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Činjenica br 1Ubrzanje Majanskog    kalendara
Vremenski period (sa stele                 Koba): 13* 20=260=Ha’ab-aNivo 1            = 256 godina                 Trajanj...
Istorija telekomunikacija
Nivo 0Vremenski period (sa steleKoba): 13=Ha’ab-a                               12.82 god = 12.82 godina                  ...
9 talas                                                             234 dana               UniverzalVremenski period (sa K...
Kompletiranje 9 talas                                                  stvaranja                                          ...
Poslednji nivo1)9. Mart 2011 – 26. Mart 20112)27. Mart 2011 – 13. April 20113)14. April 2011 – 1. Maj 20114)2. Maj 2011 – ...
8mi i 9ti talas u 2012                         8
Razvoj “pisane reči”            Maje: Alfabet je simbol ljudske            civilizacije
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Razvoj “pisane reči”Vinčansko pismo- cca 5,500   Maje: Alfabet je simbol ljudskePNE                          civilizacije
Razvoj “pisane reči”Vinčansko pismo- cca 5,500   Maje: Alfabet je simbol ljudskePNE                          civilizacije ...
Činjenica br 2Promena IQ
100 kupaca
Zamišljamo              njihov IQ100 kupaca
100 njih koje srećemo u   Tempu
100 njih koje srećemo u   Tempu                <60
100 njih koje srećemo u   Tempu                 2                <60
100 njih koje srećemo u   Tempu                         2                        <60                61-74
100 njih koje srećemo u   Tempu                 4                         2                        <60                61-74
100 njih koje srećemo u   Tempu                         4                                 2                75-89          ...
100 njih koje srećemo u   Tempu         20                         4                                 2                75-8...
100 njih koje srećemo u   Tempu                  20                                  4                                    ...
100 njih koje    25 srećemo u   Tempu                  20                                  4                              ...
100 njih koje              25 srećemo u   Tempu                            20                                            4...
100 njih koje              25 srećemo u      25   Tempu                            20                                     ...
100 njih koje                    25 srećemo u            25   Tempu                                  20                   ...
100 njih koje                        25 srećemo u 15                          25   Tempu                                  ...
100 njih koje                           25 srećemo u    15                             25   Tempu                         ...
100 njih koje                           25 srećemo u    15                             25   Tempu                         ...
100 njih koje                             25 srećemo u        15                               25   Tempu                 ...
100 njih koje                             25 srećemo u        15                               25   Tempu                 ...
100 njih koje                                    25 srećemo u               15                                      25   T...
100 njih koje                                    25 srećemo u                15                                      25   ...
IQ kategorije                                    25                                      25                          15   ...
IQ rang   Tipično                      Opciono zaopslenje                                                obrazovanje      ...
IQ rang   Tipično    obrazovanje       Opciono zaopslenje                                                                 ...
IQ rang   Tipično    obrazovanje       Opciono zaopslenje                                                                 ...
IQ rang   Tipično    obrazovanje       Opciono zaopslenje                                                                 ...
IQ rang   Tipično    obrazovanje       Opciono zaopslenje                                                                 ...
IQ rang   Tipično    obrazovanje       Opciono zaopslenje                                                                 ...
IQ rang   Tipično    obrazovanje       Opciono zaopslenje                                                                 ...
IQ rang   Tipično    obrazovanje       Opciono zaopslenje                                                                 ...
IQ rang   Tipično    obrazovanje       Opciono zaopslenje                                                                 ...
IQ rang   Tipično    obrazovanje       Opciono zaopslenje                                                                 ...
IQ rang   Tipično    obrazovanje       Opciono zaopslenje                                                                 ...
IQ rang   Tipično    obrazovanje       Opciono zaopslenje                                                                 ...
IQ rang   Tipično    obrazovanje       Opciono zaopslenje                                                                 ...
IQ rang   Tipično    obrazovanje       Opciono zaopslenje                                                               ne...
IQ rang   Tipično    obrazovanje       Opciono zaopslenje                        > 30      nepismen                     ne...
IQ rang   Tipično    obrazovanje       Opciono zaopslenje                  > 30      nepismen                     nezapošl...
IQ rang   Tipično    obrazovanje       Opciono zaopslenje                                                         nezapošl...
IQ rang   Tipično    obrazovanje       Opciono zaopslenje                                                       nezapošlji...
IQ rang   Tipično      obrazovanje       Opciono zaopslenje                                         nezapošljiv> 30      n...
Ekonomska i socijalna korelacija IQ
Ekonomska i socijalna korelacija IQ                                       <75   75-90 90-110 110-125 >125       Distribuci...
Ekonomska i socijalna korelacija IQ                                       <75   75-90 90-110 110-125 >125       Distribuci...
Ekonomska i socijalna korelacija IQ                                       <75   75-90 90-110 110-125 >125       Distribuci...
Ekonomska i socijalna korelacija IQ                                       <75   75-90 90-110 110-125 >125       Distribuci...
Ekonomska i socijalna korelacija IQ                                       <75   75-90 90-110 110-125 >125       Distribuci...
Ekonomska i socijalna korelacija IQ                                       <75   75-90 90-110 110-125 >125       Distribuci...
Ekonomska i socijalna korelacija IQ                                       <75   75-90 90-110 110-125 >125       Distribuci...
Ekonomska i socijalna korelacija IQ                                       <75   75-90 90-110 110-125 >125       Distribuci...
Ekonomska i socijalna korelacija IQ                                       <75   75-90 90-110 110-125 >125       Distribuci...
Ekonomska i socijalna korelacija IQ                                       <75   75-90 90-110 110-125 >125       Distribuci...
IQ kategorije                                                  25                                       25                ...
IQ kategorije
IQ nacijeFlinov efekat (Flynn)
Menja se 0.2 - 0.4% godišnje
Japan 105             Indonezija 89Nemačka 102Holandija 102          Irak 87VelikaBritanija 100    Meksiko 87SAD (belci) 1...
Japan 105              Indonezija 89Nemačka 102            Hrvatska 88Holandija 102           Irak 87VelikaBritanija 100  ...
Činjenica br 3Generacije
Arthurian Generation (1433–1460) (H)■   Humanist Generation (1461–1482) (A)■   Reformation Generation (1483–1511) (P)■   R...
Radna snaga: shvatanje vrednosti      različitih generacija
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Radna snaga: shvatanje vrednosti               različitih generacija         Baby Boomers            (1946-1964)      Vol...
Radna snaga: shvatanje vrednosti               različitih generacija          Baby Boomers             (1946-1964)      V...
Radna snaga: shvatanje vrednosti               različitih generacija          Baby Boomers             (1946-1964)      V...
Radna snaga: shvatanje vrednosti               različitih generacija          Baby Boomers             (1946-1964)      V...
