow new ways ofsharing among channels to manage support monitors tweets and communicating with the consumer Consider the way a retailer interactsrelationships with consumers in an Facebook posts to the airline for that help increase the quality and with a customer: a discount deliveredongoing fashion. indications that someone needs help, utility of interactions. It’s not a in an e-mail is often considered allowing consumers to make simple question of replacing channels or “spam,” while that same discountEnterprises must find out how requests, like reserving a wheelchair even weaving them all together into delivered as a consumer scans aand where consumers are most for a flight, without waiting on hold a single interface. Savvy companies product QR code is just good service.comfortable interacting with them. for a call center rep.vi understand that different channels Understanding how, when, and12
    • Trend 1. Relationships at Scale Accenture Technology Vision 2013 was displayed, starting at 99 percent don’t. Better insight into customer and ticking down by 1 percent every preferences allows businesses to second until the consumer entered iterate product development faster, the Meat Pack store. When a discount to scale up production or kill a was redeemed, the person’s Facebook feature or a service before too much status automatically changed to is invested. They can build future inform the world. business cases on a more substantial and substantiated information base. Similarly, businesses will have to disrupt the mindset that says Higher customer satisfaction “relationships” equate to “marketing.” equates to repeat customerswhere businesses should contact a variety of new capabilities beyond This means that IT must forge close and higher revenue throughconsumers can create a brand social media (such as analytics links with other groups that touch increased volumes and loweredconnection that rivals the face-to- and mobile technology) in order to consumers and reach out to business cost of customer acquisition. Butface relationship associated with the reboot efforts to engage consumers units, such as product development, companies also gain from a bettersmall-town general store. in ways perhaps imagined but that manage interactions with other understanding of consumers. The not implemented. For example, communities. deeper the relationship with theAt the same time, businesses Guatemalan shoe store Meat Pack customer, the more reliable theshould recognize that social and looked to mobile interactions to Insight leads to metrics the customer provides.mobile are not just a set of new pinch customers from competitors vii increased consumer Again, it’s the difference betweenchannels for pushing information through a mobile app called Hijack. the vagueness of a focus group andto consumers. It’s about changing When potential customers entered a satisfaction the specificity of actual consumerthe channel’s function from push— rival’s store, they were detected using With deeper interaction, businesses behavior—the importance of trackingads, for example—to services and the app and offered a promotion at can more quickly understand what what consumers do, not whatvalue. Businesses must coalesce on Meat Pack. A discount countdown consumers like—and what they they say. 13
    • Trend 1. Relationships at Scale Accenture Technology Vision 2013Your 100-day plan With consumers changing their about the consumer from the attitudes about sharing and communications channels he uses toIn 100 days, refresh the mindset of your consumer accessing information and becoming better understand his behavior andchannels to move beyond transactions to, in addition, willing to be more transparent, needs. Consumers newly accustomeddrive consumer interactions and relationships. forward-thinking enterprises are to accessing account information realizing that they can benefit in corporate databases to transact• Catalog your consumer interactions, tools, and channels. from an unprecedented granular and interact have ratcheted up their view of consumers—not just what expectations about how businesses• Educate your internal teams on the tools and channels they bought, but when, and where, will communicate and respond. But currently available. and what they were doing before companies now have the ability to and while they made the purchase make the consumer feel special, to• Determine the questions to be answered to create a decision. Businesses can do this by increase engagement, and to develop holistic view of your customer. taking advantage of internal data intimacy, as never before. sources (that is, instrumentation and• Identify metrics for tracking the success of your social quantification of decision making and communication channels in terms of a consumer captured by their own software) relationship. and external data sources (such as social-media sites and information• Begin “social listening” to build momentum toward your gathered by resellers and partners). larger strategy. The goal, to use a term that may• Propagate current tools and channels across business sound contradictory, is mass units where applicable. personalization—using technology to provide resort service at a motel cost. That is, using what you know14
    • Trend 1. Relationships at Scale Accenture Technology Vision 2013A new level of richer the data collected becomes. This time next year Companies can boost the qualitycustomer intimacy of data in much the same way In 365 days, reimagine your consumer strategy acrossCompanies that embark on this that night-vision goggles amplify the enterprise as a consumer-relationship strategy andvoyage of mass personalization can available vision: to shine a light on create the cross-organizational ties to drive it.expect a variety of new benefits. data and behaviors, already present, • Create a cross-functional team responsible for reviewing, Because shoppers can move— but previously undetected. updating, and improving your consumer-relationship quickly and entirely digitally—from strategy.awareness to recommendation A new level of intimacy withto purchase after interacting on consumers is now possible. But • Standardize your methodology around how consumer blogs, Twitter, Yelp, and other social effectively scaling meaningful interactions are shared throughout the organization.sources, it’s actually possible to relationships represents a real • Redesign your organization’s communication-channel compress the sales cycle. Offering change in the way companies strategy in light of the holistic consumer-relationship on-the-spot promotions through need to approach their consumer strategy.digital channels also potentially strategies. This shift is beingincreases impulse purchases. enabled by technology; however, • Establish an environment to test and then deploy Providers that are better at implementing it will require a new, technologies that will support your consumer- controlling that experience will unified approach across IT and the relationship strategy.benefit by lowering the costs of business. Now is the time to take • Review your metrics and data to improve your consumer sales and marketing and generating the next step. The customers are out interactions and update your consumer-relationship greater sales volumes. there; it’s time for the enterprise to strategy. get to know them.Personalization also creates avirtuous loop. The more youpersonalize the experience, the 15
    • Trend 1. Relationships at Scale Accenture Technology Vision 2013Sidebar: Gauging the Value of TrustDuring its bankruptcy proceedings The bookseller’s readiness to tell data, accountability, and the benefits to extract insights from it. Forin 2011, Borders, the bookstore customers how their data could of letting corporations use one’s their part, individuals are far morechain, won judicial approval to sell potentially be used and, crucially, data—and we spelled out practical sensitive about the use of their data,its intellectual property, including to give them a choice in the steps that would help companies even though more and more data isa customer database, to Barnes & matter shows how companies and move toward operating models sought from them and more isNoble. The issue at stake: shoppers’ consumers may interact in the future based on trust. Even before the given by them, both willinglydata privacy.i on issues of privacy. It’s also a prime age of social media and big data, and unwittingly. example of the mobility of data our recommendations were clear:Anticipating privacy concerns, these days—and a good indicator of companies must seek ways to use In general, individuals are moreBorders’ lawyers persuaded the court the importance of establishing, let knowledge about their customers likely to think in terms of what’s into appoint an independent third alone maintaining, accountability for to provide better services to them, it for them if they give out personalparty to consider the privacy impact such data. doing so in ways that increase trust, data. “When you put informationon the 48 million Borders customers not suspicion. about yourself out there, that’s awhose personal information would A decade ago, Accenture asked transaction,” Margaret Stewart,be transferred with the sale of the whether enterprises could Ten years on, plenty has changed: Facebook’s director of productintellectual property. In the end, the differentiate themselves based on the entities collecting information design, told Fast Company recently.customers were given the chance to consumer trust.ii We flagged five are savvier than ever about data, and “But you need to feel that you’reopt out of the transfer. dimensions of trust—safekeeping of they have more channels through getting something back in return. personal information, control over which to gather it (think “big data”) When we start to provide things the data, personal access to one’s and more powerful tools with which16
    • Trend 1. Relationships at Scale Accenture Technology Vision 2013that feel valuable to people, it will they grasp the notion that they respect, thinking of trust as anmake that transaction make sense.” need to go beyond just collecting iii economic asset is not different from information about consumers. how a bank views and manages itsAccenture’s recommendations for The company that can build a customers’ accounts.businesses are even more relevant reputation for providing valuabletoday, and the stakes have gotten services while using consumers’ Of course, a critical aspect of trusthigher—with consumers’ greater personal data in trustworthy building is the assurance that allsensitivity being just one of the ways will have a big advantage of the business partners in anfactors in play. Accenture believes over competitors. Its brand will be organization’s value chain abide bythat a vital component is still more valuable, it will have more the same high principles. If a personmissing from the privacy debate: opportunities to attract and retain using a supposedly trust-baseda proactive business perspective lifetime customers, and it can solution is suddenly deluged withfocused not just on compliance become a preferred partner in a unwanted phone calls and e-mailwith laws that protect privacy but larger value chain of goods from related companies, you canalso on the notion that companies and services. bet that’s a customer lost forever.can generate business value byearning consumer trust. Implicit in this idea is the belief that trust has an economic valueTo date, few businesses and, as such, can be used to winconvincingly demonstrate that competitive advantage. In that 17
    • Trend 1. Relationships at scale Accenture Technology Vision 2013 Design for Analytics Formulate the questions, and design for the answers 18
    • Trend 2. Design for Analytics Accenture Technology Vision 2013Design for AnalyticsBusiness intelligence. Data analytics. Big data. Companies are no longer suffering from a lack of data;they’re suffering from a lack of the right data. Business leaders need the right data in order to effectivelydefine the strategic direction of the enterprise. The current generation of software was designed forfunctionality. The next generation must be designed for analytics as well. Predicting the future isn’t difficult. unstructured data from previously Predicting the future with some unplumbed sources (such as social degree of accuracy is. Businesses are media, call center transcripts, and under the impression that the more e-mail). They are working under data they have, the easier it will be the assumption that “more data” is to predict the future and thus secure equivalent to “better data.” They are competitive advantage. only partially correct. Collecting more data points makes The problem is no longer the it easier to discern trends, patterns, absence of enough data. In fact, opportunities, and competitive enterprises are now being flooded advantage. That’s one of the reasons with new data, big-data tools companies are focusing so heavily mine countless new unstructured- on big data and the ability to utilize data sources, social media now 19
    • Trend 2. Design for Analytics Accenture Technology Vision 2013provide unprecedented information for the application to do its job. If capture more of it where they can. help the company achieve its mostabout consumers, and sensors and an e-commerce application needs But generally they have not done this basic goals. With every data gap,embedded devices expand the ability to know what device a consumer with any specific question in mind. enterprises miss an opportunity toto gather data into areas where is connecting from in order to make better decisions or improvecomputing power has never been authenticate the consumer, it So, when this data is repurposed how they run their business. To movebefore. The problem now becomes captures that information; if the as an input to make strategic forward, to answer the question, youthe absence of the right data. application doesn’t need to know, decisions—such as entering a new have to adopt a data-first strategy and knowing doesn’t support the market or pricing a new service— and plug the data gaps.The IT world we live in today revolves user experience, it doesn’t. Most glaring information gaps oftenaround software applications. companies have also taken the next arise. The goal isn’t to amass data. Plugging these data gaps—that is,Businesses have developed data step—for example, they recognize It’s about enabling the business getting the right data—requiresmodels to support application that consumer information is to answer a question, to create a fundamental shift in designfunctionality, which is necessary valuable for future insight, so they insight, and to use that insight to philosophy for how new applications “ The now being flooded with new data,of enoughtools mine countless new are problem is no longer the absence big-data data. In fact, enterprises unstructured-data sources, social media now provide unprecedented information about consumers, and sensors and embedded devices expand the ability to gather data into areas where computing power has never been ” before. The problem now becomes the absence of the right data.20
    • Trend 2. Design for Analytics Accenture Technology Vision 2013are built and existing applications To get the right data, you have to The result is the first stage of a dataare configured, instrumented, and design applications to explicitly supply chain, where applicationsupdated. Applications still must capture the specific data needed, serve not only their users butmeet users’ functionality needs, update user interfaces to get also the business as it looks tobut applications now must also be new pieces of data, and add applications’ data for answers to thedesigned to specifically produce data data collection as a new set of questions most important tothat answers more of an enterprise’s requirements within the software the business.questions. Technology is no longer procurement process. Thesethe barrier. The barrier is strategic capabilities become a piece of thebusiness foresight to formulate upfront processes for how you lay the questions. out road maps for your systems, not something that is added on after the fact. 21
    • Trend 2. Design for Analytics Accenture Technology Vision 2013The minimum What transpired before it happened?mindset: data as a What transpired afterward? It couldstrategic asset be a purchasing scenario that reveals the associated items that customersBusinesses have the right idea: buy. But it could also be a faileddata is a strategic asset. Data (good online purchase. Did someone get adata) makes you smarter. A recent coupon from Starbucks but go nextstudy of 179 companies, led by an door to Dunkin Donuts anyway?economist at the MIT Sloan Schoolof Management, suggests that The desire to get these answerscompanies that adopted “data- is why companies are investingdriven decision-making” have so heavily in big data, business Quantifying the tick. They must step out of the boxproductivity levels 5 to 6 percent intelligence, and reporting tools. world around us and formulate the right questionshigher than can be explained by The fact that they are still investing that will help the business makeother factors, including investment means that they haven’t yet found When enterprises don’t have access strategic decisions. The data that’sin technology.i the solution, even though so much to the right data, they need to start necessary will become evident. The technology is available. looking differently at how they challenge, then, will be figuring outSavvy companies are working to go about getting data. Companies not only how to collect it, but, indiscern more about transactions Companies need to start looking can’t rely solely on the limited many cases, how to create it.and events than ever before. for the solution to the problem a universe of data that they alreadyThey’re looking for context and different way. have. The focus now needs to Many software vendors are alreadyways to make the insights they shift to quantifying the enterprise: starting to make it easier forgain actionable. They’re trying to capturing the actions, interactions, enterprises to tackle this challenge.understand not only what happened and attributes of the employees and Third parties are increasinglybut why. And, when did it happen? processes that make an enterprise creating APIs to allow data to22
    • Trend 2. Design for Analytics Accenture Technology Vision 2013 and their ultimate score but also The companies that have already“ Whenthey need todon’t have access to the right their keystrokes, how long it took defined their top-level strategic enterprises them to answer individual questions, questions are striking first. and if they stopped in the middle of Many companies in logistics, data, start looking differently at an assignment or question. “Were transportation, and energy, for how they go about getting data. Companies physically collecting thousands of instance, have already clearly defined can’t rely solely on the limited universe of data data points per student per day,” said their need to track the movement of ” that they already have. founder and CEO Jose Ferreira. iii goods and the usage of power. Companies are also looking to the UPS has developed a system of blossoming of sensor technology in-vehicle sensors and handheld be more easily extracted from help improve its recommendations to fill data gaps as they arise. This computers to track information not software products, including engine, Netflix tracks how customers technology represents a way to only about its shipments but also packaged software applications. interact with on-demand film create and collect information from about its trucks’ movements. This This further puts the onus on downloads. It looks at metrics physical environments and devices is what helped it determine that companies to figure out what such as when customers pause the that today represent blind spots in a making left turns slowed deliveries data they should be gathering movie and what scenes they watch company’s data portfolio. Research and increased fuel costs as a result from their systems to answer the over again.ii In another example, to company Strategy Analytics predicts of idling; it used the information company’s broader questions. continuously improve the quality that cellular machine-to-machine to create routes that minimized and effectiveness of its online class (M2M) connections necessary to left turns, saving the company 9 v Companies are also increasingly materials, Knewton incorporates the transport the data from distributed million gallons of gas annually. In adding instrumentation to their ability to track specific data about sensors to the data center will grow addition, knowing when trucks are custom applications, designing them how students use its software. It from 277 million in 2012 to 2.5 going to reach their destinations to collect and report transactions, tracks not only how long it takes billion by 2020.iv helps UPS’s employees ensure that activities, or logs. For instance, to students to complete an assignment there are sufficient resources to load 23
