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Megatrends: Shaping the Future


Presentation by Bo Parker, Managing Director of Center for Technology and Innovation at PricewaterhouseCoopers. Presentation was shown during the lecture at Digital October technology entrepreneurship …

Presentation by Bo Parker, Managing Director of Center for Technology and Innovation at PricewaterhouseCoopers. Presentation was shown during the lecture at Digital October technology entrepreneurship center in Moscow, on 26 October.

Published in Technology , Business
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  • Vendors are making progress to secure the range of smart handhelds that are available now. In December 2010, if you’re a PwC employee here in the US, you can bring your own Apple or Android tablet, and with the help of some software from a company called Good Technology, you can connect to the PwC network. Or you can buy an iPhone or an Android phone directly through PwC channels. You know that our firm is very conservative about these things. The decision to allow these devices inside the firm didn’t come lightly.So why is PwC making this move early, when the security’s still unsettled? Many established enterprises have already acknowledged that it’s a multi-device era we’re in now. We saw that tipping point in 2010.Even some of the more cautious IT departments are allowing more than one brand of handheld, just as they acknowledge the inherent complexity of managing that approach. The challenge enterprises face in the early 2010s is the complexity of enabling multiple device types from multiple vendors, and doing so in a secure way. Ways of addressing that challenge are emerging. Beginning in 2010, Apple offered operating system–level services and APIs that let the mobile management vendors like Good Technology, MobileIron, Symantec, Sybase, and McAfee, among others, deliver management tools similar to those for BlackBerry and Windows Mobile. One key advantage of these third-party device management tools is that they allow cross-platform management, reducing the complexity of supporting multiple platforms. We think that by 2012, we’ll be past the point where device security is an issue. A number of handhelds are already inherently more secure than laptops are, because they’ve got on-device encryption. IT departments have to add encryption to laptops.
  • It’s interesting to ponder how smart handhelds are qualitatively different from what came before them. They aren’t the smartphones we were used to in the 2000s. “The phones themselves [back then] were not that great, and the infrastructure was lacking,” Tom Conophy, CIO of IHG, says. “The rendering capabilities were not super.” Conophy describes the current environment as “a perfect storm.”The current smartphones are a different breed of cat, and app developers are just beginning to learn how to tap into their capabilities. Mobile phones aren’t just more powerful now; broadband connectivity, 3-D sensors, and enhanced geolocation capability have turned the devices into intelligent, human-assisted network nodes. Smartphones already have sensors that detect motion. That’s how they can have displays that respond to the device tilting, or games that take advantage of the phones’ motion detection capabilities and build that into a user interface. New barometers in phones will add to motion detection and geolocating capabilities, making it possible for apps to find out what floor a person is on in a building, for example.The smartest handhelds, as futurist and Mark Pesce points out, offer the same power as a 1980s Cray supercomputer. And because they are optimized to work on wireless networks suited to high-volume data transfer, they’ve got full access to the cloud. A lot of the apps knowledge workers are already accessing with these handhelds will be increasingly personal, and they tap into external information sources. That’s another trend we ought to be cognizant of.  There’s a symbiosis developing between digital natives and the parts of the cloud they’re interacting with, and we should make sure that symbiosis isn’t disrupted. That’s why PwC is allowing multiple brands of these app-centric smart handhelds in. The device has become part of the person you’ve hired to do the work.As for the internal information, it isn’t just our opinion that most kinds of corporate apps will be available through these handhelds in two years. A recent Bloomberg Business Week survey confirmed that most business execs here in the US believe this too.We’re calling the digital natives who are taking best advantage of these devices “cybernauts” because they’re exploring the beginnings of a true cybernetic capability that’s made possible by a device that’s always with you, one that learns more and more about you, and uses that information to deliver bits of info from the cloud that are most relevant to you. Early adopters are using their phones to become an integrated part of the information landscape. Humans and their devices, wherever they are, are becoming part of a more integrated whole.
  • It’s not only the devices themselves that are changing. Application development is becoming simpler, which empowers business units and allows IT to play the role of the master training the apprentice. “When you get tools like Titanium (for the iPhone) or App Inventor (for Android), you significantly decrease the barriers to entry,”futuristPesce says. “Over the next 10 years, those tools are going to become more pervasive, the quality will go up, and the ease of use will go up.”We’re already used to the innovative multi-touch interface of the iPhone, iPad and Android devices. This year we’re seeing the Kinect for the Xbox 360, and it echoes the success R&D groups are having in their efforts to bring gesture interfaces more into the mainstream. You look at the guts of the Kinect, and a lot of it is analog sensors coupled with the digital power of small microprocessors. At least one of our interviewees, SriniKoushik, the CTO of Nationwide Insurance, thinks mouse and keyboard interface will go away entirely. That new interface power translates into a new category of user-device interaction we’re calling engagement, which this slide depicts. That category will expand as tablets and smartphones become more capable, so that users can do more content creation on tablets.If you sum up what’s materialized with devices, with new user interface modes, with application development, what we have here in the 2010s is a new computing paradigm that’s finally become available to us. As a result, some leading enterprises are taking app development back in-house. This makes sense, because organizations like Standard Chartered, a bank headquartered in the UK with branches in Asia, Africa and the Middle East, want to move beyond the laptop and VPN approach, and they’re seeing great potential One of our interviewees, Todd Schofield, heads up a new app development group Standard Chartered established in San Francisco. Standard Chartered’s CIO Jan Verplancke decided to standardize on the iPhone. Schofield sees the iPhone as a blended work/life device. He says Standard Chartered “encourages people to load apps that they like or find useful, as well as the Standard Chartered applets.”