Radna snaga: shvatanje vrednosti               različitih generacija          Baby Boomers                        Generaci...
Radna snaga: shvatanje vrednosti               različitih generacija          Baby Boomers                        Generaci...
Radna snaga: shvatanje vrednosti               različitih generacija          Baby Boomers                                ...
Radna snaga: shvatanje vrednosti               različitih generacija          Baby Boomers                                ...
Radna snaga: shvatanje vrednosti               različitih generacija         Baby Boomers                                 ...
Radna snaga: shvatanje vrednosti               različitih generacija         Baby Boomers                                 ...
Radna snaga: shvatanje vrednosti               različitih generacija         Baby Boomers                                 ...
Radna snaga: shvatanje vrednosti               različitih generacija         Baby Boomers                                 ...
Radna snaga: shvatanje vrednosti               različitih generacija         Baby Boomers                                 ...
Radna snaga: shvatanje vrednosti               različitih generacija         Baby Boomers                                 ...
Radna snaga: shvatanje vrednosti               različitih generacija         Baby Boomers                                 ...
Radna snaga: shvatanje vrednosti               različitih generacija         Baby Boomers                                 ...
Radna snaga: shvatanje vrednosti               različitih generacija         Baby Boomers                                 ...
Radna snaga: shvatanje vrednosti               različitih generacija         Baby Boomers                                 ...
Što duže živim, to više osećam, da sve ono što je bilo dobro za naše očeve, nije više               dobro za nas          ...
INTERNET OF THINGS  INFORMATICA POSTMODERNA         Petar Kočović        14. novembar, 2012
Kancelarija 1990-tih
Kancelarija 1990-tih
1990
1990
1990
1990
1990
Kako smo mi postojali?   1990
Danas imamo
800,000,000PAMETNIH TELEFONA
1,500,000,000 PC računara
2,300,000,000LJUDI INTERNETU
3,500,000,000MOBILNIH TELEFONA
5,000,000,000INTERNET-POVEZANIH UREDJAJA
87,000,000,000GOGLE PRETRAŽIVANJA/MES
28,000,000,000,000,000,000EGZABATA NA INTERNETU/MES
350,000,000,000,000,000,000 EGZABAJTA SMEŠTENIH
Računar u našem mobilnom
Računar u našem mobilnom    1,000,000 puta jeftiniji
Računar u našem mobilnom    1,000,000 puta jeftiniji        1,000 snažniji
Računar u našem mobilnom    1,000,000 puta jeftiniji        1,000 snažniji        100,000 manji
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Danas imamo
Danas imamo1 milijardu tranzistora po osobi na planeti
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INSTRUMENTALIZOVANI                Danas imamo 1 milijardu tranzistora po osobi na planeti   Do 2010 30 - milijardi RFID n...
INSTRUMENTALIZOVANILanci snabdevanja, zdravstvene mreže, gradovi, prirodni                  sistemi (kao reke)            ...
Povezani uređaji do 2020                   Milijardi komada
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RFID & NFC(Radio-Frequency Identification & Near Field Communication)
RFID & NFC(Radio-Frequency Identification & Near Field Communication)
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RFID & NFC(Radio-Frequency Identification & Near Field Communication)
RFID & NFC(Radio-Frequency Identification & Near Field Communication)
RFID & NFC(Radio-Frequency Identification & Near Field Communication)
The Internet of Things: automobili, avioni, kamere, putevi,naftovodi, lekovi i životne namirnice             ~1 trilion
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Sliv tehnologija
Sliv tehnologija    +      +
Sliv tehnologija            +            +Razmišljamo i delujemo na novi način
Sliv tehnologija            +            +Razmišljamo i delujemo na novi način   ekonomski, društveno i tehnički
IT menja poslovanje
Potrebe za napretkom su         jasne 170 milijardi kWh se izgubi svake godine
Potrebe za napretkom      su jasne
Potrebe za napretkom             su jasne3.7 milijardiizgubljenih   radnih
Potrebe za napretkom             su jasne3.7 milijardiizgubljenih   radnih       8.7 milijardi litara benzina
100 miliona ljudi širom sveta - ispod granice bede
Mogućnosti zanapretkom su jasne
Mogućnosti za          napretkom su jasne   10% smanjititroškove energije
Mogućnosti za          napretkom su jasne                       20% smanjiti   10% smanjiti          saobraćajtroškove ene...
Mogućnosti za          napretkom su jasne                       20% smanjiti                                           $80...
Svetsko stanovništvo
Vođe moraju da vode kroz      nepoznato8 od 10 CEOa      3x je povećana pukotina    shvata      između liderove potrebe za...
PONOVNO ZAMIŠLJANJE        IT  POSLOVANJE POSTMODERNE  POJEDNOSTAVLJIVANJE  KREATIVNA DESTRUKCIJA
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Tehnologije koje će nas odvesti u    Internet stvari: Neksus
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Društvene mreže
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  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
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  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
  • Key Issue: What are CEOs&apos; views on their CIOs&apos; current and next positions?\nWe ran this question in a form that was very close to this year&apos;s EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It&apos;s likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
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  • An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not &quot;crowded out&quot; and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as &quot;broad banding&quot; (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called &quot;digital natives&quot; are people who have grown up with IT as an ingrained part of their lives. (&quot;Digital immigrants&quot; are people who have learned to use IT as an adaptation in the way they work. See &quot;Transforming Value in Digital Publishing Companies&quot; [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
  • An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not &quot;crowded out&quot; and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as &quot;broad banding&quot; (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called &quot;digital natives&quot; are people who have grown up with IT as an ingrained part of their lives. (&quot;Digital immigrants&quot; are people who have learned to use IT as an adaptation in the way they work. See &quot;Transforming Value in Digital Publishing Companies&quot; [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
  • An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not &quot;crowded out&quot; and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as &quot;broad banding&quot; (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called &quot;digital natives&quot; are people who have grown up with IT as an ingrained part of their lives. (&quot;Digital immigrants&quot; are people who have learned to use IT as an adaptation in the way they work. See &quot;Transforming Value in Digital Publishing Companies&quot; [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
  • An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not &quot;crowded out&quot; and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as &quot;broad banding&quot; (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called &quot;digital natives&quot; are people who have grown up with IT as an ingrained part of their lives. (&quot;Digital immigrants&quot; are people who have learned to use IT as an adaptation in the way they work. See &quot;Transforming Value in Digital Publishing Companies&quot; [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