    • Trend 2. Design for Analytics Accenture Technology Vision 2013 and unload them. Knowing where the wireless information network the quantification of the consumer. and transmit information, primarily shipments are in transit (and sharing enhances well efficiency and reduces Facebook has ingrained a propensity in the personal-fitness space. The that information on a website) aids operating costs because workers no for people to share their likes and Nike+ FuelBand collects data about customer service. longer have to physically visit each dislikes. Businesses have known calories burned, for example, and well to collect operating data and for years that customers prefer FitBit collects data regarding users’ In the energy industry, Shell joint reconfigure the system. This also recommendations from known sleep patterns. Personal fitness venture Petroleum Development contributes to personnel safety. sources. The ability to cultivate and and social media also overlap on Oman (PDO) has deployed a wireless harvest customer information for websites where people track their system in its oil field. It is currentlyQuantifying the sales, marketing, and advertising diets. A lot of consumer data exists wiring 5,000 wells, which technicians consumer represents a rich opportunity to grab today, but companies need to remotely monitor and manage, to some of the data that they need in determine the right data for them provide real-time communication To date, of course, the ripest area order to resolve questions about and then start processes to acquire vi and control. According to PDO, for the collection of data has been their consumers that have long been that data. left unanswered.“ The ability tofor sales, marketing, and Websites already have multiple cultivate and harvest customer The aggregation of social and mobile capabilities for tracking activity, but capabilities through applications sometimes what is needed can be information such as Waze (a crowd-sourced gleaned by simply asking customers advertising represents a rich opportunity to navigation app) and Yelp (online and prospects for input. However, grab some of the data that they [businesses] consumer reviews) has heightened it’s important to note that often it’s the ability for consumers to quantify better to track actual activity than need in order to resolve questions about themselves. But there’s also been to poll—there’s typically a delta their consumers that have long been left an associated increase in personal between what people say they want ” unanswered. electronic and medical devices, and what people actually want. beyond smartphones, that collect 24
    • Trend 2. Design for Analytics Accenture Technology Vision 2013Businesses also have a newfound What do these examples portend? into new products (think insights) Once you’ve designed for analytics,ability to utilize pieces of data that Opportunities for consumer data as you look at different pieces of how do you actually conductthey may already possess but that feeds are everywhere. You just need data in aggregate. Just as important, the analytics? Analytics havepreviously hasn’t been easily usable: to form the right questions for your companies should be able to feed always been a challenge, butunstructured data represented by business and start strategically information back to their suppliers partially because businesses havefree text in e-mail, tweets, and other quantifying the world around you. in order to help them incrementally often conducted the process inmedia; audio files from call center improve the latter’s data collection— an exploratory fashion—they’veconversations; and video from sites just as an auto manufacturer must collected available data and thenwhere customers interact Creating a data report component failures back to analyzed it, rather than assiduouslywith products. supply chain suppliers in order to improve quality. determining what data will aid their business strategy and then ensuringFinally, consider the availability of It’s time to start treating your data Once you identify the data supply that the right data is collected toinformation that’s been collected less as a warehouse and more as a chain, how do you harness it? analyze. They can derive increasedby others for integration into your supply chain. Having identified youranalysis. This could come from a sources of data, you must corralvariety of sources—service providers, it for analysis, in the same waysocial networks, search engines, even that the various components of anvendor software already running automobile from multiple suppliersin your data centers. For instance, come together on an assembly line.Intellicorp has developed a software Recognize that the data won’t beproduct that can analyze changes static; it will be manipulated aswithin SAP ERP applications; it sells it goes through the supply chain,the product to SAP customers for added to other pieces of data,data-management and data-life- updated as more recent data comescycle uses. along, and sometimes transformed 25
    • Trend 2. Design for Analytics Accenture Technology Vision 2013value by collecting data with the working, but they do see that they’re Foresight: specific questions they are tryingreal end purpose in mind. The result: relying more on electric power, establishing a to answer; many will not be ablebetter data, which equals which delivers higher levels of to, and fewer still will have thosebetter insight. customer satisfaction. feedback loop questions documented and feeding for insight into teams to answer them. ThoughFord Motor Company research In a short time, savvy businesses obvious on the surface, this tasklogically deduced that the customers can create a virtuous feedback loop What will the feedback loop look should not be underestimated. It isof its hybrid vehicles preferred using that allows them to collect, analyze, like when software is designed for not trivial. And it is not somethingelectric power as much as possible. and respond in an increasingly analytics? It starts with setting goals for which most companies have aHowever, the system was originally agile manner, and then revisit their and creating questions that need formal process. They need todesigned to deploy electric power questions on a periodic basis in to be answered. Ask the leaders of create one.based on other parameters, such as order to continuously assess new organizations within your enterpriseamount of battery power remaining. data in the context of changing if they can clearly articulate the keyBut Ford developed an algorithm business conditions and strategies.using data from the cars’ built-in This will require the integratedGPS systems to track when drivers involvement of IT with the business, “ What softwarefeedback loopfor analytics?were close to home or frequently because IT may need to tweak data will the look like viivisited locations close to home. collection mechanisms, includingKnowing that the vehicles were user interfaces, on mobile apps andmore likely to be within the range enterprise applications in order to when is designedof a battery charge, the engineers acquire additional data points. It starts with setting goals and creating ”were able to adjust the powertrain questions that need to be answered.controls to rely more on electricitythan on gasoline in those scenarios.Customers don’t see the algorithm26
    • Trend 2. Design for Analytics Accenture Technology Vision 2013 harvesting obvious to the user yet driven or at least to work with them “ You will need to your software data unobtrusive. As part of an update to to provide the required data. Procter to distribute the its online marketplace, eBay posts & Gamble and Walmart actively requirements development photographs of merchandise to share supply chain information with users, Pinterest style, based on data each other to help reduce inventories team, of course, but also begin working with derived from previous purchases, while increasing sales by focusing on your partners and software vendors so that previous searches, and stated rapidly changing customer demands. ix ” they can begin to collect data as well. interests. A better user interface, yes, but this design also gives eBay Businesses must also think about the ability to get deeper insight into how they can maximize the its users not only by simply asking availability of data sources. LookWith a process in place, you then Then you are ready to close the them for their preferences but also at currently packaged softwareneed to align the questions with loop. To whom will the information by looking at how they interact with applications or SaaS applications viiidata requirements and disseminate be distributed so that it can be the pictures shown to them. for how they can be reconfigured orthose requirements accordingly. acted upon? Designing the process how APIs can be utilized to supplyYou will need to distribute the data so that information flows into the Developers must use design data. In existing applications, thinkrequirements to your software organization is equally important. methodologies that allow rapid about how the interface can bedevelopment team, of course, but testing, updating, and reconfiguring. updated for better data gathering—also work with your partners and The cultural shift to an insight- In that way, businesses can for instance, adding new entrysoftware vendors so that they can driven business will also require determine which methods work points to accommodate inputsbegin to collect data as well. Finally, different thinking about personnel best in acquiring the strongest data. about seasonal needs or short-termthink about other sources of data and partners. Corporate developers Businesses will also have to rethink promotions. In new applications,you want to incorporate for analysis. will need to focus on incorporating their relationships with partner designing for data capture should methods of data harvesting into user organizations in order to persuade carry as much weight as the initial interface designs, making the data them to become equally insight- application requirements. 27
    • Trend 2. Design for Analytics Accenture Technology Vision 2013Changing a looking for ways to collect better Your 100-day plancorporate culture data, more data, fresher data. It’s not just the software that In 100 days, define the key strategic questions for theDesigning for analytics is about should be refreshed to collect data business and the data needed to answer them.more than simply adding a few and conduct analytics—it’s thedata requirements to a software employees, too.development cycle or an RFP; it is • Update or build your data catalog, identifying what data the next step in transforming the By deploying these capabilities, you have.enterprise culture to become insight- businesses will move themselvesdriven. It’s about blurring the lines closer to the goal of being • Determine your in-flight analytics projects and what between business functions (as the completely insight-driven, of questions these projects are trying to answer.consumers of business data) and IT being the kind of company that(as the purveyors of data) to make systematically uses data at all levels • Prioritize the existing strategic questions your both more effective. of the organization to become organization is working on. smarter and more successful. It’sPushing these ideas, many time to take the next step. It’s time • Begin to catalog new data sources (internal and external) enterprises will go so far as to to evolve applications and products needed to fill in critical missing data elements.create a prominent new role in beyond just user functionalitythe organization, a chief data and make them actively feed your • Tap the new data sources where they fill identified data officer, a data champion whose analytics. Give the business not just gaps.responsibilities encompass the data, but the right data.collection, prioritization, distribution, • Define the required skills and experience needed to create and analysis of data. But, with or data champions across the organization.without a data champion, eachemployee must be tasked with28
    • Trend 2. Design for Analytics Accenture Technology Vision 2013This time next yearIn 365 days, establish your data supply chain across theenterprise, quantifying the world around you to addressstrategic gaps.• Create data champions across the organization, for example, a chief data officer.• Work across the organization to determine and prioritize your future strategic questions.• Look at your data catalog and determine the long-term gaps.• Fill these gaps in the data catalog—purchase data, develop new APIs, and ask your partners.• Embed new data requirements into software road maps and procurement plans.• Begin designing software to capture new data within custom development and software update cycles.• Develop a data creation strategy to attain data through the setup of new data sources: M2M, new software, and data creation from partners.• Put the data cycle in motion, revisiting data needs as new strategic questions arise. 29
    • Trend 2. Design for Analytics Accenture Technology Vision 2013Sidebar: Why the Business Now Needs to CareAbout APIsIn earlier times, applications (and APIs—the “glue” that connects The beauty of APIs is that they data and services to meettheir data) didn’t really travel far in apps with business processes and uncouple the “front end” service— business goals.the enterprise. Applications were with each other—have typically the business access—from the ITspecific to jobs, and the data they been a fairly low-level concern for mechanisms that support it. As user The benefit of discrete APIproduced remained locked inside, programmers and architects. But with groups and use cases change, access management is that it keepsrarely fulfilling its true potential for the business’s increasing reliance on and management-policy updates complexity under control. Specifically,the enterprise. Data on consumer data and services—both public and don’t affect IT implementation, and the API management solutionssegments used by the marketing private—and the growing reuse of vice versa: APIs can provide self- now offered by providers such asgroup would rarely have been sought those building blocks, APIs are rapidly serve access for developers—internal, Apigee, Layer 7 Technologies, andby engineering or manufacturing, say, becoming a strategic concern. For partner, and independent third party— Mashery make it possible to organize,or even offered to external parties. example, the car-sharing service giving others the power to create expose, and monetize APIs. The RelayRides relies on an API created new and innovative use cases. And organization benefit is very real:Things are different today. It’s by General Motors and OnStar to IT updates can happen at any time formal management of APIs dealsbecoming increasingly important for access some of the remote control without users knowing it, or needing with the sprawl, redundancies, andthe underlying data and business and telematics elements of the to know. Managed well, APIs can inefficiencies that will proliferate asfunctions to be made available service.i Organizations must now help enterprises handle complexity as increasingly quantified enterprisesfor general use—able to be quickly consciously manage the proliferation the need to access data and services begin to share many more datareworked in ways that help shorten of increasingly important APIs. grows. In an increasingly quantified sources and services, both internallycycle times, cut costs, or accelerate digital world, API management and externally.revenue elsewhere in the business. provides a mechanism to leverage30
    • Trend 2. Design for Analytics Accenture Technology Vision 2013API management tools help expose using your APIs and which APIs are growing global workforce, it would is based on the same core “buildinga common platform of functionality. most valuable, as well as traceability be increasingly critical for business block” concepts as SOA, but it hasThey minimize rework. And they of IT capability against business use, users to have access to enterprise and evolved to take advantage of theaccelerate development, which is a ensuring business process alignment application data in real time in order agility and simplicity of cloud andkey first step when embarking on and verification against to scale up those applications. Web-based approaches.cloud, mobile, or social roadmaps. business cases.Just one snapshot: construction and The IT team opted to build an API So the next question is, Who needs toengineering company Bechtel has an A case in point: Accenture is carefully layer that would make available the be responsible for API management?API strategy that provides relevant managing APIs as a key step to enable various data and business functions Currently, the only people who knowinformation to its global teams from cloud and mobile strategies across for general use and standardize or care about APIs are found on thethe data generated and stored as it our global workforce of more than access across users. The APIs could development teams. But there’s aexecutes its projects, thereby enabling 250,000 people. With as-a-service then be used to help implement new need for a centralized function thatthe teams to be more agile and better and mobile-device models playing services and to provide new user brings some order and disciplineequipped to make informed decisions.ii larger roles in Accenture’s delivery experiences on mobile devices such as to today’s random and informal of functionality for activities such as tablets and smartphones. interactions between business usersFinally, API management makes it time entry, hotel reservations, and and IT staff. Does the buck stop onpossible to measure the value of business travel, Accenture’s internal If API management sounds a lot like the CIO’s desk? Or is this part of theAPIs. Imagine a scenario that involves IT team realized that integration service-oriented architecture (SOA)— purview of a newly minted chiefexplicit governance of APIs; you have with disparate systems was going an influential technology concept a data officer? In either case, the APIvisibility and control into who is to become challenging. And with a decade ago—that’s because it is. It management role must be defined. 31
    • Trend 1. Relationships at scale Accenture Technology Vision 2013 Data Velocity Matching the speed of decision to the speed of action 32
    • Trend 3. Data Velocity Accenture Technology Vision 2013Data VelocityBusiness leaders have been bombarded with statistics about the soaring volumes of data that they canmine for precious insights. They have been deluged with articles describing the incredible variety of“external” data hidden in everything from tweets and blogs to sensor outputs and GPS data from mobilephones. But the next perspective on data that deserves attention is data velocity—the pace at which datacan be gathered, sorted, and analyzed in order to produce insights that managers can act on quickly. Asexpectations of near-instant responses become the norm, business leaders will rely heavily on higher datavelocities to gain a competitive edge. It’s become an article of faith data from platforms like Twitter, among business leaders that Facebook, and Pinterest to second- their data contains a treasury of guess consumer behavior, increasing powerful insights that can help their sales conversion rates by 10 to 15 organizations make money. They’re percent in the process.i also getting used to the idea that “data” can mean what’s gleaned But there’s another aspect that from Facebook postings or remotely business leaders have yet to fully located machines just as much as grasp: data velocity. That concept what’s in corporate data centers. Just by itself is not new; together with ask Walmart, which deployed a “variety” and “volume,” it has been new search engine last fall on part of the “three Vs” construct for Walmart.com that relies on talking about data—a construct 33
    • Trend 3. Data Velocity Accenture Technology Vision 2013developed in 2001, long before “big after it has been collected. Passerinidata” became such an overused term.iiAnd at the most fundamental level,there is nothing novel about the “ Today, it’s of the organization’s actions to the speed increasingly important to match explained that he’s not seeking new types of data; what he wants is to get everything from point-of-sale ”idea of faster flows of data helping the speed of its opportunities. data to statistics on inventories andorganizations get more done in shipments more frequently and farless time. faster, in more granular form than ever.ivBut the notion of velocity has been to generate actionable insights, thelargely eclipsed by the many recent organization will start losing out to decision makers do business.iii The In all of these discussions aboutadvances in technologies that have more responsive competitors. More old model, he said, would mean data velocity, note that we’re notunlocked significant increases both worrisome, if the business hasn’t that analysts would get back with talking about striving for somein available volume (zettabyte upon begun using data-driven insight to answers in two weeks. “You need real-time nirvana. What’s crucialpetabyte) and in variety (spanning detect and evaluate opportunities to be able to answer that question is an improving rate of response,unstructured data such as pins in the first place, it runs even immediately,” he told the magazine. regardless of the rising volumes ofon Pinterest as well as structured greater risks of falling behind. data to be accessed and analyzedrecords of supply logistics and Consumer-goods giant Procter & P&G is investing in virtual, “instant and irrespective of their proliferatingcustomers’ purchase histories). Gamble is acutely aware of what’s on” war rooms where professionals sources. Going forward, it will no at stake: CIO Filippo Passerini told meet in person or over video around longer be about the size of yourToday, it’s increasingly important InformationWeek that if P&G can continuous streams of fresh and data—it will be about matching theto match the speed of the eliminate the “what” discussions and relevant data, inviting the right velocity of your data to how fastorganization’s actions to the speed some of the “why”, and decision- experts as soon as a problem your business processes need toof its opportunities. If too much makers can jump right to how surfaces. P&G’s objective is to give act on it.time elapses between acquisition of to solve a problem, that radically these decision-making forumsdata and the ability to use the data increases the pace at which the access to data as soon as possible34