  • 1. Trends inTechnologyThemes from our recentTechnology Forecasts
  • 2. PwC Center for Process management Technology & Innovation Big Data http://www. Cloud computing Enterprise mobility InnovationPwC
  • 3. And the Latest Technology ForecastSocial Technologies and Enterprise CollaborationPwC CTI 3
  • 4. Emerging trends in technology Why These Topics? Our research is a constant dialog Proprietary surveys deepen our understanding The target: what is bleeding edge today that will be best practice in 3 to 5 years?PwC CTI 4
  • 5. Oxford Economics Survey on Digital Megatrends(Sponsored by PwC, Cisco, AT&T, Citi, SAP) What is your company’s industry? (%About the survey respondents respondents) Manufacturing 19 Retailing and consumer products 15In which region is your company based? IT and Technology 11(% respondents) Life sciences 8 Mexico Financial Services - capital markets 7 US Financial Services – retail and… 6 Brazil 8% 19% Other 6 8% Financial Services – insurance 5 Telecommunications 5 Japan Government/Public Sector 4 14% UK Financial Service - other 4 20% Financial Services – asset management 4 China Healthcare services 3 8% Entertainment, Media and Publishing 2 India Australia Education 2 15% 8% 0 5 10 15 20 *Fieldwork conducted December, 2010 - March 2011PwC CTI 5
  • 6. Executives see an economic step changeOver 60% of executives believe that economic growth will slow in Westerneconomies, and that firms will be more cautious in making new investments.PwC CTI
  • 7. Digital megatrendsNew digital technologies are working togetherwith economic realignments to transform theglobal marketplace.PwC CTI
  • 8. Mobility is a game-changer for companies Respondents say that mobile technologies are more likely to help business over the next five years than any other technology. More than 50% of respondents in each sector surveyed say their firms will invest heavily in mobile over the next five years.PwC CTI
  • 9. Mobility App-centric handhelds are the first phase of the Post PC era PwC CTI 9
  • 10. Mobility Smart handhelds enable cybernetic systems PwC CTI 10
  • 11. Mobility New interface modes, content creation, and a different app paradigm PwC CTI 11
  • 12. Mobility Conclusions – Enterprise mobility End device innovation has been stuck New mobile devices have the power of a 1980 Cray supercomputer Mobile devices are networked knowledge systems Always with you – always part of you The best companies acknowledge personal choice “I am my network” PwC CTI 12
  • 13. Digital megatrendsNew digital technologies are working togetherwith economic realignments to transform theglobal marketplace.PwC CTI
  • 14. The rise of on-demand business intelligence 60% of executives cite its importance in better understanding their customers and making strategic decisions. More than half of respondents say it helps them react to events in real time.PwC CTI
  • 15. Business Intelligence Business intelligence still fragmented To what extent do you consider the following factors as risks to the development of your business intelligence strategy? Different parts of the business having different priorities Dealing with a deluge of data Lack of sufficient skills to collate and interpret the information Inability to aggregate data across silo’d IT systems Not having appropriate tools to do the job Not having business intelligence tools that can respond in real time Government regulation of information gathering and sharing Not knowing what to track because of business change 0% 10% 20% 30% 40% 50% PwC CTI 15
  • 16. Business Intelligence and Big Data Big Data—old analytical methods can’t handle it. PwC CTI 16
  • 17. Business Intelligence and Big Data Data’s been lost or disregarded as antiquated BI no longer handles the load. PwC CTI 17
  • 18. Business Intelligence and Big Data New methods mean that gray data can be analyzed fast enough to be factored in. PwC CTI 18
  • 19. Business Intelligence and the Semantic Web Less-structured data offers an integration and intelligence opportunity. PwC CTI 19
  • 20. Business Intelligence and the Semantic Web Ontologies become the bridges between silos. • Search, process, analyze data across silos • Maps express ontological decisions about consistency • Organize metadata based on semantic principles • Operational links between metadata and organizational Source: Peter Rittgen, Handbook of Ontologies for Business Interaction, 2009 and public references PwC CTI Slide 20
  • 21. Conclusions – BI’s Big Data and SemanticsCloud infrastructure caused a rethink (MapReduce, Hadoop)Private and public clouds are creating the previously unthinkableNo-SQL and open source keep costs incredibly lowA “data research” funnel appearing in front of data warehouse/BISemantic technologies finding opportunities in dynamic, shared dataWeb-centric/Linking behaviors suggest outside-in adoption patternPwC CTI 21
  • 22. Digital megatrendsNew digital technologies are working togetherwith economic realignments to transform theglobal marketplace.PwC CTI
  • 23. Cloud Computing Emerging markets embrace cloud computing How important do you consider ―on-demand‖ or ―cloud-based‖ computing to the following elements of your business over the next 5 years? Allowing more business flexibility to respond to market opportunities Making it easier to do business Increasing speed to market for our businessImproving accessibility of your business and brand Developing Developed Reducing technology costs Extending your brand experience Reducing non-technology- costs (e.g., staff and management costs) 0% 20% 40% 60% 80% % stating extremely or very important PwC CTI 23