  • An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not &quot;crowded out&quot; and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as &quot;broad banding&quot; (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called &quot;digital natives&quot; are people who have grown up with IT as an ingrained part of their lives. (&quot;Digital immigrants&quot; are people who have learned to use IT as an adaptation in the way they work. See &quot;Transforming Value in Digital Publishing Companies&quot; [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
  • An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not &quot;crowded out&quot; and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as &quot;broad banding&quot; (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called &quot;digital natives&quot; are people who have grown up with IT as an ingrained part of their lives. (&quot;Digital immigrants&quot; are people who have learned to use IT as an adaptation in the way they work. See &quot;Transforming Value in Digital Publishing Companies&quot; [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
  • An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not &quot;crowded out&quot; and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as &quot;broad banding&quot; (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called &quot;digital natives&quot; are people who have grown up with IT as an ingrained part of their lives. (&quot;Digital immigrants&quot; are people who have learned to use IT as an adaptation in the way they work. See &quot;Transforming Value in Digital Publishing Companies&quot; [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
  • An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not &quot;crowded out&quot; and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as &quot;broad banding&quot; (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called &quot;digital natives&quot; are people who have grown up with IT as an ingrained part of their lives. (&quot;Digital immigrants&quot; are people who have learned to use IT as an adaptation in the way they work. See &quot;Transforming Value in Digital Publishing Companies&quot; [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
  • An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not &quot;crowded out&quot; and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as &quot;broad banding&quot; (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called &quot;digital natives&quot; are people who have grown up with IT as an ingrained part of their lives. (&quot;Digital immigrants&quot; are people who have learned to use IT as an adaptation in the way they work. See &quot;Transforming Value in Digital Publishing Companies&quot; [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
  • An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not &quot;crowded out&quot; and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as &quot;broad banding&quot; (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called &quot;digital natives&quot; are people who have grown up with IT as an ingrained part of their lives. (&quot;Digital immigrants&quot; are people who have learned to use IT as an adaptation in the way they work. See &quot;Transforming Value in Digital Publishing Companies&quot; [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
  • An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not &quot;crowded out&quot; and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as &quot;broad banding&quot; (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called &quot;digital natives&quot; are people who have grown up with IT as an ingrained part of their lives. (&quot;Digital immigrants&quot; are people who have learned to use IT as an adaptation in the way they work. See &quot;Transforming Value in Digital Publishing Companies&quot; [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
  • An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not &quot;crowded out&quot; and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as &quot;broad banding&quot; (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called &quot;digital natives&quot; are people who have grown up with IT as an ingrained part of their lives. (&quot;Digital immigrants&quot; are people who have learned to use IT as an adaptation in the way they work. See &quot;Transforming Value in Digital Publishing Companies&quot; [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
  • An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not &quot;crowded out&quot; and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as &quot;broad banding&quot; (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called &quot;digital natives&quot; are people who have grown up with IT as an ingrained part of their lives. (&quot;Digital immigrants&quot; are people who have learned to use IT as an adaptation in the way they work. See &quot;Transforming Value in Digital Publishing Companies&quot; [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
  • An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not &quot;crowded out&quot; and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as &quot;broad banding&quot; (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called &quot;digital natives&quot; are people who have grown up with IT as an ingrained part of their lives. (&quot;Digital immigrants&quot; are people who have learned to use IT as an adaptation in the way they work. See &quot;Transforming Value in Digital Publishing Companies&quot; [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
  • An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not &quot;crowded out&quot; and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as &quot;broad banding&quot; (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called &quot;digital natives&quot; are people who have grown up with IT as an ingrained part of their lives. (&quot;Digital immigrants&quot; are people who have learned to use IT as an adaptation in the way they work. See &quot;Transforming Value in Digital Publishing Companies&quot; [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
  • An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not &quot;crowded out&quot; and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as &quot;broad banding&quot; (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called &quot;digital natives&quot; are people who have grown up with IT as an ingrained part of their lives. (&quot;Digital immigrants&quot; are people who have learned to use IT as an adaptation in the way they work. See &quot;Transforming Value in Digital Publishing Companies&quot; [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
  • An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not &quot;crowded out&quot; and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as &quot;broad banding&quot; (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called &quot;digital natives&quot; are people who have grown up with IT as an ingrained part of their lives. (&quot;Digital immigrants&quot; are people who have learned to use IT as an adaptation in the way they work. See &quot;Transforming Value in Digital Publishing Companies&quot; [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
  • An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not &quot;crowded out&quot; and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as &quot;broad banding&quot; (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called &quot;digital natives&quot; are people who have grown up with IT as an ingrained part of their lives. (&quot;Digital immigrants&quot; are people who have learned to use IT as an adaptation in the way they work. See &quot;Transforming Value in Digital Publishing Companies&quot; [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
  • An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not &quot;crowded out&quot; and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as &quot;broad banding&quot; (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called &quot;digital natives&quot; are people who have grown up with IT as an ingrained part of their lives. (&quot;Digital immigrants&quot; are people who have learned to use IT as an adaptation in the way they work. See &quot;Transforming Value in Digital Publishing Companies&quot; [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