    • Trend 3. Data Velocity Accenture Technology Vision 2013When fast still isn’t and openness on our desktops, TVs, insights about customers, products, Concurrently, the user base forfast enough and even our car dashboards. Not work orders, and more. data is exploding. Business users to mention that the next generation are becoming more technical atIrritated that the Web page on of consumers is growing up with Instant, mobile access to data is only the same time that analytics skillsyour smartphone is downloading expectations of instant responses as one way that expectations about and techniques are becoming moreso slowly? Remember a time before a way of life. data velocity are changing. We’re accessible to technical users, furthersmartphones? That’s just one tiny starting to ask new things of our increasing the demands on availablereflection of the time-starved age Enterprises have realized that enterprise systems, too, thanks to data. Within living memory, datawe live in, and a clear indication of smartphones and tablets are perfect the continuing consumerization of was the province of the guys inhow much expectations have risen. vehicles for making informed IT. Long accustomed to being able to white coats in the air-conditioned decisions anywhere and anytime, track our Amazon.com orders via the mainframe room. Today, everybodyIncreasing expectations are a based on targeted, personalized online services of FedEx or the U.S. who wants to be a data pro can be aprimary factor pushing businesses— information. Hence the fact that Postal Service, we now wonder why data pro.all of us, actually—to ask for and act SAP and others offer business we can’t as easily do the same withon data more quickly. Mobility as intelligence software that provides our company’s inbound Yes, for years now almost everya new channel for information has the mobile workforce with the supply chain. business function has had its “powercatapulted those expectations far capability to stay up to date with users” of technology, but today,forward; it’s addictive to have easy leading companies expect theirfingertip access to large amounts “regular” business users not onlyof data. The more data we have, the to consume data but also to seek,more we want—and app developers acquire, evaluate, analyze, and shareare happy to oblige us. The Web is it. Those organizations considerliterally in hand, wherever we go and serious data savvy and analytical skillswhenever we want it, goading us to be requirements for many more ofto expect the same responsiveness their employees than ever before. 35
    • Trend 3. Data Velocity Accenture Technology Vision 2013Narrowing windows and engaging. But we’re not talkingof opportunity just about short page-load times. The key is in how to leverage insightAnother powerful factor pushing to make that experience awesome.the need for more data more quickly You have to be able to connect withis that the windows of opportunity the shopper—tying the experienceare smaller in almost all business together based on past interactions,endeavors. The windows have been purchase history, questions sheclosing for some time. In the 1980s, e-mailed to your customer-supportHarvard Business Review explored team, social links, and any other datathe topic, notably with its landmark or any insight you can muster. Thearticle on time-based competition. v same holds true when you want to maintenance and repair world. At the The story is similar for dynamicAnd decades ago, then General bid in real-time ad auctions to try extreme, a grounded airplane costs supply chains. Responding toElectric chief Jack Welch was to lure shoppers back to your site airlines as much as $250,000 per day; changes in the supply chain with afamously preaching about speed from elsewhere on the Web. In the an oil rig that isn’t drilling can cost combination of historical data andand responsiveness. milliseconds available, you need the $1 million per day. The sooner an brand-new intelligence allows you ability to process the data tidbits equipment malfunction or imminent to create a more responsive, resilientSpeed of response is increasingly at hand so that you can compose a shutdown can be detected, and the supply chain. If your company wasimportant at the functional and message that is personal, intriguing, more detailed the data about the unable to properly see a recent droptransactional levels. Take Web and compelling enough to prompt equipment’s condition, the quicker it in production yields from an aginginteractions, for instance. Let’s say a shopper to click your ad, bringing can be repaired and made productive manufacturing plant, you may haveyou run a retail company: when a you the traffic you seek. again—and, if captured, the more data difficulty meeting customers’ ordersshopper lands on your product page, there will be to help predict future on time. You did not match youryou’ve got a few split seconds to Fast data responses and rapid breakdowns and more effectively plan speed of insight with speedgive her information that is relevant analysis are also crucial in the future maintenance regimens. of action.36
    • Trend 3. Data Velocity Accenture Technology Vision 2013 In the utilities sector, investments New technologies new technology advances aimed Performance Appliance—offer huge in smart grids are putting more- that put data on at tackling data variety and speed increases over conventional frequent data updates in the hands volume: platforms, services, and storage. To squeeze out even faster of those matching electricity supply skates architectures. Converging data performance, more attention is to demand to keep the grid stable. As far back as 2008, Accenture’s architectures are reshaping our going to in-memory techniques that But the clearest example of the Technology Vision spoke to the whole view of data in the enterprise, sharply minimize input and output “need for speed” in data utilization growing variety of data relevant and industrialized data services by moving all kinds of data sets into comes from capital markets, to the enterprise—video, audio, help us get that data out into the main memory rather than onto (and where quotes are submitted and blogs, social data—much of it user- enterprise, where it can generate off of) any form of disk drive. withdrawn in millionths of a second. generated. We also addressed the new value. When trading systems can handle technologies that were emerging to In-memory technology is already transactions in trillionths of a process this unstructured data. For What’s happening now is a surge moving into the corporate data second, they will. the past two years, we’ve showcased of new technologies that help to center. According to Gartner, the accelerate the whole data cycle from adoption of in-memory computing insight to action, increasing the is expected to increase threefold enterprise’s ability to deal with by 2015 as a result of decreases in“ What’s happeninghelp to accelerate newwhole data velocity. memory costs.vi The use of in-memory now is a surge of technology marks an inflection point technologies that the To start with, a slew of providers for enterprise applications. With in- have pushed high-speed data memory computing and insert-only data cycle from insight to action, increasing the storage much further. Appliances databases using row- and column- ” enterprise’s ability to deal with data velocity. relying on solid-state disk oriented storage, transactional and (SSD) to speed data input and analytical processing can be unified. output—examples include Oracle’s In-memory data warehousing finally Exadata and Teradata’s Extreme offers the promise of real-time 37
    • Trend 3. Data Velocity Accenture Technology Vision 2013computing; business leaders can on hardware provided and delivered store, allowing sales associates to data visualization solutions to helpnow ask ad hoc questions of the by SAP’s leading hardware partners. identify opportunities to better serve users understand complex data. Oneproduction transaction database and Data can be replicated from SAP them and match products to their player—Tableau Software—tracesget the answers back in seconds. in real time and is captured in individual tastes.viii its roots to technology used to help memory as business happens, create some of the most successfulSAP’s HANA appliance is arguably where flexible views expose analytic early computer-generated animationmaking the most visible waves. Since information rapidly. External data New exploration movies, such as Toy Story. Anotherits launch in June 2011, HANA has can be added to analytic models to methods that will let virtuous cycle comes into play here:been the fastest-growing product expand analysis across the entire humans process data the faster the data can be processedin SAP’s history.viiIn brief, HANA is a organization. Luxury retailer Burberry and analyzed, the more terabytesflexible, multipurpose, data-source- expects HANA to provide real- faster can be poured into the system.agnostic in-memory appliance that time access to customer histories Of course, professional users havecombines SAP software components when customers walk into the to be able to interpret what the At the same time, newer low-cost software is telling them. So several analytical packages decrease the providers are refining visualization time needed for problem-driven technologies that speed up exploration. These tools—mostly employees’ processing of data, open source—greatly facilitate shortening the time it takes to the iterative querying of data, evaluate what’s being communicated accelerating users’ ability to narrow and to make a decision, thereby in on the right questions so as to creating faster “time to insight” find the best nuggets of insight. and freeing users to deal with more Tools such as Apache Mahout, decisions. Nearly all of the leading R, and D3.js make it easier for IT analytics vendors—including SAS, professionals who are not analytics SAP, and Oracle—have corresponding specialists to explore and iterate—38
    • Trend 3. Data Velocity Accenture Technology Vision 2013essentially realizing more quickly substantial increases in demand as “In practice, speedtechnology weand even withthat they didn’t ask the right more electric vehicles appear onquestion and promptly circling the streets. Based on the insight costs money,back to do so. These are really “do that, for a given municipality, new advances in don’t expectit yourself” analytical packages, registrations of new electric vehicles that fact to change overnight. So it is crucialdifferent from traditional business directly increase the strain on theintelligence reporting software, electric grid—an insight that comes for IT groups to still rely on non-real-time data ”that make it easy for nonspecialists once—then the electric utility can where possible.to write their own algorithms. automatically prioritize portions ofOne solutions provider—Predixion the grid in certain neighborhoodsSoftware—allows developers to for equipment upgrades each monthcreate analytical models and based on input from that month’s SQLstream handles real-time SQL sets without having to resort to“package” them for deployment to registrations of electric cars. queries against streaming data, notoriously inaccurate randomothers, enabling those other users to leveraging and accelerating existing sampling of the data.leverage the models without being There are also new moves to take queries against data warehousesanalytics experts themselves. technologies that are designed and other SQL-based repositories. to handle large volumes of Similarly, Cloudera’s Impala and theAt certain points, it will be possible unstructured data—largely batch open-source project Storm are both Hybrid modelsto automate decisions. Once theinsight has been discovered during technologies—and adapt them to work in real time, or as close as developing modifications of Hadoop to move beyond batch processing for boosting dataexploratory analysis—the earlier possible to real time. The goal is to to near-real-time MapReduce-style velocitypart of the data cycle—then the attain a level of dynamic query- queries. The beauty of transforming In practice, speed costs money,actual decision making can often be building and execution to match the tools built for batch work into and even with new advances inmechanized. Consider the example relative rate at which the underlying real-time analytics suites is that technology we don’t expect thatof an electric utility that is seeing data is changing. For instance, it enables users to run huge data fact to change overnight. So it is 39
    • Trend 3. Data Velocity Accenture Technology Vision 2013Your 100-day plan crucial for IT groups to still rely on trick will be to apply “hybrid insight” non-real-time data where possible, as often as possible. This calls notIn 100 days, create a data velocity strategy to match the blending fast and slow to solve only for changes in architecturespeed of your insights to the window of opportunity problems cost-effectively. Of course, but for changes in skills as well. Itavailable to act on them. skilled developers already do this; requires that software-engineering for some, it harks back to their leaders seek out and reward• Survey business units to determine where they have training in engineering. Enterprise developers who demonstrate a critical decision-making bottlenecks. systems are no different. You might, definite “speed mindset.” for example, precompute much of• Determine which decisions are data-processing your customer analytics. The batch Those who show an aptitude for dependent. analysis from your weekly churn blending real-time insight with report may tell you that you’re batch insight—and knowing when• Prioritize opportunities based on the cost-benefit in danger of losing a longtime to use each—will be extremely tradeoffs for accelerating the decision. Speed customer, but discovering that valuable. For example, take the case costs money. that customer, already identified of a healthcare-insurance provider as at-risk, is currently browsing that has to meet a tight deadline• Create tactical deployments based on the prioritized lower-cost service options on your on a government mandate to opportunities with current tools and methods. Web site could give you the hook to predict subscriber attrition. The IT find a way to keep from losing your group can run the work in batches• Data champions should update the data catalog to customer altogether. to meet the compliance deadline, incorporate data-processing criteria. but over the long term, the group As the challenges of accelerating can use the insights from that data become more sophisticated— work to understand and predict involving soaring volumes of “attrition propensity” in every other unstructured data, for example—the interaction with insured patients and40
    • Trend 3. Data Velocity Accenture Technology Vision 2013use that insight to tailor messages to have strong risk management, a lot This time next yearand content that will seek to engage of cash, the willingness to invest eventhe patient and combat the when the future is unclear, and In 365 days, begin to transform key processes, ixattrition risk. great people.” accelerating the insights where the increased velocity leads to tangible business outcomes.In short, we can realistically expect To be sure, the rise of volatility • Use your data catalog to create a strategic view of the that many organizations will do and market turbulence puts more data that creates bottlenecks.what they can to push for faster emphasis on the need to get riskdata processing by using non-real- management right. But there is more • Determine if current infrastructure already supports a time approaches, weaving in more to it than that. Accenture has found turnkey solution that alleviates these bottlenecks. (e.g., and more real-time modes as time that several high performers view use of HANA for SAP).and funding allow. ongoing uncertainty as nonstop • Test and deploy required technologies and sources of opportunity. More and more of these data that improve your data-processing bottlenecks.A high-velocity companies see competitive advantageopportunity in “time to insight,” and as a result, • Update the IT road map and architecture to reflect they are investing not only in the additional technologies and data sources.In a recent letter to shareholders, GE tools that can help them accelerate • Deploy the next set of prioritized opportunities that will chairman and CEO Jeffrey Immelt their data cycles but also in the skills leverage the new architecture.nicely summed up his team’s and capabilities that reflect a “needperspective on the need for agility for speed.” For them, increasing data • Measure business outcomes and review the catalog for and responsiveness: “When the velocity isn’t just an abstraction or an additional opportunities.environment is continuously unstable, obscure objective for IT professionals;it is no longer volatile. Rather, we it is a business necessity that giveshave entered a new economic era. . . . them a chance to open up a big leadNothing is certain except for the need on their competitors. 41
    • Trend 1. Relationships at scale Accenture Technology Vision 2013 Seamless Collaboration Right channel, right worker, right job 42
    • Trend 4. Seamless Collaboration Accenture Technology Vision 2013Seamless CollaborationIt is time for the enterprise to reimagine the way its employees work. The rise in social networking hasbreathed new life into collaboration. Users’ new social behavior and growing expectation that every appwill be “social” are pushing companies to create new user experiences. However, to increase productivity,enterprises must move beyond standalone social and collaboration channels; they must begin to directlyembed those channels into their core business processes. The new approach: build social, collaborativeapplications throughout the enterprise. Enterprises are always pushing to collaboration within the enterprise. enhance the way their employees But many are looking at it the communicate with each other. wrong way. Consumers widely use The reasoning is simple: better Twitter, but that does not mean that communication leads to faster and deploying Twitter to employees will higher-quality work, which, in turn, solve the communication challenges leads to increased productivity. They a company faces. Facebook is highly see social technology changing the social and incorporates e-mail way users interact and collaborate and the sharing of photos and with each other, and they naturally documents, but that doesn’t make it want to harness that proclivity appropriate for the corporate world. toward communication and 43
    • Trend 4. Seamless Collaboration Accenture Technology Vision 2013Why doesn’t it translate? Simply put, sites. But in the consumer setting,motivations and behavior differ in enterprises are motivated to adopteach sphere. In their personal lives, the technologies that consumerspeople are internally motivated to use to make their lives easier. Theywant to follow the details of their now need to do the same for theirfriends’ and family’s activities; employees: use these technologiespeople are social, and the drive to make employees’ jobs easier.to stay in touch and connected Enterprises that want the benefitsis strong. At work, people have a of a highly collaborative, socialdifferent motivation: to get their workforce must integrate suchjob done as quickly and effectively technology into the systems thatas possible. However, using social employees use every day—and do their job and improve their integrate the social technologiestools as designed today, to follow clearly demonstrate to those productivity themselves. Companies into its business processes and thecoworkers en masse, often becomes employees how it will make them need to go beyond what social software that supports them. Thismore of a time sink than a better at their job. sites are doing, what they might means companies can’t wait fortime saver. be offering consumers on websites, software vendors to build a bolt-on Unfortunately, enterprise and look to new ways to solve solution to address strategic needs.That doesn’t mean social collaboration today is still a set of the collaboration challenge. They To realize these gains, it will be thetechnologies won’t work for siloed communication channels, need to use collaboration and enterprise’s job to actively identifyenterprises. In fact, companies from e-mail to videoconference to social channels in such a way that the core processes where improvinghave been extremely successful social-activity streams (basically they have the potential to create productivity will drive the most valueat streamlining interactions with a timeline of activity, similar to specific, measurable productivity and then to weave in the tools. Forconsumers—for example, by what you see on a Facebook page). gains. The real productivity gains example, in a recent survey of moreintegrating instant messaging into Users are expected to figure out from these technologies will than 220 CRM decision makers,e-commerce and technical support how to use those channels to stem from a company’s ability to Nucleus Research found that adding44