  • 24. Cloud Computing What Problem is Cloud Computing Solving? IT Transformation at BechtelPwC CTI
  • 25. Understanding the economics of Cloud Computing “Our approach was to move back from the desired state represented by cloud service providers, rather than incremental gains from existing state” CTI 25
  • 26. Transformation of IT at CTI 26
  • 27. Cloud Computing What does Cloud Computing mean for the Enterprise? Cloud service providers as models of behavior, not vendors - Standard IT elements: to reduce complexity - “ERP” management of data center (provisioning/run-time): to automate IT operations - Flexible / loose coupling between IT infrastructure and apps: to independently and continually refresh each layer (virtualization) Goal should not be cloud computing per se but the achievement of the attributes above PwC CTI
  • 28. Cloud Computing Belief in the (private) cloud future is strong* Q: Considering all the different ways of managing IT infrastructure, please indicate which you consider the one best solution today and in three years: Traditional data center managed internally 38% 17% Traditional data center managed by service 30% provider 20% Private cloud managed internally 19% 27% Now In 3 Years Private cloud managed by service provider 10% 29% Public cloud 3% 7% 0% 10% 20% 30% 40%* PwC survey of 325 global executives responsible for ITOutsourcing and/or cloud vendor management conductedby Bloomberg BusinessWeek in May, 2011 No substantial regional differences PwC CTI 28
  • 29. Cloud Computing Far less certainty about the value proposition for managed private clouds* Q. Please select the three most important reasons for using IT Outsourcing or private cloud managed services. Reduced total cost of IT 7% 54% Simplify complex IT 7% environment 36% Managed Private Access superior technical skills 15% Cloud 34% Traditional IT Outsourcing Faster delivery of IT solutions 13% to business 25% 0% 10% 20% 30% 40% 50% 60% * PwC survey of 325 executives responsible for IT Outsourcing or cloud vendor management conducted by Bloomberg BusinessWeek in May, 2011 PwC CTI 29
  • 30. Cloud Computing Conclusions – Cloud Computing CIOs who fully commit reap incredible rewards in cost and agility Most executives have moved from “what?” to “when?” Private clouds – internally or externally managed – not public Most legacy workloads are not ready for cloud – private or public Hybrid clouds define enterprise IT out beyond the horizon Business model impact only barely begun beyond pure plays PwC CTI 30
  • 31. Digital megatrendsNew digital technologies are working togetherwith economic realignments to transform theglobal marketplace.PwC CTI
  • 32. Social Technology in the Enterprise Why is the West sceptical? To what extent do you agree with the following statements? Social media is revolutionizing our understanding of market and customer behavior I feel I fully understand the benefits social mediatechnology can bring to business over the next 5 years Social media is transforming how we do business Developing with our customers Developed We intend to invest heavily in various social media applications to drive business strategy in the 5 years Social media is irrelevant to our business over the Next 5 years 0% 20% 40% 60% 80% % stating agree or agree strongly PwC CTI 32
  • 33. Social Technology in the Enterprise Internal use of social technology remains untapped PwC CTI 33
  • 34. Social Technology in the Enterprise From one-to-one, to one-t0-many, to many-t0- many To collaboration and information overload… PwC CTI 34
  • 35. Social Technology in the Enterprise Structured, repeatable processes – the social impact PwC CTI 36
  • 36. Social Technology in the Enterprise Filtering is emerging as the fork in the road, the ―paradoxical‖ solution to collaborative overload PwC CTI 37
  • 37. How social and knowledge graphs addressenduring challengesPwC CTI 38
  • 38. Social Technology in the Enterprise Conclusions – Enterprise social technology Consumer social platforms as yet another marketing channel Consumer services do not translate directly for internal use The social value proposition is collaboration The danger is failure to fully engage – adding to overload The social enterprise creates the “group brain effect” more efficiently PwC CTI 39
  • 39. An opportunity to leapfrog?Twice as many firms in developing economies than advanced marketsplan to increase spending in the latest digital technologies by over 20%. Developing Cloud computing Developed Business intelligence Mobile technology Collaborative technologies Social media (e.g., Facebook, LinkedIn, Twitter, etc). Telepresence technology 0% 10% 20% 30% 40% 50% % planning to increase expenditure by over 20%PwC CTI
  • 40. Summing up – emerging technology circa 2011• End-user (mobile) devices are emerging from the dark ages• Enhanced by a cloudy forecast• But there are unresolved (data) skeletons in the closet• As data proliferation will finally force a re-think• Many companies are not being social (in their use of tech) “Companies in developing countries have the legacy- free runway and economic advantages to define and shape the emerging mobile-social-intelligent enterprise”PwC CTI 41