  • An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not &quot;crowded out&quot; and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as &quot;broad banding&quot; (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called &quot;digital natives&quot; are people who have grown up with IT as an ingrained part of their lives. (&quot;Digital immigrants&quot; are people who have learned to use IT as an adaptation in the way they work. See &quot;Transforming Value in Digital Publishing Companies&quot; [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
  • An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not &quot;crowded out&quot; and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as &quot;broad banding&quot; (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called &quot;digital natives&quot; are people who have grown up with IT as an ingrained part of their lives. (&quot;Digital immigrants&quot; are people who have learned to use IT as an adaptation in the way they work. See &quot;Transforming Value in Digital Publishing Companies&quot; [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
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  • The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &amp;#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere&apos;s a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&amp;#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&amp;#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&amp;#x2014;integrators, vendors and outsourcers&amp;#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&amp;#x2014;and often the only way complex solutions can be delivered and managed.\n
  • The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &amp;#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere&apos;s a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&amp;#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&amp;#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&amp;#x2014;integrators, vendors and outsourcers&amp;#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&amp;#x2014;and often the only way complex solutions can be delivered and managed.\n
  • The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &amp;#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere&apos;s a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&amp;#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&amp;#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&amp;#x2014;integrators, vendors and outsourcers&amp;#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&amp;#x2014;and often the only way complex solutions can be delivered and managed.\n
  • The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &amp;#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere&apos;s a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&amp;#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&amp;#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&amp;#x2014;integrators, vendors and outsourcers&amp;#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&amp;#x2014;and often the only way complex solutions can be delivered and managed.\n
  • The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &amp;#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere&apos;s a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&amp;#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&amp;#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&amp;#x2014;integrators, vendors and outsourcers&amp;#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&amp;#x2014;and often the only way complex solutions can be delivered and managed.\n
  • The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &amp;#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere&apos;s a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&amp;#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&amp;#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&amp;#x2014;integrators, vendors and outsourcers&amp;#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&amp;#x2014;and often the only way complex solutions can be delivered and managed.\n
  • The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &amp;#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere&apos;s a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&amp;#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&amp;#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&amp;#x2014;integrators, vendors and outsourcers&amp;#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&amp;#x2014;and often the only way complex solutions can be delivered and managed.\n
  • The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &amp;#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere&apos;s a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&amp;#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&amp;#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&amp;#x2014;integrators, vendors and outsourcers&amp;#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&amp;#x2014;and often the only way complex solutions can be delivered and managed.\n
  • The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &amp;#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere&apos;s a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&amp;#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&amp;#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&amp;#x2014;integrators, vendors and outsourcers&amp;#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&amp;#x2014;and often the only way complex solutions can be delivered and managed.\n
  • The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &amp;#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere&apos;s a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&amp;#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&amp;#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&amp;#x2014;integrators, vendors and outsourcers&amp;#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&amp;#x2014;and often the only way complex solutions can be delivered and managed.\n
  • The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &amp;#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere&apos;s a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&amp;#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&amp;#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&amp;#x2014;integrators, vendors and outsourcers&amp;#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&amp;#x2014;and often the only way complex solutions can be delivered and managed.\n
  • The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &amp;#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere&apos;s a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&amp;#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&amp;#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&amp;#x2014;integrators, vendors and outsourcers&amp;#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&amp;#x2014;and often the only way complex solutions can be delivered and managed.\n
  • Building out the nexus of technologies will set up the right platform and skill set to take advantage of the Internet of Everything.\n
  • The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &amp;#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere&apos;s a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&amp;#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&amp;#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&amp;#x2014;integrators, vendors and outsourcers&amp;#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&amp;#x2014;and often the only way complex solutions can be delivered and managed.\n
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  • The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &amp;#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere&apos;s a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&amp;#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&amp;#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&amp;#x2014;integrators, vendors and outsourcers&amp;#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&amp;#x2014;and often the only way complex solutions can be delivered and managed.\n