    • Trend 4. Seamless Collaboration Accenture Technology Vision 2013social capabilities to CRM drives Why now? kind of effortless communication are demanding more froman average increase in sales staff within the applications that support employees; workers are expectedproductivity of 11.8 percent.i Tackling collaboration now is both their jobs. They are becoming to be constantly informed while easier and more important more comfortable with sharing producing faster results and betterIntegrating collaboration channels than ever. information, in essence becoming decisions. All the while, the deluge ofinto business processes has the more transparent about what they information being thrown at them ispotential to both streamline the way It’s easier because employees are do, why, and its importance. By increasing. Keeping up is a challengeemployees work and make business already inclined to collaborate; it is aligning users’ newfound tendencies as it’s estimated that in mostprocesses more efficient. Social the natural way that people work. for transparency and social organizations the volume of data istools and strategies will provide And with the introduction of social interaction with business goals, expanding by 35 to 50 percentthe mechanisms and metaphors to technology into their personal lives, businesses have an opportunity every year.iiintegrate them effectively. they are looking for that same to deploy collaboration in a way that their users will actually adopt. In the face of these competing Social tools, such as Yammer and demands, employees must consume Chatter, are rapidly maturing. Both increasing amounts of information “Every worker is increasingly an information offer APIs that let companies more and context. They also expect and easily integrate them into their demand more transparency, not only worker. Businesses are demanding more applications. In the open-source from their colleagues but also from world, the OpenSocial API lets the business processes and functions from employees; workers are expected to developers incorporate collaboration surrounding them. They expect a be constantly informed while producing in a similar way. “frictionless” capability so that they ” faster results and better decisions. can do their jobs faster. At the same time, it’s important because every worker is increasingly But while the number of different an information worker. Businesses roles that need to leverage 45
    • Trend 4. Seamless Collaboration Accenture Technology Vision 2013information has increased, the need with colleagues. Each new channel distributed supply chain. It facilitates Relationship Management platform,for employees to share their data has allowed organic growth of dialogue and education, enabling now allow companies to connecthas also exploded. The result: the collaborative interaction between colleagues and business partners to collaboration tools into their ERPinformation technologies that have users. While each of the channels is easily share knowledge and learning. and CRM packages. In addition,been implemented have forced users flexible enough on its own, the ad This simple concept needs to be writ Salesforce.com has integrated itsto figure out for themselves how to hoc nature limits the ability of any large across the enterprise. Chatter collaboration tool intoshare and distribute information. channel to grow into a tool that its PaaS and SaaS applications. serves all facets of collaboration. Some packaged-software developers Collaboration platform Jive allows are already adding these new companies to layer collaborationEmbedding social- Nor has there been a lack of effort at capabilities to their applications. SAP, on top of specific tasks, such collaboration. Companies have spent with its Jam tool (including elements as software development. Thedriven collaboration millions on tools, but the outcomes of its StreamWork collaboration ultimate result: embedded channelsinto the business and benefits have hit their limit. platform), and Oracle, with its Social combining search, knowledgeprocess To move forward from this impasse,The problem within enterprises has enterprises must move beyondnever been a lack of communication. tools and integrate social-drivenIf anything, there’s been a plethora collaboration into the businessof methods at varying degrees of process. For example, addingmaturity, each providing a needed the ability to comment, instantelement to employees’ efforts to message, or follow a productshare information. From e-mail through its activity stream withinto videoconferencing to instant an order fulfillment applicationmessaging to Twitter, employees can promotes a free-flowing exchangealways find a way to communicate of ideas otherwise absent within a46
    • Trend 4. Seamless Collaboration Accenture Technology Vision 2013management, workflow, and reimaging how a law firm is built. Even more importantly, businesses contacts. Integrated functionalitycollaboration, which deliver the It has created its own cloud-based can benefit from more effective delivers more of what a user is tryingprized ability to help users more platform that embeds the social and business processes—conducted more to accomplish with any given task.easily and effectively do their jobs. collaboration efforts needed between quickly, with stronger outcomes and lawyers and their clients, into the more transparency. By leveragingBy tying the integrated collaboration processes. Matter diaries, budgets, the insight of appropriate subject- Adoption: bigger isexperience to business processes, and task applications are shared matter experts (who can nowdisparate channels evolve from seamlessly with those that have answer questions once rather than betterseparate applications into a single access, allowing lawyers and clients repeatedly), employees can increase The more people who use auser experience, one not only to work on their cases collaboratively cycle and response times, while collaboration tool, the more benefiteasier to use but also better at from any location. The collaboration making better decisions. Enterprises everyone derives. However, justretaining exchanged information. technology isn’t layered onto the can now rely on better insight and making a tool available doesn’tFor example, startup Clearspire is process; it has become the process.iii expertise—as well as consistency in mean it will get adopted. If an areas such as sales and marketing. enterprise focuses on creating a tool solely designed to increase From the standpoint of individual overall company productivity, “By tying thetointegratedprocesses, users, such integrated systems that tool won’t necessarily make collaboration deliver a richer experience. the employee’s life any easier. Employees’ frustration at not being (Remember the initial resistance experience business able to find the right information, or to CRM tools among salespeople?) disparate channels evolve from separate having to use multiple applications When enterprises focus on the applications into a single user experience. ” or methods to do so, will decrease. At the same time, the accuracy of the information they get will process without accommodating the employee, adoption will lag. If the usefulness isn’t obvious, increase thanks to better context and businesses will never see any ROI. 47
    • Trend 4. Seamless Collaboration Accenture Technology Vision 2013 In the short term, job-centric sometimes inaccurate, estimates of enablement will tie communication productivity boosts that enterprises and collaboration to specific must render today. activities in order to increase their velocity and efficiency and make Collaboration channels that are employees’ jobs easier. Done right, more process-specific will also lead this will both entice and delight to more easily measurable benefits, employees, spurring adoption and which in turn can be analyzed and productivity gains for the most vital optimized. Such channels also create tasks within a company. an opportunity to make data-driven decisions about user productivity,We recommend the following derive specific productivity gains In the long term, rising adoption informing both individual andadoption model. Stop thinking within specific tasks. In one example feeds enterprise productivity. workforce performance assessments.about yesterday’s siloed from a Salesforce.com customer, Leadership can have better insightcollaboration channels that relied the vice president of IT at Enterasys into teams, groups, processes, and For example, it may be hard toon ad hoc usage and general logged into Chatter and noticed ultimately the entire enterprise’s measure the value of givingproductivity gains. Start with a that a salesperson was targeting a activities. The potential is a virtuous technical-support agents thetargeted, user-centric model that lower-level prospect at a company circle in which individual activities ability to chat through text orsupports specific work activities; where the VP of IT employee knew become more efficient, thus video directly with higher-tierthink about how you would develop the CIO. The VP connected the two, triggering overall gains across the support staff. But by tying thesuch an application if you were and the salesperson closed the deal.iv enterprise. By moving from ad hoc to collaboration tools directly to therolling it out to customers rather business-centric usage, enterprises trouble-ticket process, you can morethan employees—that is, make it as This requires looking at two goals: can better instrument and measure easily measure its effectiveness.enticing and easy to use as possible. one short-term, the other how collaboration helps people do Comparing rates of ticket closuresDrive more job-specific usage and long-term. their jobs, as opposed to the general, with and without the use of chat48
    • Trend 4. Seamless Collaboration Accenture Technology Vision 2013sessions, companies can see whether this new paradigm, employees will business-centric view and actively Enterprises will also need to beginthere’s an improvement that ties be collaborating with objects too. understanding the business looking at ways to automate sharing.directly back to cost savings. Once processes. The technologies must Employees are willing to be morethe process is instrumented and First, collaboration becomes a work for the process, rather than transparent, but taking the timequantified, an enterprise can use the partnership between the business the other way around. to share information at each stepdata to reconsider how it can further and IT. Currently, it sits squarely There may still be separate of a process can quickly become aoptimize the dissemination of under the purview of the CIO, who channels for search, knowledge burden, especially when informationsuch calls. supports the channels. While IT management, and workflow, but must be distributed among will still own the channels, how IT should work to either minimize large groups. employees collaborate will be the fragmented use within theInstilling a purview of the business, enterprise or figure out how to But sharing is not limited tocollaborative culture driven by the needs of the deploy them as part of a highly people; social metaphors can also business processes. flexible collaboration platform. be applied to objects. For example,Embedding collaboration requires a the new GEnx jet engine—currentlycultural shift within the enterprise As part of this cultural shift, IT’s “Because the line of business, one-size-to change the way it looks at role will change. It must provideboth its workers and its business a flexible platform that will allow requirements will differprocesses. It involves new ways the business to integrate theof thinking about issues within collaboration channels it needs within eachand beyond technology, including into the applications it uses. fits-all collaboration tools will no longernew roles and responsibilities, for Because the requirements will suffice. IT must partner with the business,IT, for business leaders, and for differ within each line of business, taking a business-centric view and actively ”employees across the enterprise. It one-size-fits-all collaborationwill also redefine who—and now, tools will no longer suffice. IT must understanding the business processes.what—people collaborate with. In partner with the business, taking a 49
    • Trend 4. Seamless Collaboration Accenture Technology Vision 2013Your 100-day plan a component of Boeing’s new and find the right answers to their 787 Dreamliner—has the ability to questions directly within the contextIn 100 days, redefine your collaboration strategy; prior- provide newsfeeds to which service of their work, they’ll quickly becomeitize based on business process enablement. teams can subscribe. Allowing the smarter, more responsive, and more engine itself to automatically share productive. It will be clear who’s its status allows service teams to participating and contributing, just• Catalog the tools that are currently being used more easily maintain it, reducing as it is on social-media sites today, (supported and unsupported) to collaborate across the cost and increasing its lifespan. “The and it will be easy for employees to organization. idea of connecting a machine to a reach out for information. social network is really exciting,”• Determine a set of quantifiable business metrics says GE’s CMO, Beth Comstock. But that’s just the start of what’s to measure the success of your collaboration services “Social will help us deliver a better possible. As part of the broader architecture. engine than ever before.” v movement to consolidate siloed IT capabilities into business processes,• Identify and prioritize business processes where increased we expect to see deeper and more productivity through collaboration will drive the most widespread convergence of search value. What collaboration and knowledge-management will look like soon activities that complement• Deploy collaboration to the highest-priority processes to collaboration: effectively funneling create demand for additional deployments. The new face of collaboration will and filtering large amounts of show up first as social interactions information to employees. The• Review and implement preliminary incentives for are integrated into business underlying challenge is to create behaviors, evaluations, and personal metrics to processes. When employees are able a user experience that will help encourage collaboration. to chat, share information, identify employees get the information specialists, get recommendations, they need when they need it. The50
    • Trend 4. Seamless Collaboration Accenture Technology Vision 2013collaboration platform will capture processes actually work—and they’ll This time next yearinsights, allowing employees to be able to make them even moresearch an enterprise’s collective efficient going forward. In 365 days, implement your new strategy to weave theknowledge from within the platform. collaboration platform into the highest-priority business processes.Accenture believes that enterprises • Update your strategy with best practices established in that take advantage of converged “early adopter” industries.collaboration have an opportunity tosee significant productivity gains. By • Use lessons learned from current implementations and enabling employees to work smarter, industry best practices to build your collaboration they are more aware of important services architecture.context for their decisions and • Establish a cross-functional team to design and evaluateactions. Workers will be more likely to user experiences of the collaboration services identify problems sooner, reliably find architecture.the fixes they need, and share thesolutions with the right people. • Leverage IT and the business to embed collaboration services into a prioritized list of business processes.Further, we expect to see a network • Measure the business impact of your initial deployments effect in which increasingly to drive demand among other business units.collaborative employees createincreasingly productive organizations.As enterprises quantify theircollaboration efforts, they will reveala more complete picture of howtheir employees and their business 51
    • Trend 1. Relationships at scale Accenture Technology Vision 2013 Software-Defined Networking Virtualization’s last mile 52
    • Trend 5. Software-Defined Networking Accenture Technology Vision 2013Software-Defined NetworkingWith virtualization investments already paying off in servers and starting to pay off in storage, businessesmust turn their attention to virtualizing the network in order to extend the life of their infrastructure andreap the full value of their virtualization investments. Like other virtualization technologies, software-defined networking (SDN) has the ability to radically change the flexibility with which businesses and IToperate. You may think of networking as a low-level technology, but this aspect of it has the ability totransform enterprises. With SDN, businesses can finally realize the vision of a dynamic enterprise. Businesses have invested a lot there’s been no easy way to make it in all phases of virtualization. dynamic—until now. Those investments were certainly worthwhile, but they have focused When enterprises unlock agility in primarily on reducing costs. The their data center network using virtualization effort has resulted in what’s known as software-defined more efficient infrastructures, but networking (SDN), they have the it has not contributed to helping potential to create a dynamic the business become more dynamic enterprise. In a dynamic enterprise, or more agile. The network, the businesses can deploy new projects foundation of the data center and quickly and determine just as quickly the enterprise, has remained an whether they are successful or not. untapped opportunity because Enterprises are halfway toward this 53
    • Trend 5. Software-Defined Networking Accenture Technology Vision 2013goal of agility—they currently use is a key technology for deliveringvirtualization to spin up servers and flexibility and agility—a vitalstorage without having to procure component in differentiating themore hardware, and then spin them company. In a world that demandsdown again when projects end or fail constant change, SDN enables IT toto meet expectations. unleash the power of virtualization and makes it easier to move toSDN involves decoupling hardware the cloud. Put simply, SDN makesfrom software for a higher degree it easier for enterprises to handleof flexibility. By uncoupling the change, and change is an imperativehardware, SDN essentially eliminates for a digital business.the need for applications to more while spending less in the data and streamlines the overallunderstand the internal workings center. Server virtualization spurs application deployment process.of the routers and switches Virtualization off to consolidation; reduces the associatedthat connect multiple networks. a good start costs of hardware, space, power, and On a grander scale, virtualizationSoftware, not hardware, creates the cooling; and increases the ability to lets businesses take advantage ofconnections that stitch together To better understand the potential of run applications anywhere. It helps cloud computing, SaaS, and IaaSmultiple networks. Suddenly, SDN, let’s step back and look at the improve availability and reliability, by opportunities—that is, the abilitycompanies can reconfigure virtues of virtualization for the data making both disaster recovery and to move processes and services tothe connectivity of systems center. Virtualization has been a boon business continuity more flexible than virtualized cloud environments. Forwithout changing their physical to businesses and governments; for ever before. Done well, it helps reduce instance, consider the ability of acharacteristics. example, the U.S. government saves the business’s dependence on new retailer to easily add computing nearly 20 percent of its annual IT hardware (and alleviates associated capacity to its e-commerce systemThis is a radical new way of looking budget through virtualization.i procurement and installation delays), starting on Black Friday andat the network. To the business, SDN These savings enable businesses to do lets IT automate server provisioning, continuing through the holiday54
    • Trend 5. Software-Defined Networking Accenture Technology Vision 2013 “ The software-defined network, combined with existing virtual more agile—is still missing. That between them are still static and missing piece is the dynamic network. brittle. SDN frees applications from having to maintain knowledge of the infrastructure, is a radical step toward changing network. While businesses ” have derived much flexibility from enterprise flexibility. Unleashing the full virtualization, SDN helps them potential of dynamic handle the increasing complexity networks of moving parts in a dynamic data center. Enter SDN. The software-defined network, combined with existing What comes of decoupling theshopping season, or the ability of is decoupled from specific storage virtual infrastructure, is a radical step control of the network from thea company to use Amazon EC2 or devices and protocols, it is easier to toward enterprise flexibility. physical network? Remember theMicrosoft Azure to run a pilot project access and manage. And desktop savings that server virtualizationwithout actually procuring servers virtualization has made the dream of Until recently, the network has brought? Instead of having tointernally. Whether used for long- centralized management come true, withstood the onslaught of procure and install a server andterm offloading of processes or short- while still delivering the functionality virtualization (the unrelated concept then deploy the applications on it,term computing needs, virtualization that users demand. of virtualized local area networks a technician (or another reasonablybrings an unprecedented level notwithstanding). Having virtualized experienced person taking advantageof flexibility. Businesses have deployed many all the disparate pieces of the data of self-service provisioning) spun forms of virtualization, and most of center, the remaining task is to up a new virtual machine and theStorage virtualization, with offerings those deployments have been widely make the connections between application was available. Now,from VMware, NetApp, and others, is successful. But crucially, enterprises them dynamically configurable. multiply that simplicity across anknocking down the barriers between are still locked down by the network. The data center’s resources may be entire network. At eBay, accordingcomputing and storage. Once data The one benefit they seek—becoming dynamic, but the communications to JC Martin, who oversees the data 55
    • Trend 5. Software-Defined Networking Accenture Technology Vision 2013center infrastructure for eBay’s data into hybrid cloud deployments. accommodates ongoing flexibility. networks simplify the connectivitymarketplace businesses, “We’re SDN is the last step in making the Its benefits are tangible. One of the aspect of these configurationallowing our people to create virtual promise of the cloud and network hardest aspects of IT is connecting changes. By eliminating the need toenvironments much like they used to interoperability come to fruition. the flow of external data across reconfigure the physical network,create complete physical networking disparate networks depending on SDN delivers a new zenith ofenvironments—except they can do it SDN: the zenith of business needs. (How many mergers network interoperability.in minutes.” ii interoperability have failed because of the inability to integrate IT systems?) It makes a variety of capabilitiesBut SDN encompasses more than just Enterprises have already begun more accessible to more enterprises.the ability to program and manage to pay attention to what SDN can Reconfiguring the network is Consider the scenario of deployingdata center networking activities. It deliver. IDC estimated in December complex, time-consuming, and labor- a SaaS-based CRM system. Usingenables the wholesale abstraction 2012 that the worldwide SDN market intensive because it requires focusing SaaS, or public cloud technology,of the network layer, in order to would grow from $360 million in on dedicated network hardware, makes it easy to get the system uptake advantage of any network 2013 to $3.7 billion by 2016. iii such as routers and switches. By and running quickly; to be trulyinfrastructure. This encompasses not moving beyond the hardware into useful, though, the system must stilljust the private cloud in the data SDN provides the foundation for software, in which changes can connect to other internal systems. Tocenter but also the ability to move the dynamic enterprise because it be programmed easily, dynamic link inventory to customers, it must “By eliminating newneed to of network interoperability. the reconfigure the physical network, ” SDN delivers a zenith56
    • Trend 5. Software-Defined Networking Accenture Technology Vision 2013 “ The rigiditythe the network takes its toll, becauseevery link of you touch of network, you have to ensure that every time ” connectivity works properly.connect to your ERP’s inventory the data and services properly, and roadblock every time you want to startups have recognized the valuesystem. To grasp what customers are then test to make sure that they deploy a new service, upgrade an of SDN and are offering options. Insaying about your product, it must work on the upgraded system. Here, old system, improve a workflow, addition to opening up access to theconnect to social-media applications. too, the rigidity of the network takes enhance an operation—essentially, software capabilities in its existingAll this connectivity involves its toll, because every time you touch anytime you want to employ products, Cisco Systems purchasedreconfiguring the network so that the network, you have to ensure innovation to gain an advantage. It’s SDN startup Cariden at the end ofthe data flows appropriately. SDN that every link of connectivity works hard enough outmaneuvering the 2012 for $141 million and fundedprovides the foundation for cloud properly. It doesn’t even have to be competition without diminishing “spin-in” company Insiemi, createdflexibility—changes associated with a question of application renewal— your capabilities. Software-defined by several Cisco engineers, earlierswapping out one cloud provider for every time you want to fire up a networking instead unleashes in the year with a $100 millionanother are more easily isolated. new cloud application, you have those capabilities. investment. Meanwhile, VMware to connect it to your data center, entered the market by purchasingThe challenge continues when any whether for backup or data sharing The SDN landscape Nicira for $1.26 billion as part of itsof these applications has to be or simply creating a hybrid cloud. overall virtualization strategy. Nicira’supgraded. It isn’t as easy as turning Who will lead you to the agility founders created the open-sourceon new hardware and powering Without updating your network, of SDN? Not surprisingly, both OpenFlow network protocol, a keydown the old. You have to migrate you’re throwing up your own traditional networking providers and part of many SDN efforts. 57
    • Trend 5. Software-Defined Networking Accenture Technology Vision 2013“Network virtualization all the waynetwork for building cloud services. According Soon, companies may be able to take creates a to eBay executives, the company advantage of this fast ramp-up of also uses the two technologies to let networks even before they invest in the software realm, down workers create virtual networks for in SDN themselves. Cloud services to virtual switches and routers. This frees running internal applications. eBay’s provider Rackspace, a competitor to applications from the need to understand the OpenStack cloud is still limited—a Amazon, is starting to use Nicira- ” few thousand machines supporting based virtual networking services internal intricacies of the physical network. a couple hundred projects—but it is with clients that seek to set up designed to provide a template for cloud-based networks quickly vAs frequently happens with infrastructure changes. Which path how the company will roll out the and efficiently.emergent technology, companies is better? That’s for companies capabilities more broadly ingenerate different approaches; in themselves to determine. The result the future.iv Nicira is not alone by any means.the case of SDN, some tout “network will be similar to other technology Other startups, such as ADARAprogrammability,” while others battles in the past: both will offer SDN allows eBay to be innovative Networks, Big Switch Networks,promote “network virtualization.” value and viability, and they will faster. Not only can eBay’s developers ConteXtream, Embrane, Plexxi, andWhat’s the difference? Network coexist depending on circumstances create and test new network-based Vello Systems, are hanging theirvirtualization creates a network in (think Java versus Microsoft’s .NET in products and services faster, but eBay hopes on the OpenFlow protocol.the software realm, all the way down application development). can deploy those services faster. An Many established network providersto virtual switches and routers. This added benefit: because SDN allows have aligned their capabilities tofrees applications from the need to One early adopter of SDN is eBay, for better utilization of current OpenFlow as well, while still offeringunderstand the internal intricacies which is currently using a solution resources, companies can save proprietary APIs.of the physical network. Network from Nicira inside the data centers money on new hardware and energyprogrammability involves centralizing serving its online marketplaces. costs (for more on this capability, see Other early adopters are startingcontrol of the routers and switches eBay uses Nicira in conjunction with the section on network optimization). to come forward, too. Althoughin order to reconfigure them as OpenStack, an open-source platform Big Switch Networks lists Fidelity58
    • Trend 5. Software-Defined Networking Accenture Technology Vision 2013Investments and Goldman Sachs as moves notoriously slowly. That’s whycustomers, neither is saying just how the market is seeing fragmentationextensively it’s using the technology. to date. No single player orThe ability to move money fast approach meets the traditional dataand make transactions faster has center’s needs for SDN. Companiesalways enticed the financial services should prepare for an extensiveindustry, which can increase revenue consolidation and acquisition cyclethrough faster trades. The industry over the next 12 to 18 months.also depends on high reliability fromits networks. The ability to maketheir networks more efficient makesthem strong contenders for SDN’s What enterprises can According to Technology Business Although SDN ushers in thecapabilities. expect from SDN Research’s Scott Dennehy, “Customer foundation for a highly dynamic adoption of SDN will happen quicker enterprise, it’s important to notePicking the winners in this market Lest it sound too good to be true, at the SMB level, as these customers that a high degree of dynamism isis still anyone’s guess. Established SDN is complex because of all that will be attracted to SDN’s promise anathema to most businesses. Theyvendors are facing the typical it touches. It requires tools and of networks that are cheap, easy to don’t want things dynamic—they vichallenge of how to embrace a new frameworks that are still developing. deploy and simple to maintain.” As want them stable. Change too oftentechnology without cannibalizing The interim alternative of doing it with server virtualization, SMBs will equates to something breaking.their existing products. New yourself is time-consuming and lead the way not only in the search Nobody—not the business andcompanies relying on open-source expensive. There’s a difference for agility but also from an incredible not IT—wants that. This transitionadvances face a different challenge: between virtualizing your data focus on affordability. Watching proves once again that sometimeshow do you provide value while center and virtualizing your entire which technologies benefit SMBs the hardest challenge in technologywaiting for that industry standard network. But on the former scale, the never hurts enterprises. is not changing the systems butto gel? The standardization process benefits are too tangible to ignore. changing the people that run them. 59
    • Trend 5. Software-Defined Networking Accenture Technology Vision 2013But for both enterprises and SMBs, Your 100-day planthis is an opportunity to take theadvantages and cost savings they’ve In 100 days, create an SDN mandate that frames valuederived from server and storage to the business and the impact on IT.virtualization and apply them to thedata center. Consider the savingsfrom network hardware investments, • Assign a champion responsible for SDN trends and management, and upgrades. technologies.Best of all, agility comes along for • Build an initial understanding of the state of SDN.the ride. More than ever before, SDNwill deliver the responsiveness that • Establish a “test kitchen” environment and begin to bring businesses have been demanding SDN technologies in-house for evaluation.from IT for years—the ability torespond quickly, be proactive inintegration, and help ratchet upcompetitive advantage. With SDN,companies demanding innovationfrom IT and their business units willnow have a foundation to buildupon, one that allows them to trynew projects with less risk, andrespond faster to those that promisebeneficial outcomes.60
    • Trend 5. Software-Defined Networking Accenture Technology Vision 2013This time next yearIn 365 days, create an SDN strategy defining the busi-ness case and the implementation approach.• Prioritize the areas where SDN will have the largest business impact.• Create a road map for the SDN deployment plan.• Prepare the aggregate SDN business case that combines benefits from network agility and cost savings from network optimization.• Assess IT organizational skill with respect to SDN and train or recruit to fill the gaps.• Develop a network transformation plan to embed SDN into the corporate architecture. 61
    • Trend 5. Software-Defined Networking Accenture Technology Vision 2013Sidebar: Network OptimizationBeyond the flexibility that SDN Google has used OpenFlow data centers to redirect traffic to wholesale hands-on maintenanceprovides to the enterprise data technology to boost utilization other, less-utilized data centers of the infrastructure, as well as thecenter are its benefits for the on its internal network. Currently, in different time zones. It is also ability to unlock latent value innetwork as a whole. It isn’t for the most companies get only 30 to looking at SDN to solve another your network.faint of heart—no true optimization 40 percent utilization of their current problem: the need tosolutions currently exist, so for networks, but thanks to the filter content based on parental SDN has the ability, beyond buildingnow companies will need to build programmability of SDN, Google controls. Currently, Verizon must more resilient systems, to helptheir own solutions. But consider executives anticipate that soon send all traffic through a network create more automated systems.the advantages that businesses they will approach 100 percent filtering device whether it needs Setting up a network is still mostly iicould derive from highly optimized utilization of the company network. to be filtered or not. With SDN, it a manual task, one that involvesdeployments of data. These include Like driving up server utilization in would be able to route content that change every time the businessspecialized routing for specific the data center, more effective use needed to be filtered for specific requests something new, fromcontent, such as video for special of the network will unlock huge customers (for example, parents SaaS to upgrades. By introducingevents—stockholders’ meetings, cost savings. Imagine doubling the with underage children) through programmability into the equation,say, or product announcements. amount of available bandwidth— a different data center, offloading SDN brings more and costs less.IP Infusion is using SDN-based doubling the pipe—without other networks and creating more Few technologies can offer that. iiinetworking gear from Broadcom doubling your infrastructure. throughput efficiency.along with OpenFlow technology toimprove the quality of service for Verizon anticipates using SDN If those scenarios aren’t enticing, imobile video applications. to relieve loads on individual consider the ability to replace62
    • Trend 1. Relationships at scale Accenture Technology Vision 2013 Active Defense Adapting cyberdefenses to the threat 63
    • Trend 6. Active Defense Accenture Technology Vision 2013Active DefenseDespite an increasing focus on securing the digital business, IT departments struggle to keep pace withrecent advances in security technology. Enterprises know that endpoint security is not enough, but themove to active defense—risk-based approaches to security management, analytics-driven event detection,and reflex-like incident response—isn’t yet happening on a broad scale. Although these technologies arematuring rapidly and communities are forming to expose risks, the biggest barrier is slow adoption ofsolutions that already exist. IT’s core challenge: get current with best practices in security while gettingsmarter about the new active-defense possibilities and getting real about the journey ahead. Just because your car passes its defense activated? Check. Password emissions test each year doesn’t update routines in place? Check. mean you’re doing great things to Employees’ smartphones shut down slow global warming. Nor are you remotely in case of theft? Check.. immune to burglary just because you Payment Card Industry Audit with put timers on the lights in your home only minor findings? Check. Clearly, before you leave for vacation. it feels good to know that everything appears to be taken care of. But It’s much the same story with the truth is that when it comes to organizations that are content to data security, cybersecurity, network work down their security checklists security—just about any kind of at regular intervals. Perimeter corporate information 64
    • Trend 6. Active Defense Accenture Technology Vision 2013security—many enterprises can do blunt today’s attacks and plug the for a connected world have been simply can’t evolve fast enough tomuch more to address the risks that many entry points that highly skilled brought online, opening up further keep pace. Essentially, enterprises’their organizations face. attackers can now exploit. weak points.i default mode is perimeter protection when it should be proactive probing,The burden does not rest solely on The information security landscape Yet while some alert enterprises and isolationism when it shouldthe IT department’s shoulders. The has become an intimidating and are striving to stay abreast of be integration.risks incurred are business risks—the confusing place. Things are harder to new advances in security, manyharm to intellectual capital when keep in order: the IT attack surface others—too many—are now further Enterprises must shift their thinkingsensitive data is compromised, the keeps expanding across more devices, behind than they were a year ago. and begin to expect that 3 a.m. calloperational risk when business is more systems, more people, more Compliance has become the comfort about a security breach. As a matterdisrupted, the reputation risk when partners, and broader infrastructure. zone, but the security “model” of urgency, they have to close thepersonally identifiable consumer Extensions to the enterprise—think based on adherence to standards is widening gap between their practicesinformation is stolen, and of cloud and mobility—have created flawed—largely as a consequence and current best practices—they needcourse the increasing likelihood of new places for hackers to probe. of rapid innovation in IT. Standards to undertake regular actions suchhefty penalties when data security Threat levels are increasing as “Compliance has become the comfortonregulations are violated. None of sophisticated, targeted forms ofthese risks goes away unless business cybercrime emerge. Governmentsleaders assume responsibility for IT and organized crime groups are onsecurity too. the lists of hackers, while hacktivists zone, but the security ‘model’ based and lone wolves are becoming adherence to standards is flawed—largelyAlthough most companies certainly more dangerous because they are as a consequence of rapid innovation in IT.have invested substantially in IT benefiting from the established Standards simply can’t evolve fast enough ”security, they are still not taking full tactics and techniques of theseadvantage of the maturing tools organized groups. And legacy to keep pace.and services now available to help systems that were never designed65
    • Trend 6. Active Defense Accenture Technology Vision 2013as deploying reflex-like responses Managing the risks that advanced persistent threats of what’s known about the breachesto security threats in their midst when attackers do (APTs) have already penetrated your that are occurring. In doing so, ITand leveraging analytics to create a organization, often avoiding your groups and their business colleaguessecond line of defense around data get through perimeter altogether. Few enterprises shift from compliance to action;and services. And on top of that, In the past, IT has architected are truly ready to deal with that specifically, they put the emphasistheir IT leaders need to keep eyes everything around the idea of alarming reality. on managing risk, matching theirand ears open for the next round keeping the bad guys out. Today, responses to the magnitude ofof advancements, the better to help though, optimal IT security is not To minimize the damage when the risks posed to the business.their organizations prepare more about complete prevention; it’s attackers have penetrated, IT groups Essentially, they are able to think likecreative and more agile responses about recognizing that attackers will must find out how, where, and when the enemy at all times.and to get more insight into get through. In fact, it’s no longer they did so. That means that IT’sattack profiles. just a matter of discovering that security professionals, working hand The keys to mastering risk and someone is trying to penetrate your in glove with the relevant business figuring out the big security firewall; it’s about acknowledging staff, must design and deploy picture for your enterprise are processes and systems that allow in understanding the businesses them to expect and monitor security processes and the strategic assets compromises in the first place and that you’re trying to protect. (If react to them before the attackers you can’t figure out what should can begin to wreak havoc. be happening, it’s hard to say when someone is doing something This calls for new levels of “wrong.”) A manufacturer, for awareness—keeping abreast of the instance, might instrument and state of play of threat actors in protect the specifications for a general—and for new ways to act on critical engineering component in what is being learned in the context order to detect access anomalies 66