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  • The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &amp;#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere&apos;s a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&amp;#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&amp;#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&amp;#x2014;integrators, vendors and outsourcers&amp;#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&amp;#x2014;and often the only way complex solutions can be delivered and managed.\n
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  • The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &amp;#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere&apos;s a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&amp;#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&amp;#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&amp;#x2014;integrators, vendors and outsourcers&amp;#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&amp;#x2014;and often the only way complex solutions can be delivered and managed.\n
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  • The world is not just going mobile &amp;#x2014; it already happened. \n&amp;#xA0;Last year, the installed base of mobile PCs and smartphones exceeded that of desktop PCs. Our industry spent two decades designing around the desktop. But if you want to reach people, you need to go to where they are. \nDevices themselves are changing. Only 20 million tablets were sold in 2010, but by 2016, nearly a billion of them will be purchased &amp;#x2014; that&apos;s one for every seven people on the planet. They&apos;ll be in the hands of your customers.\nTablets are one element of a bigger shift toward a new era of pervasive IT.\nBy 2014, the installed base of devices based on new lightweight mobile operating systems, such as Apple&apos;s iOS, Google&apos;s Android and Microsoft&apos;s Windows 8, will exceed the total installed base of all PC-based systems. \n
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  • The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
  • The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
  • The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
  • The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
  • The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
  • The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
  • The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
  • The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
  • The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
  • The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
  • The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
  • The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
  • The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
  • The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
  • The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
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  • Mobile no longer refers only to use of cellular handsets or tablets. Cellular technology is being embedded in many new types of devices including pharmaceutical containers and automobiles. Smartphones and other intelligent devices don&apos;t just use the cellular network they communicate via NFC, Bluetooth, LE and Wi-Fi to a wide range of devices and peripherals such as wristwatch displays, healthcare sensors, smart posters, home entertainment systems and so on. This Internet of things will enable a wide range of new applications and services while raising new challenges. For example, objects will increasingly act as &quot;users&quot; of other systems. Imagine a scenario where a warehouse robot interfaces with the ERP system for self replenishment or a truck schedules it&apos;s own maintenance. IT will increasingly have to consider how these scenarios impact issues such as software licensing. \n
  • Mobile no longer refers only to use of cellular handsets or tablets. Cellular technology is being embedded in many new types of devices including pharmaceutical containers and automobiles. Smartphones and other intelligent devices don&apos;t just use the cellular network they communicate via NFC, Bluetooth, LE and Wi-Fi to a wide range of devices and peripherals such as wristwatch displays, healthcare sensors, smart posters, home entertainment systems and so on. This Internet of things will enable a wide range of new applications and services while raising new challenges. For example, objects will increasingly act as &quot;users&quot; of other systems. Imagine a scenario where a warehouse robot interfaces with the ERP system for self replenishment or a truck schedules it&apos;s own maintenance. IT will increasingly have to consider how these scenarios impact issues such as software licensing. \n
  • Mobile no longer refers only to use of cellular handsets or tablets. Cellular technology is being embedded in many new types of devices including pharmaceutical containers and automobiles. Smartphones and other intelligent devices don&apos;t just use the cellular network they communicate via NFC, Bluetooth, LE and Wi-Fi to a wide range of devices and peripherals such as wristwatch displays, healthcare sensors, smart posters, home entertainment systems and so on. This Internet of things will enable a wide range of new applications and services while raising new challenges. For example, objects will increasingly act as &quot;users&quot; of other systems. Imagine a scenario where a warehouse robot interfaces with the ERP system for self replenishment or a truck schedules it&apos;s own maintenance. IT will increasingly have to consider how these scenarios impact issues such as software licensing. \n
  • Mobile no longer refers only to use of cellular handsets or tablets. Cellular technology is being embedded in many new types of devices including pharmaceutical containers and automobiles. Smartphones and other intelligent devices don&apos;t just use the cellular network they communicate via NFC, Bluetooth, LE and Wi-Fi to a wide range of devices and peripherals such as wristwatch displays, healthcare sensors, smart posters, home entertainment systems and so on. This Internet of things will enable a wide range of new applications and services while raising new challenges. For example, objects will increasingly act as &quot;users&quot; of other systems. Imagine a scenario where a warehouse robot interfaces with the ERP system for self replenishment or a truck schedules it&apos;s own maintenance. IT will increasingly have to consider how these scenarios impact issues such as software licensing. \n
  • Mobile no longer refers only to use of cellular handsets or tablets. Cellular technology is being embedded in many new types of devices including pharmaceutical containers and automobiles. Smartphones and other intelligent devices don&apos;t just use the cellular network they communicate via NFC, Bluetooth, LE and Wi-Fi to a wide range of devices and peripherals such as wristwatch displays, healthcare sensors, smart posters, home entertainment systems and so on. This Internet of things will enable a wide range of new applications and services while raising new challenges. For example, objects will increasingly act as &quot;users&quot; of other systems. Imagine a scenario where a warehouse robot interfaces with the ERP system for self replenishment or a truck schedules it&apos;s own maintenance. IT will increasingly have to consider how these scenarios impact issues such as software licensing. \n