    • Trend 6. Active Defense Accenture Technology Vision 2013 “ immediate shutdown of one portion data to visualization of behaviors and Leading organizations will understand the of a network coupled with active anomalies. business consequences of inevitable data monitoring, which, if it detects leaks and respond proportionally; they get that the threat is large or moving To better understand their risks and fast, shuts down other parts of the to detect attacks, leading security the idea that different levels of attacks network. Of course, determining the organizations will turn increasingly require different speed, scale, and types of business consequences isn’t easy; the to data platform technologies— ” responses. organizations that succeed at it know technologies that provide access to that their security organizations and and aggregation of data via services.and to require greater levels of threats immediately. For instance, the business must work together to If they are building the systemauthentication in the event of in the case of the manufacturer assess and prioritize the risk. themselves, IT groups are very likelyunusual access—say, an employee mentioned earlier, the system might to use Hadoop or Splunk; otherwise,who is supposed to be on automatically lock the engineering they may turn to a solution such asvacation who is downloading database for a period of time and Putting in place NetWitness, which is designed tocomplete specifications. also alert the security team. a second line of provide enterprises with a precise and actionable understanding ofAutomation can play a big role here. It’s important to restate that leading defense everything happening onIdeally, IT should be able to deploy organizations will understand To cope with these new higher-order their networks.security solutions and architectures the business consequences of security challenges, IT leaders mustthat will, like human reflexes, respond inevitable data leaks and respond develop a second line of defense The data platform, andinstinctively to the growing speed, proportionally; they get the idea that by leveraging new data platform accompanying analytical approaches,scale, and variety of attacks. The different levels of attacks require concepts to design, implement, and allows security to handle largeincreasing attack surface supports different speed, scale, and types of run systems that shift the security volumes of fast-changing data—the case for automated capabilities responses. A cascade of responses emphasis from monitoring to orders of magnitude greater in scalethat detect, assess, and respond to might, for example, involve the understanding; from collection of than traditional log analysis. It will67
    • Trend 6. Active Defense Accenture Technology Vision 2013also make it easier to harness new signed into your computer really are starting to push conventional Fingerprinting yourforms of data from the unstructured is you. In another instance, a data security boundaries. Unsurprisingly, enemies…world, opening up fresh opportunities platform might assist in making real- over the last 12 months many offor security analysis. These platforms time decisions about who is allowed the emerging security techniques New technology developments arewill help organizations acquire a access to a patient’s electronic have revolved around data, albeit making it easier to identify who’snew understanding of their risk medical record, based on the patient’s in markedly different ways than attacking you. Essentially, they enablelandscapes, explore their data in history of care. conventional security approaches. security professionals to get closernew ways, and create more timely Some of the focus is shifting from and closer to potential attackers “indetection and responses to improve studying your systems to studying the wild”—helping them identify theirthe confidence of the business. The sharp edge of the people using them—that is, tactics, techniques, and procedures the latest security getting to know your intended users earlier and track down signs ofIn one example, DARPA’s Active thinking and your hackers alike. Even more compromised security before damageAuthentication program is exploring interestingly, some new systems can be done.new ways to authenticate users It would be wonderful if these are geared to keeping hackers fromthrough their “cognitive footprint.” ii kinds of security approaches were knowing you.Gathering and analyzing large being practiced regularly today byamounts of data on your user IT departments in every industry. ITbehavior creates a picture of the departments in many organizationsways you use your computer—the have made big strides in a lot ofways you move your mouse or the areas, as we noted in Accenture’slanguage you use in documents, Technology Vision 2012. Butfor instance. Eventually, cognitive there is much more to be done. ITfootprint software will help your leaders need to continue lookingorganization’s security systems to ahead, familiarizing themselvesdetermine that the person who with security technologies that 68
    • Trend 6. Active Defense Accenture Technology Vision 2013Similarly, enterprise architectures whether they are smartphones,are evolving rapidly to include much tablets, or laptop computers—the “Authenticationbecoming increasinglymore capable identity and access Nok Nok Labs technology enablesmanagement (I&AM) systems. companies to recognize these strong and authorizationAuthentication and authorization authentication capabilities and to technology is ”technology is becoming increasingly leverage them to deliver a moreadaptive, context-aware, and risk- secure experience appropriate to the adaptive, context-aware, and risk based.based. More and more of the I&AM risk of the transaction or the identitysystems are being strengthened with of the user.analytics tools that work increasinglywith growing sets of data— Today’s usage patterns can also helpunstructured as well as structured. build smart profiles of users and business trip to India. Or a customer existing compromised systems whileAnd risk profiles are being their computing habits. The idea is service representative with access to providing counterintelligence andused more and more as “trust that authentication is now less a customer records might be prompted recommendations to help preventanchors” for sensitive transactions, simple “are you who you say you for additional authorization if she future targeted attacks. Throughbased on behavioral and are”—based on a simple password, suddenly attempts a bulk download hunting operations, including host-environmental context. say—and more a way of establishing of the whole database. based detection, threat-specific when “authorized access” is out of network analysis, and victim threatNok Nok Labs, the new venture character relative to a user’s normal At the same time, a new battlefront profiling, the services identifyfrom PGP cofounder Phillip behavior. For instance, a Texas-based is opening up in the field of adversaries and find out what theyDunkelberger, is a good example engineer who regularly accesses hacker identification. Security are after.of a company helping to simplify important design data for a product specialists such as CrowdStrike arestrong authentication.iii Because the might be asked for an additional developing powerful capabilities in Other providers, such asmachines that surround us use are level of authentication when he “enterprise adversary assessment.”iv Mykonos Software, specialize indelivered with security embedded— tries to access that data while on a CrowdStrike’s services help reveal “fingerprinting” hackers’ equipment69
    • Trend 6. Active Defense Accenture Technology Vision 2013to identify the machine delivering appropriate response to thwart the …and making it experience at the same time—a wina script intended to hack a website. attack. For instance, after detecting easier for users to do for everyone. vMykonos’s tools can also create a a potential attack, the system mightprofile of the attacker; that profile prompt for higher authentication the right thing Research has demonstrated thatcan then be shared within an in the middle of a session to thwart At the same time, there is growing system design can greatly influenceindustry or within a community of IT a machine-based attack, while acceptance of the idea that a user’s ability to make appropriatesecurity professionals. To our earlier throttling bandwidth to the system better usability can be a powerful security decisions. At the Georgiapoint about proportional responses: to reduce impact on other resources. mechanism for increasing security Institute of Technology, researchersfingerprinting in this way allows the This kind of approach would not be effectiveness—consider a biometric have studied two persistentdefender to get a better sense of the too costly in terms of unnecessary reader checking your fingerprint problems: user authentication andactual threat—who is attacking us system shutdowns, say, but it would versus having to remember a e-mail encryption.vi They describedand what they are after—and then be enough to raise the bar for complex password. By specifically two successful design cases thatto properly evaluate it in terms of its the attacker. designing for security, an enterprise made it easy for users to achieverisk to the business and mount an can increase compliance with their desired security goals, and two security protocols by making it easier flawed ones that made it difficult for “ By specifically designingcompliance with enterprise can increase for security, an for users to do the right thing than to create a clever workaround. The key is to understand how people even very motivated users to operate securely. security protocols by making it easier for want to use the system and what Guidelines for more usable security users to do the right thing than to create a they’re trying to accomplish. One already exist—Georgia Tech example: security experts at Schiphol researchers draw on prior work from clever workaround. The key is to understand Airport in Amsterdam have designed influential scientist Ka-Ping Yee. The how people want to use the system and ways to deploy baggage-screening guidelines include factors such as the ” what they’re trying to accomplish. technologies to upgrade security following: the path of least resistance while improving the customer (matching the most comfortable 70
    • Trend 6. Active Defense Accenture Technology Vision 2013way to perform tasks with the to make). Collectively, these factors objectives of making it more difficult, Misinformation and misdirectionleast granting of authority), active help designers focus on making it more expensive, and less profitable systems hold some of the greatestauthorization (meaning the granting easy for users to do the right thing to do their work. (Think of it as the promise. Allure Security Technologyof authority to others in accordance most of the time. cyber equivalent of a safebox that’s is one start-up that is developingwith user actions indicating consent), full of nothing but costume jewelry, decoy documents to defend againstrevocability (offering the user ways Fooling enemies perhaps, or stacks of fake $50 bills data loss, essentially fronting bogusto reduce others’ authority to access more of the time... in a folder in an office bureau, files that may cause damage to thethat user’s resources), identifiability for instance.) The systems being systems of the hacker trying to get at(presenting objects and actions In parallel, there is intense developed range from technologies them. The real kicker: as these toolsusing distinguishable, truthful activity—and plenty of venture- that signal to the intruder that he is become commonplace, they forceappearances), and foresight (that is, capital funding—going into “active being tracked to others that deceive attackers to consider the possibilityindicating clearly the consequences defense”; that is, into systems that him with electronic “pollution”— that the files are bogus, and thusof decisions that the user is expected actually engage the enemy with the cyber smokescreens, if you like. to question whether an intrusion attempt is worthwhile.vii It’s important to point out that the emerging developments owe Another software provider— a lot to the momentum seen in DataSoft—has created what it several foundation technologies. calls its Network Obfuscation and More granular and more flexible Virtualized Anti-Reconnaissance levels of system control are possible System (Nova)—a tool developed to because of rapid progress with detect network-based reconnaissance software-defined networking (SDN) efforts and to deny the attacker and because of the advances in access to real network data while virtualization across the IT landscape. providing false information regarding the number and types of systems71
    • Trend 6. Active Defense Accenture Technology Vision 2013connected to the network. Nova viii Web Intrusion Prevention System as a way to compartmentalize risks reconnaissance. Another provider,is designed to spoof network data inserts instrumentation into a Web by setting up virtual environments, Invincea, relies on virtualizationto attackers, thus revealing their application to create an invisible making it much more difficult for to secure your network againstintentions. Its autonomous agents minefield throughout. The honey attackers to “see” the contours of employee mistakes by protecting the xcombine lightweight virtualization, pots allow you to detect attackers what they’re trying to access. Putting employee from all untrusted content.attacker classification, dynamic while they’re still snooping but it in IT security terms, virtualization Invincea’s technology is all aboutrerouting for asset protection, and before they begin to do damage. gives the organization more control containment: it takes the most highlyan array of mechanisms for sending Attackers are detected when they over, and more agility in, how it targeted applications in your networkfalse information to attackers. manipulate the honey pot parts of responds to attacks. (the browser, PDF reader, Office suite, the application. So, because attackers zip files, executables) and seamlesslySuch “honey pots” lure attackers to are manipulating code that has The Nova system referred to earlier contains them in a virtualizedwhat appear to be more promising nothing to do with your website uses large arrays of virtual machines environment. Every time the browsertargets. The core ideas have been or Web application, you know with to detect and prevent hostile is opened, or any time an attachmentaround for at least a decade, but the absolute certainty that an attackunderlying technologies are pushing is in progress. “ Think of sandboxing as abyway to upthese approaches further, spurred bythe proliferation of security threatsin general.ix …and preventing compartmentalize risks setting them from knowing virtual environments, making it much moreOne example: besides developing you in the first placetools that can “fingerprint” difficult for attackers to ‘see’ the contours ”attackers, Mykonos Software “Sandboxing” is another technique of what they’re trying to access.has developed deceptive honey that is gaining a lot more attention,pots to detect attackers without thanks largely to developments ingenerating false positives. Its virtualization. Think of sandboxing 72
    • Trend 6. Active Defense Accenture Technology Vision 2013comes from outside the network, infrastructure is denied. In one recent “ There is noshould be waiting for. ThereInvincea creates a segregated experiment, Bromium’s technologyenvironment for these applications to almost immediately reduced an ‘silver bullet’ technology thatoperate. That way, Invincea contains attack surface from 1 million lines of IT leadersall malware—whether zero-day codes to about 10,000 lines. xi never will be. No one tool, no matter howor known—and prevents it from capable, can handle the scope, scale, andattacking the host OS as a pathway The next natural step is towardfor breach and lateral movement in what are being called moving target complexity of the information security ”your network. defenses (MTDs)—systems that challenges of today and tomorrow. continuously blur the lines betweenAt the same time, Bromium, another what is real and what is virtual. The xiisecurity software start-up, is applying driver behind MTD is that static be redirected in many different IT stack. JumpSoft uses MTD at thewhat it calls “micro-virtualization” environments enable adversaries misleading directions. MTD is still application layer in order to disguiseto secure desktops, allowing to plan and execute attacks over in its earliest stages, but we predict and deflect threats to the OS anduntrustworthy desktop tasks to time. Essentially, MTD is a nonstop that it will gather momentum rapidly, network layer as well as at thesafely coexist with trusted enterprise version of musical chairs; as soon as especially as it converges with new hardware and system layer.applications and data. The technology your systems are truly virtualized, developments in SDN.uses hardware-level isolation to stop they can be set to change all theeven “undetectable” attacks without time. It is not simply a question of There’s at least one example of Don’t wait for thedisrupting the user. It automatically,instantly, and invisibly hardware- randomizing passwords; it’s about randomizing all the connections. That MTD in action, although it’s early days yet. The technology provided silver bulletisolates each vulnerable Windows way, hackers can no longer simply by JumpSoft, an MTD specialist, is There is no “silver bullet” technologytask so that Windows cannot be hack in and wait for vulnerabilities designed to respond to disruptions that IT leaders should be waitingmodified and so that unauthorized to appear in users’ regular patterns. to applications themselves and to for. There never will be. No one tool,access to enterprise data or network More interesting still: hackers can any of the preceding layers in the no matter how capable, can handle73
    • Trend 6. Active Defense Accenture Technology Vision 2013 “ entirely unlikely that some of Putting a plan into IT must build up a concentration of force in IT your organization’s business action security capabilities, but the security burden leaders, burned by information has to be shared by the organization’s data security breaches, might make It is also vital to have the specialty rash decisions—a knee-jerk skills to be able to mount effective professionals, by its traditional developers response, perhaps—to isolate parts defenses. A challenge for many (remembering the need for user experiences of the organization in ways that IT leaders is that such specialists that are designed for security), and by more could be detrimental to business are in short supply, partly because ” effectiveness. The IT teams must many are being hired by the security and more categories of business users. anticipate and prepare answers for software vendors. So it is incumbent such a scenario. on every IT leader to budget forthe scope, scale, and complexity of migrated to the CEO’s priority list; finding, competing for, hiring,the information security challenges aside from the obvious business At the same time, IT leaders need and retaining the new breed of ITof today and tomorrow. The real risks of having substandard security to take a lesson from the world of security professionals.advantage lies in successfully systems, the fact is that many more prudent investment by developingintegrating solutions and business users are increasingly able portfolio-based approaches to Of course, the skills issue extendsapproaches—calling for a holistic to compromise security, knowingly security—approaches that minimize far beyond the IT security staff’ssecurity architecture—and ensuring or not. Yet they are also ideally the risks to the business by enabling cubicles. Yes, IT must build up athat the architecture remains flexible placed to improve it by collaborating responses to all kinds of attacks concentration of force in IT securityenough to deal with the continual with IT to protect the business. in all sorts of circumstances. The capabilities, but the securityflux in security requirements. fundamental emphasis must be on burden has to be shared by the There are many reasons to expand fully understanding their risk profiles organization’s data professionals,Integration must extend in another and enrich the security dialog and the type of integrated picture by its traditional developersdirection too—between IT and the between IT and the business that can help them better manage (remembering the need for userbusiness. Information security has side. Just one aspect: it’s not those risks. experiences that are designed for 74
    • Trend 6. Active Defense Accenture Technology Vision 2013security), and by more and morecategories of business users.There should be no doubt aboutwhat actions need to be taken tobring data security up to par. Manyorganizations are already pushinghard in many appropriate ways; theyare working overtime to catch upwith best practices while proactivelyexploring the newest informationsecurity techniques. Indeed, it’snot unrealistic to expect that someIT groups will deploy honey potsor sandboxing or other emergingmethods sooner rather than later,especially to protect their mostvaluable data or services.The bigger question is whethercurrent efforts are enough. Thatis the core question that CEOsand their top teams should not beleaving to their IT leaders alone.75