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  • Big data has such a vast size that it exceeds the capacity of traditional data management technologies; it requires the use of new or exotic technologies simply to manage the volume alone. But processing matters, too. A complex statistical model can make a 300 GB database seem bigger than a 110 TB database, even if both are running on multicore, distributed parallel processing platforms. Big data has quickly emerged as a significant challenge for IT leaders. The term only became popular in 2009. By February 2011, a Google search on &quot;big data&quot; yielded 2.9 million hits, and vendors now advertise their products as solutions to the big data challenge. Inquiries about big data from Gartner clients have risen sharply as well. \nMany new technologies are emerging, with the potential to be disruptive (e.g., in-memory DBMS), while others are hyped in the market and, although interesting, add no real value to the market (e.g., noSQL). Many new vendors are also emerging with this technology (see &quot;Cool Vendors in Data Management and Integration, 2011&quot; [G00211777]).\nIn addition to these, other new forces are coming into play. Analytics has become a major driving application for DW, with in-DBMS analytics (as delivered by Teradata and SAS, as well as others), use of MapReduce outside and inside the DBMS, and the use of self-service data marts, implemented in EMC/Greenplum and Teradata as a private cloud for internal implementation. \n
  • Big data has such a vast size that it exceeds the capacity of traditional data management technologies; it requires the use of new or exotic technologies simply to manage the volume alone. But processing matters, too. A complex statistical model can make a 300 GB database seem bigger than a 110 TB database, even if both are running on multicore, distributed parallel processing platforms. Big data has quickly emerged as a significant challenge for IT leaders. The term only became popular in 2009. By February 2011, a Google search on &quot;big data&quot; yielded 2.9 million hits, and vendors now advertise their products as solutions to the big data challenge. Inquiries about big data from Gartner clients have risen sharply as well. \nMany new technologies are emerging, with the potential to be disruptive (e.g., in-memory DBMS), while others are hyped in the market and, although interesting, add no real value to the market (e.g., noSQL). Many new vendors are also emerging with this technology (see &quot;Cool Vendors in Data Management and Integration, 2011&quot; [G00211777]).\nIn addition to these, other new forces are coming into play. Analytics has become a major driving application for DW, with in-DBMS analytics (as delivered by Teradata and SAS, as well as others), use of MapReduce outside and inside the DBMS, and the use of self-service data marts, implemented in EMC/Greenplum and Teradata as a private cloud for internal implementation. \n
  • Big data has such a vast size that it exceeds the capacity of traditional data management technologies; it requires the use of new or exotic technologies simply to manage the volume alone. But processing matters, too. A complex statistical model can make a 300 GB database seem bigger than a 110 TB database, even if both are running on multicore, distributed parallel processing platforms. Big data has quickly emerged as a significant challenge for IT leaders. The term only became popular in 2009. By February 2011, a Google search on &quot;big data&quot; yielded 2.9 million hits, and vendors now advertise their products as solutions to the big data challenge. Inquiries about big data from Gartner clients have risen sharply as well. \nMany new technologies are emerging, with the potential to be disruptive (e.g., in-memory DBMS), while others are hyped in the market and, although interesting, add no real value to the market (e.g., noSQL). Many new vendors are also emerging with this technology (see &quot;Cool Vendors in Data Management and Integration, 2011&quot; [G00211777]).\nIn addition to these, other new forces are coming into play. Analytics has become a major driving application for DW, with in-DBMS analytics (as delivered by Teradata and SAS, as well as others), use of MapReduce outside and inside the DBMS, and the use of self-service data marts, implemented in EMC/Greenplum and Teradata as a private cloud for internal implementation. \n
  • Big data has such a vast size that it exceeds the capacity of traditional data management technologies; it requires the use of new or exotic technologies simply to manage the volume alone. But processing matters, too. A complex statistical model can make a 300 GB database seem bigger than a 110 TB database, even if both are running on multicore, distributed parallel processing platforms. Big data has quickly emerged as a significant challenge for IT leaders. The term only became popular in 2009. By February 2011, a Google search on &quot;big data&quot; yielded 2.9 million hits, and vendors now advertise their products as solutions to the big data challenge. Inquiries about big data from Gartner clients have risen sharply as well. \nMany new technologies are emerging, with the potential to be disruptive (e.g., in-memory DBMS), while others are hyped in the market and, although interesting, add no real value to the market (e.g., noSQL). Many new vendors are also emerging with this technology (see &quot;Cool Vendors in Data Management and Integration, 2011&quot; [G00211777]).\nIn addition to these, other new forces are coming into play. Analytics has become a major driving application for DW, with in-DBMS analytics (as delivered by Teradata and SAS, as well as others), use of MapReduce outside and inside the DBMS, and the use of self-service data marts, implemented in EMC/Greenplum and Teradata as a private cloud for internal implementation. \n
  • Big data has such a vast size that it exceeds the capacity of traditional data management technologies; it requires the use of new or exotic technologies simply to manage the volume alone. But processing matters, too. A complex statistical model can make a 300 GB database seem bigger than a 110 TB database, even if both are running on multicore, distributed parallel processing platforms. Big data has quickly emerged as a significant challenge for IT leaders. The term only became popular in 2009. By February 2011, a Google search on &quot;big data&quot; yielded 2.9 million hits, and vendors now advertise their products as solutions to the big data challenge. Inquiries about big data from Gartner clients have risen sharply as well. \nMany new technologies are emerging, with the potential to be disruptive (e.g., in-memory DBMS), while others are hyped in the market and, although interesting, add no real value to the market (e.g., noSQL). Many new vendors are also emerging with this technology (see &quot;Cool Vendors in Data Management and Integration, 2011&quot; [G00211777]).\nIn addition to these, other new forces are coming into play. Analytics has become a major driving application for DW, with in-DBMS analytics (as delivered by Teradata and SAS, as well as others), use of MapReduce outside and inside the DBMS, and the use of self-service data marts, implemented in EMC/Greenplum and Teradata as a private cloud for internal implementation. \n
  • Big data has such a vast size that it exceeds the capacity of traditional data management technologies; it requires the use of new or exotic technologies simply to manage the volume alone. But processing matters, too. A complex statistical model can make a 300 GB database seem bigger than a 110 TB database, even if both are running on multicore, distributed parallel processing platforms. Big data has quickly emerged as a significant challenge for IT leaders. The term only became popular in 2009. By February 2011, a Google search on &quot;big data&quot; yielded 2.9 million hits, and vendors now advertise their products as solutions to the big data challenge. Inquiries about big data from Gartner clients have risen sharply as well. \nMany new technologies are emerging, with the potential to be disruptive (e.g., in-memory DBMS), while others are hyped in the market and, although interesting, add no real value to the market (e.g., noSQL). Many new vendors are also emerging with this technology (see &quot;Cool Vendors in Data Management and Integration, 2011&quot; [G00211777]).\nIn addition to these, other new forces are coming into play. Analytics has become a major driving application for DW, with in-DBMS analytics (as delivered by Teradata and SAS, as well as others), use of MapReduce outside and inside the DBMS, and the use of self-service data marts, implemented in EMC/Greenplum and Teradata as a private cloud for internal implementation. \n
  • Big data has such a vast size that it exceeds the capacity of traditional data management technologies; it requires the use of new or exotic technologies simply to manage the volume alone. But processing matters, too. A complex statistical model can make a 300 GB database seem bigger than a 110 TB database, even if both are running on multicore, distributed parallel processing platforms. Big data has quickly emerged as a significant challenge for IT leaders. The term only became popular in 2009. By February 2011, a Google search on &quot;big data&quot; yielded 2.9 million hits, and vendors now advertise their products as solutions to the big data challenge. Inquiries about big data from Gartner clients have risen sharply as well. \nMany new technologies are emerging, with the potential to be disruptive (e.g., in-memory DBMS), while others are hyped in the market and, although interesting, add no real value to the market (e.g., noSQL). Many new vendors are also emerging with this technology (see &quot;Cool Vendors in Data Management and Integration, 2011&quot; [G00211777]).\nIn addition to these, other new forces are coming into play. Analytics has become a major driving application for DW, with in-DBMS analytics (as delivered by Teradata and SAS, as well as others), use of MapReduce outside and inside the DBMS, and the use of self-service data marts, implemented in EMC/Greenplum and Teradata as a private cloud for internal implementation. \n
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  • Transcript of "Sta posle smaka sveta"

    1. 1. Činjenica br 1Ubrzanje Majanskog kalendara
    2. 2. Vremenski period (sa stele Koba): 13* 20=260=Ha’ab-aNivo 1 = 256 godina Trajanje intencije: 19.7 godina 256 god (poč 1756 god) Industrija počela Planetarni PS 5125 god (poč 3,113 PNE) Početa prvog pisma Nacionalni podzemni svet 102,575 god Regionalni podzemni svet Prvi jezik 2,05 Mil g Plemenski podzemni svet Prvi ljudi 41.03 Mil Familijarni podzemni svet Prvi majmuni 820.602 Mil g Podzemni svet sisara Prve životinje16.4 milrd Ćelijski podzemni svetVelikiprasak 1 2 3 4 5 6 7
    3. 3. Istorija telekomunikacija
    4. 4. Nivo 0Vremenski period (sa steleKoba): 13=Ha’ab-a 12.82 god = 12.82 godina Početak(5. januar 1999) Galaktički PS www počeoTrajanje intencije: 0.99 godina 256 god (poč 1756 g) Industrija počela Planetarni PS 5125 god (poč 3,113 PNE) Prva pisma Nacionalni podzemni svet 102,575 god Regionalni podzemni svet Prvi jezici 2,05 Mil g Plemenski podzemni svet Prvi ljudi 41.03 Mil god Familijarni podzemni svet Prvi majmuni 820.602 Mil g Podzemni svet sisara Prve životinje 16.4 Bil Ćelijski podzemni svet Veliki prasak 1 2 3 4 5 6 7
    5. 5. 9 talas 234 dana UniverzalVremenski period (sa Kobe Početak 9. mart 2011 PS 12.82 godstele): 13*18= 234 dana Početa k(5. januar 1999)Trajanje intencije: 18 dana www počeo Galaktički PS 256 god (poč 1756 g) Industrija počela Planetarni PS 5125 god (poč 3,113 PNE) Nacionalni podzemni Prva pisma 102,575 god Regionalni podzemni svet Prvi jezici 2,05 Mil g Plemenski podzemni svet Prvi ljudi 41.03 Mil god Familijarni podzemni svet Prvi majmuni 820.602 Mil g Podzemni svet sisara Prve životinje 16.4 Bil Ćelijski podzemni svet Veliki prasak 1 2 3 4 5 6 7
    6. 6. Kompletiranje 9 talas stvaranja 234 dana UniverzalVremenski period (sa Kobe Početak 9. mart 2011 PS 12.82 godstele): 13*18= 234 dana Početak (5. januar 1999)Trajanje intencije: 18 dana www počeo Galaktički PS 256 god (poč 1756 g) Industrija počela Planetarni PS 5125 god (poč 3,113 PNE) Prva pisma Nacionalni podzemni svet 102,575 god Regionalni podzemni svet Prvi jezici 2,05 Mil g Plemenski podzemni svet Prvi ljudi 41.03 Mil god Familijarni podzemni svet Prvi majmuni 820.602 Mil g Podzemni svet sisara Prve životinje 16.4 Bil Ćelijski podzemni svet Veliki prasak 1 2 3 4 5 6 7
    7. 7. Poslednji nivo1)9. Mart 2011 – 26. Mart 20112)27. Mart 2011 – 13. April 20113)14. April 2011 – 1. Maj 20114)2. Maj 2011 – 19. Maj 20115)20. Maj 2011 – 6. Jun 20116)7. Jun 2011 – 24. Jun 20117)25. Jun 2011 – 12. Jul 20118)13. Jul 2011 – 21. Jul 20119)22. Jul 2011 – 17. Avgust 201110)18. Avgust 2011 – 4. Septembar 201111)5. Septembar 2011 – 22. Septembar 201112)23. Septembar 2011 – 10. Oktobar 201113)11. Oktobar 2011 – 28. Oktobar 2011
    8. 8. 8mi i 9ti talas u 2012 8
    9. 9. Razvoj “pisane reči” Maje: Alfabet je simbol ljudske civilizacije
    10. 10. Razvoj “pisane reči” Maje: Alfabet je simbol ljudske civilizacije
    11. 11. Razvoj “pisane reči”Vinčansko pismo- cca 5,500 Maje: Alfabet je simbol ljudskePNE civilizacije
    12. 12. Razvoj “pisane reči”Vinčansko pismo- cca 5,500 Maje: Alfabet je simbol ljudskePNE civilizacije Gutenberg-ova presa (cca 1440)
    13. 13. Činjenica br 2Promena IQ
    14. 14. 100 kupaca
    15. 15. Zamišljamo njihov IQ100 kupaca
    16. 16. 100 njih koje srećemo u Tempu
    17. 17. 100 njih koje srećemo u Tempu <60
    18. 18. 100 njih koje srećemo u Tempu 2 <60
    19. 19. 100 njih koje srećemo u Tempu 2 <60 61-74
    20. 20. 100 njih koje srećemo u Tempu 4 2 <60 61-74
    21. 21. 100 njih koje srećemo u Tempu 4 2 75-89 <60 61-74
    22. 22. 100 njih koje srećemo u Tempu 20 4 2 75-89 <60 61-74
    23. 23. 100 njih koje srećemo u Tempu 20 4 2 75-89 <60 90-100 61-74
    24. 24. 100 njih koje 25 srećemo u Tempu 20 4 2 75-89 <60 90-100 61-74
    25. 25. 100 njih koje 25 srećemo u Tempu 20 4 2 101-111 75-89 <60 90-100 61-74
    26. 26. 100 njih koje 25 srećemo u 25 Tempu 20 4 2 101-111 75-89 <60 90-100 61-74
    27. 27. 100 njih koje 25 srećemo u 25 Tempu 20 4 2 101-111 75-89 <60 112-120 90-100 61-74
    28. 28. 100 njih koje 25 srećemo u 15 25 Tempu 20 4 2 101-111 75-89 <60 112-120 90-100 61-74
    29. 29. 100 njih koje 25 srećemo u 15 25 Tempu 20 4 2 121-125 101-111 75-89 <60 112-120 90-100 61-74
    30. 30. 100 njih koje 25 srećemo u 15 25 Tempu 20 5 4 2 121-125 101-111 75-89 <60 112-120 90-100 61-74
    31. 31. 100 njih koje 25 srećemo u 15 25 Tempu 20 5 4 2 121-125 101-111 75-89 <60 126-131 112-120 90-100 61-74
    32. 32. 100 njih koje 25 srećemo u 15 25 Tempu 20 5 4 3 2 121-125 101-111 75-89 <60 126-131 112-120 90-100 61-74
    33. 33. 100 njih koje 25 srećemo u 15 25 Tempu 20 5 4 3 2 132-137 121-125 101-111 75-89 <60 126-131 112-120 90-100 61-74
    34. 34. 100 njih koje 25 srećemo u 15 25 Tempu 20 5 4 3 2 1 132-137 121-125 101-111 75-89 <60 126-131 112-120 90-100 61-74
    35. 35. IQ kategorije 25 25 15 20 5 4 3 1 <1 <1 <1 132-137 121-125 101-111 75-89 50-60 <30 126-131 112-120 90-100 61-74 30-50
    36. 36. IQ rang Tipično Opciono zaopslenje obrazovanje nezapošljiv > 30 nepismenIQ kategorije 30-50 25 1-3ći razred osnovne škole institucionalizovan prosta radna snaga 25 50-60 3-6 razred OŠ vrlo jednostavni poslovi 15 20 5 4 3 1 132-137 121-125 101-111 75-89 126-131 112-120 90-100 61-74
    37. 37. IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismenIQ kategorije 30-50 25 1-3ći razred osnovne škole institucionalizovan prosta radna snaga 25 50-60 3-6 razred OŠ vrlo jednostavni poslovi 15 lagani jednostavni poslovi koji 61-74 6-8 razred OŠ 20 zahtevaju nadzor 5 4 3 1 132-137 121-125 101-111 75-89 126-131 112-120 90-100 61-74
    38. 38. IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismenIQ kategorije 30-50 25 1-3ći razred osnovne škole institucionalizovan prosta radna snaga 25 50-60 3-6 razred OŠ vrlo jednostavni poslovi 15 lagani jednostavni poslovi koji 61-74 6-8 razred OŠ 20 zahtevaju nadzor 5 3 1 132-137 121-125 101-111 75-89 126-131 112-120 90-100
    39. 39. IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismen institucionalizovanIQ kategorije 30-50 50-60 1-3ći razred osnovne škole 25 3-6 razred OŠ prosta radna snaga vrlo jednostavni poslovi 25 61-74 6-8 razred OŠ lagani jednostavni poslovi koji 15 zahtevaju nadzor 75-89 1-4 razred srednje škole montaža, prehrana, 20 medicinske sestre... 5 3 1 132-137 121-125 101-111 75-89 126-131 112-120 90-100