    • Trend 6. Active Defense Accenture Technology Vision 2013Your 100-day plan This time next yearIn 100 days, solidify security on the C-level agenda and define the plan to In 365 days, start addressing the weakest security links.close the gaps in your security strategy.• Work with heads of business to align security strategy with business strategy • People continue to be the softest target. Update your and update your enterprise threat assessment. strategy for how malicious or unintentional misuse can be compartmentalized and contained.• Reassess the organization’s reliability needs for critical business IT systems, • Test and confirm responses to security breaches including processes, and assets. the effectiveness of community involvement.• Determine how security can support them. • Implement your second line of defense—begin experimenting and prototyping platforms and • Develop or revise your security architecture roadmap—include ideas regarding technologies for security analytics. your second line of defense. • Identify where techniques such as sandboxing, misinformation, and MTD could better address your first • Evaluate your threat scenarios to identify missing perspectives that would line of defense. improve your security effectiveness. • Identify the skills necessary to stay abreast of emerging • Identify the industry sharing communities where you want to participate and security processes and technologies. generate and share valuable insights. • Engage with your chief counsel and chief risk officer on risk tolerances and the evolving threat landscape.• Evaluate your ability to respond to new insights or security events.• Determine whether, with perfect information, you could act on these insights. 76
    • Trend 1. Relationships at scale Accenture Technology Vision 2013 Beyond The Cloud The value lies in putting the cloud to work 77
    • Trend 7. Beyond the Cloud Accenture Technology Vision 2013Beyond the CloudNo vision would be complete without commenting on the cloud. However, cloud computing is no longeran emerging trend. The on-demand, elastic technology needs to be considered in all decisions madetoday; the key question is not “should we use cloud?” but “how can we use cloud?” More than that: cloudisn’t a single concept. Its individual elements—from IaaS to SaaS to PaaS, from public to private—areas distinct and different from one another as the opportunities for enterprises to use them. So the real“trend” is a shift in focus to the next phase: putting cloud to work and crafting an overarching approachthat weaves cloud capabilities into the fabric of the enterprise—with business value uppermost in mind. There are far more followers than of private cloud versus public cloud pioneers when it comes to adoption without delving into who manages of emerging technologies. That’s one what data where, who’s responsible of the findings in Accenture’s latest for security, how cloud deployments High Performance IT study, and it’s affect network infrastructure, and a truth that is borne out in what we more. Cloud computing doesn’t get see in many enterprises’ hesitant its name just because it’s something i approaches to cloud computing. with wispy edges that you can’t touch. It’s called cloud because it’s It’s easy to see why so many IT big, and no matter what progress leaders hold back. It’s daunting you’ve made with it so far, there’s so enough to determine the vagaries much more cloudscape to traverse. 78
    • Trend 7. Beyond the Cloud Accenture Technology Vision 2013Leading organizations already sense thinking about the cloud as a singlethat they’re still only at the beginning concept. It’s time to start realizingof what they can do with cloud—and cloud’s transformational impactwhat it can do for them. across the business.Lest there be any doubt that the Enterprises must view cloud ascloud has arrived, it has been 14 an overarching approach thatyears since Salesforce.com was considers the value of PaaS, IaaS,founded, and 5 years since it topped SaaS, and several other as-a-service1 million subscribers. Likewise, technologies, and helps determinefinance and HR cloud-services how they can best become a part ofcompany Workday was founded in IT’s current toolbox. The technology2005. In 2006, Amazon Web Services is here, so the conversations shouldbegan offering IT IaaS; it has since now turn to how these tools can be The cloudbegun offering PaaS. Software giantssuch as Microsoft, Oracle, and SAP used to differentiate a company’s business, helping it get to market Let’s be clear: the opportunity is to use cloud technologies to enable opportunityhave made significant progress in faster and respond more flexibly your business. As an integral part Accenture estimates that by 2016,cloud-enabling their applications. to opportunities and obstacles. By of your IT strategy, cloud can make enterprises will devote 14 percent ofCloud has been so successful, in fact, harnessing cloud skillfully, companies your business more responsive, their overall IT product and servicesthat while many everything-as-a- can enter whole new businesses or more flexible, more scalable—more spending to cloud, up from 5 percentservice (XaaS) start-ups are already launch new products in short order. competitive. But the point should not in 2011. More importantly, by thatold enough to shave (metaphorically VELUX Group, for instance, was able be cloud itself—instead, it is how you same time, 46 percent of their newspeaking), even newer ones regularly to launch a new product campaign embed cloud in your business that spending will be on cloud-enabledpresent enterprises with innovative in just three weeks—from start to will differentiate you. technologies.iii The implementation iiopportunities. It’s time to stop finish—using Microsoft Azure. stories support the data: leading79
    • Trend 7. Beyond the Cloud Accenture Technology Vision 2013enterprises are approaching new Despite all the attention to cloud, cloud adoption in the enterprise. Of Tripdiscover.de—a new type of travelsystem architectures with a “cloud- the expanse of cloud opportunities large enterprises, 43 percent are at portal that connects consumers withfirst” mentality—that is, looking remains largely underdeveloped. least piloting public SaaS with nearly partners, social recommendations,at what can be achieved with the Accenture’s latest research shows half of those (19 percent of total) and other high-quality content.different flavors of cloud rather where the biggest gaps lie: more having committed a large percentage Just 18 weeks after the Tripdiscover ivthan reflexively considering in- than one-third of large enterprises of their business to it. project began, Deutsche Telekom hadhouse development or off-the-shelf have yet to implement any cloud in place a fully deployed, flexible,solutions. The implicit message for technology, public or private, in their Accenture expects areas that have real-time scalable system intendedcompanies that have focused on one infrastructure. For platform cloud lagged, such as IaaS and PaaS, to inspire and excite its users witharea of the cloud to date: consider technologies, that percentage jumps to accelerate in the next three to a new type of online travel-bookingthe potential payoffs from other to one-half. The encouraging part: five years. Continuing innovation experience.vcloud technologies. applications. SaaS continues to lead and investment will drive further improvements in areas important But among the growing ranks of to the enterprise, such as cost and companies investigating a wider security. As a result, IaaS growth will array of cloud technologies, a pick up and PaaS is likely to become farsighted subset is looking for more “Despite all the attention to cloud, the primary application development sizable benefits from their efforts. and replatforming approach for the They understand that every time the expanse of cloud opportunities enterprise. It’s hard to ignore the cost they master one element of cloud ” savings, flexibility, and faster time to computing, it’s easier to see the remains largely underdeveloped. market that PaaS offers. Deutsche potential of another one. Despite Telekom opted for Google’s PaaS inconsistent rates of adoption across offering, Google App Engine, as layers of the stack and in some the basis for verticals, cloud services have become drivers for many other technology 80
    • Trend 7. Beyond the Cloud Accenture Technology Vision 2013changes—for social media, for software, in order to create hybrid systems were siloed applications. fabric—into and around ERP systemsinstance, and for at least part of capabilities that combine the best Since then, the surging numbers of or legacy mainframe applications.the rising popularity of today’s data of all of cloud’s elements? Imagine, cloud deployments, supported by When EMC turned to Salesforce.analytics activities. Case in point: for instance, the viability of a retailer maturing technology, have increased com for an update to its CRMBMW Latin America used Microsoft that can successfully use the cloud enterprises’ confidence that cloud, in systems, it was far from a standaloneAzure to drive a social-marketing to hire extra e-commerce capacity many shapes and forms, can create deployment. The company integratedcampaign for the launch of two new for the five weeks at year-end, and value. Today’s cloud projects, even in the SaaS solution with Oraclemodel lines.vi Another snapshot: Shell then bring all the customer and a private cloud environment, now are E-Business Suite, its own customis relying on Amazon’s cloud to pilot transaction data back to its internal less about simple SaaS configuration campaign-management tool, andits use of Hadoop for new analytics system in January. The ability to and more about the complex its e-mail infrastructure in order to viiwork. rapidly build capabilities to capture integration required to weave new handle financial, operational, and more of the available demand gives SaaS systems into the existing IT communication information.viiiGetting a handle on the retailer potent advantages.the hybrid cloud The hybrid cloud means differentGiven the growing number of things to different people. Whethermature cloud-computing options, it means mixing forms of clouds orenterprises have tough decisions integrating cloud with existing IT, theto make about cloud in the real real challenge is a new flavor of theworld. Can they deploy different perennial one: how will you handleforms of cloud at the same time, the complexities of service and dataand, if so, how? What’s the potential integration across systems?for mixing on-premise and off-premise IT, or for integrating cloud When enterprises first began towith legacy systems and traditional rely on the cloud, many cloud81
    • Trend 7. Beyond the Cloud Accenture Technology Vision 2013For the foreseeable future, traditional valuable talent will be the architect opportunities. When an enterprise relegated to a limited role as asoftware systems will continue to who understands the functions and has one or two cloud-dependent management function that keepsplay a crucial role in the overall IT roles of all the pieces and who knows applications integrated with the technology in check, meaning thatlandscape. Recognition that the how they all work together. legacy systems in its portfolio, an those organizations have missedhybrid world of cloud and traditional ad hoc approach can still work. valuable opportunities to use cloudIT must coexist has important Just as important, the governance However, even if the number of to substantially transformimplications for how an enterprise of the solutions becomes key. The those applications simply doubles, their processes.prepares for the future. In many technology organization now needs it suddenly becomes crucial toenterprises today, skills are separate to design and operate a mosaic of properly broker those connections Whenever the business undertakesand isolated—a Microsoft Azure team best-in-class capabilities so that and relationships. An architect needs a new project—a business processhere and a SAP team there. A hybrid the business can take advantage not only the ability to patch together change or an investment to enterworld demands hybrid skills; the most of the capabilities to create new the mosaic of services but also an a new business, for instance—it is understanding of the changing important to inject the art of the implications of the cloud on supplier possible into those early decisions and vendor management. and discussions. “Cloud thinking” “A hybrid worldtalent willhybrid skills; the can help bring out the project’s true demands The enterprise architecture of potential by asking new questions: most valuable be the architect tomorrow—e.g., data, integration, Can we consume this as a service? who understands the functions and roles of monitoring, security—will look very Can we sell this as a service? How different from its forebear of just would we monetize it? If we can all the pieces and who knows how they all a few years ago. To be successful, scale on a moment’s notice, what ” work together. enterprises need to fundamentally possibilities does that bring? The goal revise their notions of enterprise of using cloud has to be business architecture; for many, enterprise value; cost reduction is a byproduct, architecture has already been not the answer. 82
    • Trend 7. Beyond the Cloud Accenture Technology Vision 2013Choosing the right However, this is not to say that public never move their ERP/finance system internal processes. The new cloud-cloud cloud is now universally applicable. (64 percent) or any core industry- based solution, completed in just IT leaders continue to wonder what specific application (59 percent) to nine months, simplified operations,The last question, then, is this: systems will work best in the cloud. the public cloud—and that may be accelerated applications, and reducedpublic or private cloud? What’s most What’s clear is that there is no prudent of them.ix In the near term, risk—allowing the copper company toimportant to note—and what keeps tipping point beyond which public the vast majority of Fortune 500 focus on its overarchingcloud deployment rates on the timid cloud technologies become the companies will host “in the cloud,” objective: growth.xside—is that there’s no one right default for all IT systems. In fact, it’s but they’ll also maintain tight controlanswer. Many IT leaders shy away unlikely that companies will move of their mission-critical systems As cloud technologies have matured,from public cloud SaaS options, their core systems to a public cloud through private cloud solutions. the decisions about when to useeven those that are financially and service anytime soon. For instance, public cloud services have becomelogistically viable. the majority of respondents to Here’s one example of where the more nuanced—and more important. Accenture’s research felt they would leading implementers are going. Although today’s public cloud Following a major acquisition, decisions may be all-or-nothing Freeport-McMoRan, the world’s propositions, over time, applications largest publicly traded copper will be partitioned differently, and “ As cloud technologies have when matured, the decisions about company, launched an extensive ERP transformation initiative using a private cloud architecture. The IT groups will adopt more granular ways to split applications (even inside tiers). For instance, it won’t be to use public cloud services have company’s existing infrastructure a question of where the complete ” and ERP environment were inhibiting customer database resides; it will become more nuanced. its ability to grow at a critical time, be a matter of deciding what data when Freeport was revising its belongs where (based on source, operating model to harness emerging scale, cost, and accessibility) and how technologies and streamline its the services that operate on it can83
    • Trend 7. Beyond the Cloud Accenture Technology Vision 2013and should be integrated. In short, Enterprises are just starting their “it’s about the emergence of a cloud journey. Although the “safe”highly flexible, services-based option may appear to be private The proof that an organization isdata layer. cloud, we expect more and more headed in the right direction is that the organizations to start relying onEventually, business leaders will more public options for some term ‘cloud’ will start to fade out of the ”stop asking questions like, “is the business units or geographies. conversation.cloud secure enough for storing my Wireless - semiconductor makercustomers’ personally identifiable Qualcomm took this approachinformation?” Their actual behaviors in rolling out a public cloud ERPhint at the ambivalence behind such (NetSuite) to certain subsidiariesquestions: 77 percent of enterprises while maintaining its traditional ERP why enterprises must prepare for a maturity of the tools available andsay they will never place sensitive system (Oracle) at the corporate level. hybrid world. xii the value they can generate today.customer information in the publiccloud, yet CRM is one of the hottest Over time, then, enterprises will have The proof that an organization isSaaS areas.xi The question will give built up enough success stories about Moving beyond the headed in the right direction is thatway to compromise: businesses willfigure out how to take customer public cloud deployments, and will have captured enough value from Cloud the term “cloud” will start to fade out of the conversation. Instead, itsdata—without identification—and them, that they will be confident IT leaders, and to an increasing extent use will be described in ways thatpartition, protect, and integrate enough for public cloud to become their business colleagues, now need relate to its business value. Perhapsit as appropriate, on the basis of their “go-to” option whenever public to move “beyond the cloud.” The the CIO will touch on her reliancetechnology capability, security cloud alternatives exist. Few CIOs will discussions that continue to make on on-demand services to sociallystandards, and their users’ own be able to match the economies of headlines are already obsolete topics enable the enterprise, but therecomfort levels. scale that public cloud providers can when reviewed in the context of the won’t be explicit discussion about deliver—which is one more reason those services—much less any special 84
    • Trend 7. Beyond the Cloud Accenture Technology Vision 2013Your 100-day plan mention of “cloud”—unless the CIO’s audience requests it.In 100 days, agree on a cloud strategy that emphasizescloud as an enabler of business growth. Put simply, every organization can use cloud now to support its other technologies and to bolster its• Inventory current cloud deployments across the business processes. Cloud is entirely enterprise—public and private, IaaS and PaaS and SaaS, good enough to help organizations diversity of cloud vendors, and so on—in order to build achieve much of what they need to awareness among leadership. achieve—and it has the potential to deliver much more in the years• Look at the external marketplace for representative/peer to come. cloud success stories to broaden understanding of the art of the possible.• Identify and prioritize opportunities to implement services in the cloud within your existing IT road map, particularly in near-term application modernization— challenge yourself to think “cloud first.”• Evaluate the cloud knowledge/skills of your enterprise architects and develop updated training plans as necessary to prepare them to lead the rest of the IT organization forward.85
    • Trend 7. Beyond the Cloud Accenture Technology Vision 2013 This time next year In 365 days, execute your cloud strategy; implement it piece by piece as your company buys, builds, and connects to its next generation of IT services. • Create decision criteria for cloud selection and readiness evaluations. • Update your cloud strategy to create company standards for procuring and managing cloud services. Extend your operations architecture and services catalog to include private and public cloud services. • Integrate cloud into your other technology road maps— use cloud to enable social, mobile, or analytics. All your approaches need to be cloud-ready. • Update your enterprise architecture in preparation for partitioning of data and services across hybrid cloud deployments. Create an architectural review process to evaluate new IT projects for cloud usage. • Develop cloud skills aligned to your chosen platforms through recruiting or training and embed these skills in your project teams. • ·Actively govern your use of cloud—continuously evaluate cloud usage and providers against your plan and standards. 86
    • Conclusion Accenture Technology Vision 2013How will your digital business take shape?When U.S. president John F. Kennedy a grand challenge of their own: increasingly software-driven world. their grand challenges if they expectgave his famous “man on the moon” relentless and rapid changes In every company, IT will have to their organizations to outcompetespeech to the U.S. Congress in in the digital landscape that become a strategic competency throughout the decade to come.1961, he did not try to disguise the continue to reshape the business woven through the enterprise—inscale of the challenge. “No single environment around them. The fact particular, the ability to derive Hark back to when Kennedy pointedspace project in this period will be that companies need to quickly insights from an increasingly to the specter of the Soviets’ Sputnikmore impressive to mankind, or adapt is well known, but often the quantified world and leverage the satellite to show that the Unitedmore important for the long-range direct and obvious impetus to change arsenal of constantly emerging States did not have the luxury ofexploration of space,” he declared. is absent. software advancements will power time in the space race. With asKennedy’s grand challenge set an efforts to optimize, grow, much conviction and vigor, businessobjective that invoked competition Accenture believes that business and innovate. leaders must cite the volatility andand fired imaginations, even though leaders must now set out uncertainty of global business tothe goal seemed so far out of strategic challenges that become To be effective, the challenge has frame their own grand challenges.reach. More importantly, though, it the drivers for change for their to have an imperative. Kennedy The technology trends describedalso served as the catalyst to drive organizations. The ways in which called for setting a man on the in this report will become theinnovation to keep the United States those organizations recognize surface of the moon and returning approaches that help transformfrom being left behind. and realize their challenges will be him safely before the end of that those challenges into reality. unique, but the digital challenge decade. We propose that by theWhile the scale may be different, they all share will be to reimagine end of your next planning cycle, The groundwork for suchenterprises find themselves facing themselves in the context of an business chiefs should have issued declarations lies in recognizing87
    • Conclusion Accenture Technology Vision 2013the reach of technology in each address business’s challenges and top executive team as its members so they grasp the implications andorganization today. Every company opportunities and the capabilities consider what it means to have possibilities of technology—fromis, to some extent, becoming of many organizations to utilize technology become an essential part designing for analytics and digitally“software-centric”—not in terms of those technologies. The faster that of how they grow their business. managing customer relationshipsthe product or service it sells or the technology develops, the more that They will need to be role models to shifting to active defense modelsindustry it belongs to, but in terms gulf widens. The gulf has to start themselves for the changes required of Internet security. The necessaryof the impact that software, in all its closing. The technologies that until before they can expect their business follow-on will be to design andmanifestations, has on the company’s recently were considered cutting managers and IT managers to begin implement cross-functional ways offortunes. Yet there is a widening gap edge—from mobile to social, from working in tandem. working so that the retooling effortsbetween the companies that embrace analytics to virtualization—are stick and the silos don’t reappear.that reality and seek ways to benefit accessible and realizable today. The Assuming that the company’sfrom it and those that continue to appropriate response now is to leaders can and will embrace the Another key action will be to infusesee IT as nothing but support for the acknowledge that the technologies new mindset and demonstrate it in the whole organization with abusiness. Software is an essential part are “good enough” and that the their actions as well as their words, culture that is driven by insight.of every company and a potential immediate issue is to look inward one of the first actions toward This will call for new ways to thinkdisruptor in every business. to prepare the organization to work becoming a digital business will be about and act on data. For instance, with them. to retool IT to equip its professionals both business and IT professionalsFurthermore, there is a growing to understand the business hurdles will need to develop a sixth sensegulf between the technologies To start with, the challenge will call and opportunities and to do the for value in sources of informationthat are increasingly available to for some soul searching within the same with business professionals previously out of reach or viewed as 88
    • Conclusion Accenture Technology Vision 2013irrelevant—social media and e-mails, Organizations must then prepare for That means rewarding for Of course it is. We all know thefor instance. And as we mention in a state of constant evolution. This collaboration, for innovation and results of Kennedy’s grand challenge:this report, they will have to learn is where IT can step up to make the change, and for experimentation and Neil Armstrong became a householdto look for insights from data in all whole enterprise as agile as it can be, tolerance of failure. These measures name worldwide. And compellingthree of its dimensions: velocity as leveraging on-demand services (a.k.a. will involve a wholesale reframing examples can be found in thewell as variety and volume. The next “the cloud”), agile user-experience of IT’s purpose, from cost center to business world. General Motors haspart of the digital challenge will be to models, and data platforms and business driver. And they will extend reaffirmed its position as one ofquantify everything that moves, and taking a portfolio approach to deep into the development of human the top-selling auto manufacturersplenty that doesn’t, cataloging what technology so that many small capital, identifying and helping to in the world, owing, in no smallis known and what the organization experiments are constantly in play implement new criteria for hiring, part, to its reinvention of itself as aneeds to know. That last part is really and those that prove to be winners retaining, and developing data-savvy leaner, greener, and more innovativeimportant: increasingly, organizations can scale up fast. business professionals as well as IT company. Big change iswill have to design their applications staff with very different skill sets and entirely possible.to collect and report transactions, And then there are the issues of skills, aptitudes fromactivities, and logs. In short, capabilities, and incentives—no small their forebears. Right now, it’s 1961 in the corporateorganizations need to have the right matters. The challenge has to include world—at least as far as technology’sdata, not just more data, if they specific measures to enable and Such a grand challenge is no mean proper role is concerned. That’s theare to extract the insights that can motivate according to the behavior feat. It represents a massive change moon up there. Go for it. □accelerate their performance. and culture required. effort in its own right. So is it even feasible?89
    • Research Methodology Accenture Technology Vision 2013Research MethodologyEvery year, the Technology Vision to read, converse, and help improve the technologies that already drive • Impact beyond any one industryteam at Accenture Technology the ideas as a whole. change—discrete categories such “silo”Labs, with contributions from the as social networking, mobility, andAccenture Research organization, These crowd-sourced ideas were “big data”—and concentrated on the • Ability to be more than a “onepinpoints the emerging IT then screened against inputs from themes that will soon start to appear for one” replacement for andevelopments that will have the several other sources, including on the C-level agendas of existing solutiongreatest impact on companies, the recent activities of commercial most enterprises.government agencies, and other R&D labs, the academic literature, • Practical actionability within theorganizations in the years ahead. the flow of venture capital funding, The Technology Vision team next 12 months trends highlighted by IT analysts, and then worked with experts fromThis year’s research effort began with key themes at industry conferences. throughout the company to • Transcendence of any one vendorthe collection of nearly 2,000 ideas, For perspective, we tapped consolidate, filter, and prioritize the or discrete “product” technologytrends, and technology hypotheses Accenture’s High Performance IT accumulated ideas and to test eachfrom the architects, engineers, and research and the findings from our idea against the following criteria: These tests produced a handfulscientists across Accenture who see annual CIO Forum. of robust hypotheses that werethe impact of technology changes • Certainty of transformational synthesized into the sevenevery day in their work with clients. The ideas that bubbled to the top impact on enterprises overarching themes presented in thisUsing a social platform to gather stood out for their relevance to year’s report.the ideas and host the discussions, “real world” business challenges. • Velocity and scale of technologyparticipants went far beyond simply Specifically, the Technology Vision changeposting an idea; they took the time team sought ideas that transcend90
    • End Notes Accenture Technology Vision 2013End Notes v “Burberry: Entrenched in the Digisphere,” Telegraph, November 24, 2012.Introduction http://fashion.telegraph.co.uk/news-features/TMG9694181/Burberry-entrenched-in-the- digisphere.htmli “Ford Looks to Hadoop, Innovative Analytics,” Datanami, July 6, 2012. http://www.datanami.com/datanami/2012-07-06/ford_looks_to_hadoop_innovative_analytics. vi “The Navigator: With Social Media, Airlines Have a New Kind of VIP,” Washington Post, html December 13, 2012. http://articles.washingtonpost.com/2012-12-13/lifestyle/35813170_1_social-media-virgin-Relationships at Scale america-customer-servicei “Shopper Alert: Price May Drop for You Alone,” New York Times, August 9, 2012. vii “Case Study: Hijack by Meat Pack,” Creative Sandbox, December 11, 2011. http://www.nytimes.com/2012/08/10/business/supermarkets-try-customizing-prices-for- http://www.creativesandbox.com/case-study/meat-pack-hijack shoppers.html Sidebar: Gauging the Value of Trustii “Sports Fans Online: Examining the Digital Element of the Total Fan Experience,” eMarketer, July 2, 2012. i “Borders to Sell Customer Data to Barnes & Noble Under Privacy Opt-Out Deal,” Bloomberg, September 26, 2011.iii “Global Trust in Advertising and Brand Messages,” Nielsen, April 10, 2012. http://www.bloomberg.com/news/2011-09-22/borders-intellectual-property-sale-delayed-by- http://www.nielsen.com/us/en/insights/reports-downloads/2012/global-trust-in-advertising- privacy-issue-judge-says.html and-brand-messages.html “Privacy Policy May Sink B&N’s Purchase of Borders Name,” PaidContent, September 22, 2011.iv “Accenture Video-Over-Internet Consumer Survey 2012: Winning the Battle for Consumer http://paidcontent.org/2011/09/22/419-privacy-policy-may-sink-bns-purchase-of-borders- Trust,” Accenture, April 12, 2012. name http://www.accenture.com/us-en/Pages/insight-video-over-internet-consumer-survey-2012. aspx91
    • End Notes Accenture Technology Vision 2013 “Borders’s Sale of Personal Information Approved by Bankruptcy Court,” The Secure Times, iv “M2M Cellular Connections to Hit 2.5 Billion by 2020,” Strategy Analytics, August 3, 2012. September 29, 2011. http://www.strategyanalytics.com/default.aspx?mod=pressreleaseviewer&a0=5263 http://www.thesecuretimes.com/2011/09/borderss_sale_of_personal_info.php v “UPS Makes No Left Turns in Quest to Deliver Sustainability,” Bloomberg, September 20, 2012.ii “The Economic Value of Trust,” Outlook, Accenture, October 2003. http://www.bloomberg.com/news/2012-09-20/ups-makes-no-left-turns-in-quest-to-deliver- http://www.accenture.com/SiteCollectionDocuments/PDF/technology.pdf sustainability-q-a.htmliii “Facebook Director of Product Design Margaret Stewart on Users Deserving an ROI,” Fast vi “Redline Communications Announces the Major Expansion of Its Network at a Shell Oil Joint Company, November 26, 2012. Venture Oil Field,” Redline Communications, April 9, 2012. http://www.fastcompany.com/3003153/facebook-director-product-design-margaret-stewart- http://www.rdlcom.com/en/about/news/archive/redline-news-2012/519-expand-shell-joint- users-deserving-roi venture “Digital Oilfields Special: Got Oman Covered,” Arabian Oil and Gas, September 12, 2012.Design for Analytics http://www.arabianoilandgas.com/article/viewArticle/10610 i Erik Brynjolfsson, Lorin M. Hitt, and Heekyung Helen Kim, “Strength in Numbers: How Does vii “Ford Hybrid’s EV+ Feature Learns and Automatically Adjusts Powertrain to Deliver More Data-Driven Decisionmaking Affect Firm Performance?” April 22, 2011. Electric-Only Driving,” Ford, November 8, 2012. http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1819486 http://media.ford.com/article_display.cfm?article_id=37344ii “Netflix Analyzes A Lot of Data About Your Viewing Habits,” GigaOM, June 14, 2012. viii “eBay Pushes More Personalized Shopping,” PC Magazine, October 10, 2012. http://gigaom.com/2012/06/14/netflix-analyzes-a-lot-of-data-about-your-viewing-habits/ http://www.pcmag.com/article2/0,2817,2410811,00.aspiii “Knewton Is Building the Worlds Smartest Tutor,” Forbes, February 22, 2012. ix Rethinking Analytics for the Social Enterprise,” Tapscott Group, September 2012. http://www.forbes.com/sites/bruceupbin/2012/02/22/knewton-is-building-the-worlds- http://dontapscott.com/wp-content/uploads/Rethinking-Analytics-for-the-Social-Enterprise-1. smartest-tutor pdf 92
    • End Notes Accenture Technology Vision 2013Sidebar: Why the Business Now Needs to Care About APIs iv Ibid. vi “OnStar Gives Volt Owners What They Want: Their Data, in the Cloud,” Ars Technica, November “Time—The Next Source of Competitive Advantage,” Harvard Business Review, July-August 25, 2012. 1988. http://arstechnica.com/information-technology/2012/11/onstar-gives-volt-owners-what-they- vi “Predicts 2013: In-Memory Computing: Growing Gains, but Also Growing Pains,” Gartner, want-their-data-in-the-cloud/ November 30, 2012.ii “Bechtel: Improving Workforce Efficiency and Productivity through APIs,” Apigee, 2012. vii “SAP Exec: HANA Customer Count Nears 600, Pricing Tweaks Coming,” Computerworld, http://apigee.com/about/customers/bechtel-improving-workforce-efficiency-and-productivity- September 5, 2012. through-apis http://www.computerworld.com/s/article/9230936/SAP_exec_HANA_customer_count_ nears_600_pricing_tweaks_comingData Velocity viii “Early SAP HANA Adopters Describe Analytics Possibilities and Performance,” Data Informed, i “Walmart’s New Search Engine Increased Conversion Rates Says Its Global E-Commerce CTO,” May 15, 2012. NextBigWhat, September 11, 2012. http://data-informed.com/early-sap-hana-adopters-describe-analytics-possibilities-and- http://www.nextbigwhat.com/walmart-search-engine-india-bangalore-297/ performance/ii “3D Data Management: Controlling Data Volume, Velocity, and Variety,” Meta Group (Gartner), ix “GE Works: 2011 Annual Report,” General Electric, February 24, 2012. February 6, 2001. http://www.ge.com/ar2011 http://blogs.gartner.com/doug-laney/files/2012/01/ad949-3D-Data-Management-Controlling- Data-Volume-Velocity-and-Variety.pdf Seamless Collaboration iii “Why P&G CIO Is Quadrupling Analytics Expertise,” InformationWeek, February 16, 2012. i “Mobile and Social CRM,” Nucleus Research, March 2012. http://www.informationweek.com/global-cio/interviews/why-pg-cio-is-quadrupling-analytics- expe/23260100393
    • End Notes Accenture Technology Vision 2013ii “Finding Value in the Information Explosion,” MIT Sloan Management Review, June 19, 2012. iv “eBay Fires Up OpenStack Cloud with Nicira Network Virt,” The Register, August 8, 2012. http://sloanreview.mit.edu/the-magazine/2012-summer/53409/finding-value-in-the- http://www.theregister.co.uk/2012/08/08/nicira_virty_network_ebay_openstack/ information-explosion/ v "See the Future of Cloud Networking at Interop," Rackspace, October 3, 2012. http://www.rackspace.com/blog/see-the-future-of-cloud-networking-at-interop/iii “How Clearspire Used IT to Reinvent the Law Firm,” WSJ Blog – CIO Journal, April 9, 2012. http://blogs.wsj.com/cio/2012/04/09/how-clearspire-used-it-to-reinvent-the-law-firm vi “Software-Defined Networking: Loads of Potential, but It Will Not Cause Cisco’s Demise,” Technology Business Research, Inc., November 26, 2012.iv “The Social Sales Revolution,” Salesforce.com, August 16, 2011. http://www.slideshare.net/salesforce/the-social-sales-revolution Sidebar: Network Optimization iv “IP Infusion to Showcase OpenFlow/SDN for Mobile Video Applications on Broadcom “Collaboration Helps GE Aviation Bring Its Best Inventions to Life,” Salesforce.com, 2012. StrataXGS Switch Solution at Open Networking Summit 2012,” IP Infusion April 11, 2012. http://www.salesforce.com/customers/stories/ge.jsp http://www.ipinfusion.com/about/press/ip-infusion-showcase-openflowsdn-mobile-video-Software-Defined Networking applications-broadcom-strataxgs-switch-soli “Government Virtualization Could Save More Than $30 Billion by 2015,” ii “Going With the Flow: Google’s Secret Switch to the Next Wave of Networking,” MeriTalk, January 30, 2012. Wired, April 17, 2012. http://www.meritalk.com/pdfs/virtualization-vacuum/MeriTalk_Virtualization_Vacuum_ http://www.wired.com/wiredenterprise/2012/04/going-with-the-flow-google/all/ Release_013012.pdf iii “Verizon’s Elby Outlines Software Defined Networking Plans,” TMCnet, May 18, 2012.ii “eBay Goes Live with Virtual-Networking Maverick Nicira,” Wired, August 7, 2012. http://www.tmcnet.com/topics/articles/2012/05/18/291031-verizons-elby-outlines-software- http://www.wired.com/wiredenterprise/2012/08/ebay-and-nicira/ defined-networking-plans.htmiii “SDN Shakes Up the Status Quo in Datacenter Networking, IDC Says,” IDC, December 19, 2012. http://www.idc.com/getdoc.jsp?containerId=prUS23888012 94
    • End Notes Accenture Technology Vision 2013Active Defense http://www.homelandsecurityresearch.com/2009/04/schiphol-airport-security-new-screening- technologies-designed-to-improve-passenger-and-luggage-screening/i “Traditional Approaches to Information Security Are No Longer Sufficient,” Accenture, vi Bryan D. Payne, W. Keith Edwards, “A Brief Introduction to Usable Security,” IEEE Internet November 23, 2011. Computing, May/June 2008. http://www.accenture.com/us-en/Pages/insight-security-traditional-approaches-information. http://www.cc.gatech.edu/~keith/pubs/ieee-intro-usable-security.pdf aspx vii “Decoy Documents May Soon Defend Against Data Loss,” eSecurity Planet, April 23, 2012. “Critical Control System Vulnerabilities Demonstrated - And What to Do About Them,” SANS http://www.esecurityplanet.com/network-security/decoy-documents-may-soon-defend- Analyst Program, November 2011. against-data-loss.html http://www.sans.org/reading_room/analysts_program/nitro-critical-infrastructure.pdf viii DataSoft website. http://www.datasoft.com/products/nova/index.htmii DARPA Active Authentication Program. http://www.darpa.mil/Our_Work/I2O/Programs/Active_Authentication.aspx ix Lance Spitzner, “The Honeynet Project: Trapping the Hackers,” IEEE Security and Privacy, March 2003.iii “PGP Corp. Co-founder’s Startup Targets Cloud Authentication,” Network World, November 26, http://dl.acm.org/citation.cfm?id=859075 2012. http://www.networkworld.com/news/2012/112612-dunkelberger-noknok-264526.html x Invincea website. http://www.invincea.com/make-prevention-possible/detection/iv CrowdStrike website. xi “Size Matters: Bromium Microvisor’ to Guard PCs for Big Biz,” The Register, September 19, http://www.crowdstrike.com/services.html 2012.v “Schiphol Airport Security—New Screening Technologies Designed to Improve Passenger and http://www.theregister.co.uk/2012/09/19/bromium_vsentry_security_launch/ Luggage Screening,” Homeland Security Research, April 2009.95
    • End Notes Accenture Technology Vision 2013xii “Next Gen Cyber Defense,” JumpSoft, February 11, 2012. vii “Shell Oil Targets Hybrid Cloud as Fix for Energy-Saving, Agile IT,” Computerworld, April 4, http://www.jumpsoft.net/2012/02/11/next-gen-cyber-defense/ 2012. http://www.computerworld.com/s/article/9225827/Shell_Oil_targets_hybrid_cloud_as_fix_ for_energy_saving_agile_IT?taxonomyId=158&Beyond the Cloud viii “EMC Improves Customer Visibility with the Sales Cloud,” Salesforce.com.i Accenture High Performance IT Survey Round 4, Preliminary Findings (N=187), 2013. (Survey http://www.salesforce.com/showcase/stories/emc.jsp demographics: 187 CIOs at global large enterprises.) ix Accenture High Performance IT Survey Round 4, Preliminary Findings (N=187), 2013. (Surveyii “VELUX: Cloud Microsite Delivered in Three Weeks Supports Product Campaign,” Accenture, demographics: 187 CIOs at global large enterprises.) 2012. x http://www.accenture.com/us-en/Pages/success-velux-microsoft-windows-azure-platform. “Freeport-McMoRan Copper & Gold: Global ERP Implementation,” Accenture, 2011. aspx http://www.accenture.com/us-en/Pages/success-freeport-mcmoran-erp-implementation- summary.aspxiii Accenture analysis; IDC base IT spending data from “IDC Worldwide Black Book Query Tool, Version 1, 2012,” May 2012. xi Accenture High Performance IT Survey Round 4, Preliminary Findings (N=187), 2013. (Survey demographics: 187 CIOs at global large enterprises.)iv Accenture High Performance IT Survey Round 4, Preliminary Findings (N=187), 2013. (Survey demographics: 187 CIOs at global large enterprises.) xii “NetSuite Steps Up Large Enterprise Push: Lands Qualcomm, Groupon, Partners with Accenture,” ZDNet, May 9, 2011.v “Deutsche Telekom: Creating a Customer Portal Using PaaS,” Accenture, 2013. http://www.zdnet.com/blog/btl/netsuite-steps-up-large-enterprise-push-lands-qualcomm- http://www.accenture.com/us-en/Pages/success-deutsche-telekom-customer-portal-paas.aspx groupon-partners-with-accenture/48496vi “BMW Supports Model Launch, Develops Prospects with Cloud-Based Social Marketing,” Microsoft, July 10, 2012. http://www.microsoft.com/casestudies/Windows-Azure/BMW-Latin-America/BMW-Supports- Model-Launch-Develops-Prospects-with-Cloud-Based-Social-Marketing/710000001091 96
    • Contacts Accenture Technology Vision 2013ContactsPaul DaughertyChief Technology Officerpaul.r.daugherty@accenture.comMichael J. BiltzDirector, Accenture Technology Visionmichael.j.biltz@accenture.comScott W. KurthDirector, Accenture Technology Visionscott.kurth@accenture.comFor more informationwww.accenture.com/technologyvision97
    • Trend 1. Relationships at scale Accenture Technology Vision 2013 About Accenture Accenture is a global management consulting, technology services and outsourcing company, with approximately 259,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to help them become high- performance businesses and governments. The company generated net revenues of US$27.9 billion for the fiscal year ended Aug. 31, 2012. Its home page is www.accenture.com. 98