    40. 40. IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismen institucionalizovanIQ kategorije 30-50 50-60 1-3ći razred osnovne škole 25 3-6 razred OŠ prosta radna snaga vrlo jednostavni poslovi 25 61-74 6-8 razred OŠ lagani jednostavni poslovi koji 15 zahtevaju nadzor 75-89 1-4 razred srednje škole montaža, prehrana, medicinske sestre... 5 3 1 132-137 121-125 101-111 126-131 112-120 90-100
    41. 41. IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismenIQ kategorije institucionalizovan 30-50 25 1-3ći razred osnovne škole prosta radna snaga 25 50-60 3-6 razred OŠ vrlo jednostavni poslovi 15 lagani jednostavni poslovi koji 61-74 6-8 razred OŠ zahtevaju nadzor montaža, prehrana, 75-89 1-4 razred srednje škole medicinske sestre... Prodavac, šef u 90-99 1 i 2ga godina fakulteta supermarketima 5 3 1 132-137 121-125 101-111 126-131 112-120 90-100
    42. 42. IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismenIQ kategorije institucionalizovan 30-50 1-3ći razred osnovne škole prosta radna snaga 25 50-60 3-6 razred OŠ vrlo jednostavni poslovi 15 lagani jednostavni poslovi koji 61-74 6-8 razred OŠ zahtevaju nadzor montaža, prehrana, 75-89 1-4 razred srednje škole medicinske sestre... Prodavac, šef u 90-99 1 i 2ga godina fakulteta supermarketima 5 3 1 132-137 121-125 101-111 126-131 112-120
    43. 43. IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismen institucionalizovanIQ kategorije 30-50 50-60 1-3ći razred osnovne škole 3-6 razred OŠ prosta radna snaga vrlo jednostavni poslovi 25 61-74 6-8 razred OŠ lagani jednostavni poslovi koji zahtevaju nadzor 15 75-89 1-4 razred srednje škole montaža, prehrana, medicinske sestre... Prodavac, šef u 90-99 1 i 2ga godina fakulteta supermarketima 100-110 4 godine fakulteta zanimanja sa visokom 5 stučnom spremom 3 1 132-137 121-125 101-111 126-131 112-120
    44. 44. IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismen institucionalizovanIQ kategorije 30-50 50-60 1-3ći razred osnovne škole 3-6 razred OŠ prosta radna snaga vrlo jednostavni poslovi 25 61-74 6-8 razred OŠ lagani jednostavni poslovi koji zahtevaju nadzor 15 75-89 1-4 razred srednje škole montaža, prehrana, medicinske sestre... Prodavac, šef u 90-99 1 i 2ga godina fakulteta supermarketima 100-110 4 godine fakulteta zanimanja sa visokom 5 stučnom spremom 3 1 132-137 121-125 126-131 112-120
    45. 45. IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismenIQ kategorije institucionalizovan 30-50 1-3ći razred osnovne škole prosta radna snaga 25 50-60 3-6 razred OŠ vrlo jednostavni poslovi 15 lagani jednostavni poslovi koji 61-74 6-8 razred OŠ zahtevaju nadzor montaža, prehrana, 75-89 1-4 razred srednje škole medicinske sestre... Prodavac, šef u 90-99 1 i 2ga godina fakulteta 5 supermarketima zanimanja sa visokom 100-110 4 godine fakulteta stučnom spremom rukovodioc, asistent, 111-120 Master titula finansijski direktor, lekar 3 1 132-137 121-125 126-131 112-120
    46. 46. IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismenIQ kategorije institucionalizovan 30-50 1-3ći razred osnovne škole prosta radna snaga 25 50-60 3-6 razred OŠ vrlo jednostavni poslovi lagani jednostavni poslovi koji 61-74 6-8 razred OŠ zahtevaju nadzor montaža, prehrana, 75-89 1-4 razred srednje škole medicinske sestre... Prodavac, šef u 90-99 1 i 2ga godina fakulteta 5 supermarketima zanimanja sa visokom 100-110 4 godine fakulteta stučnom spremom rukovodioc, asistent, 111-120 Master titula finansijski direktor, lekar 3 1 132-137 121-125 126-131
    47. 47. IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismen institucionalizovanIQ kategorije 30-50 50-60 1-3ći razred osnovne škole 3-6 razred OŠ prosta radna snaga vrlo jednostavni poslovi 25 lagani jednostavni poslovi koji 61-74 6-8 razred OŠ zahtevaju nadzor montaža, prehrana, 75-89 1-4 razred srednje škole medicinske sestre... Prodavac, šef u 90-99 1 i 2ga godina fakulteta supermarketima 5 zanimanja sa visokom 100-110 4 godine fakulteta stučnom spremom rukovodioc, asistent, 111-120 Master titula finansijski direktor, lekar Doktori nauka sa izvršni direktori, analitičari, 121-125 3 netehničkih fakulteta profesori na fakultetu 1 132-137 121-125 126-131
    48. 48. IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismen institucionalizovanIQ kategorije 30-50 50-60 1-3ći razred osnovne škole 3-6 razred OŠ prosta radna snaga vrlo jednostavni poslovi 25 lagani jednostavni poslovi koji 61-74 6-8 razred OŠ zahtevaju nadzor montaža, prehrana, 75-89 1-4 razred srednje škole medicinske sestre... Prodavac, šef u 90-99 1 i 2ga godina fakulteta supermarketima zanimanja sa visokom 100-110 4 godine fakulteta stučnom spremom rukovodioc, asistent, 111-120 Master titula finansijski direktor, lekar Doktori nauka sa izvršni direktori, analitičari, 121-125 3 netehničkih fakulteta profesori na fakultetu 1 132-137 121-125 126-131
    49. 49. IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismen institucionalizovanIQ kategorije 30-50 50-60 1-3ći razred osnovne škole 3-6 razred OŠ prosta radna snaga vrlo jednostavni poslovi 25 lagani jednostavni poslovi koji 61-74 6-8 razred OŠ zahtevaju nadzor montaža, prehrana, 75-89 1-4 razred srednje škole medicinske sestre... Prodavac, šef u 90-99 1 i 2ga godina fakulteta supermarketima zanimanja sa visokom 100-110 4 godine fakulteta stučnom spremom rukovodioc, asistent, 111-120 Master titula finansijski direktor, lekar Doktori nauka sa izvršni direktori, analitičari, 121-125 3 netehničkih fakulteta profesori na fakultetu 1 132-137 126-131
    50. 50. IQ rang Tipično obrazovanje Opciono zaopslenje > 30 nepismen nezapošljiv institucionalizovanIQ kategorije 30-50 50-60 1-3ći razred osnovne škole 3-6 razred OŠ prosta radna snaga vrlo jednostavni poslovi 25 61-74 6-8 razred OŠ lagani jednostavni poslovi koji zahtevaju nadzor montaža, prehrana, 75-89 1-4 razred srednje škole medicinske sestre... Prodavac, šef u 90-99 1 i 2ga godina fakulteta supermarketima zanimanja sa visokom 100-110 4 godine fakulteta stučnom spremom rukovodioc, asistent, 111-120 Master titula finansijski direktor, lekar finansijski direktori, Doktori nauka sa 121-125 analitičari, profesori na netehničkih fakulteta fakultetu 3 126-131 Svi doktori nauka CEO, profesori na fakultetu 1 132-137 126-131
    51. 51. IQ rang Tipično obrazovanje Opciono zaopslenje > 30 nepismen nezapošljiv institucionalizovanIQ kategorije 30-50 50-60 1-3ći razred osnovne škole 3-6 razred OŠ prosta radna snaga vrlo jednostavni poslovi 25 61-74 6-8 razred OŠ lagani jednostavni poslovi koji zahtevaju nadzor montaža, prehrana, 75-89 1-4 razred srednje škole medicinske sestre... Prodavac, šef u 90-99 1 i 2ga godina fakulteta supermarketima zanimanja sa visokom 100-110 4 godine fakulteta stučnom spremom rukovodioc, asistent, 111-120 Master titula finansijski direktor, lekar finansijski direktori, Doktori nauka sa 121-125 analitičari, profesori na netehničkih fakulteta fakultetu 126-131 Svi doktori nauka CEO, profesori na fakultetu 1 132-137
    52. 52. IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismen institucionalizovanIQ kategorije 30-50 50-60 1-3ći razred osnovne škole 3-6 razred OŠ prosta radna snaga vrlo jednostavni poslovi 25 lagani jednostavni poslovi koji 61-74 6-8 razred OŠ zahtevaju nadzor montaža, prehrana, 75-89 1-4 razred srednje škole medicinske sestre... Prodavac, šef u 90-99 1 i 2ga godina fakulteta supermarketima zanimanja sa visokom 100-110 4 godine fakulteta stučnom spremom rukovodioc, asistent, 111-120 Master titula finansijski direktor, lekar finansijski direktori, Doktori nauka sa 121-125 analitičari, profesori na netehničkih fakulteta fakultetu 126-131 Svi doktori nauka CEO, profesori na fakultetu Eminentni profesori, pisci 132-137 Bez ograničenja 1 udžbenika 138-150 BO (1:100) Vodeći matematičari, fizičari 151-160 BO (1:1,000) Linkoln, Kopernik, Džeferson 161-174 BO (1:10,000) Dekart, Ajnštajn, Spinoza 132-137 175-200 BO (1:1,000,000) Šekspir, Gete, Njuton
    53. 53. IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismen institucionalizovanIQ kategorije 30-50 50-60 1-3ći razred osnovne škole 3-6 razred OŠ prosta radna snaga vrlo jednostavni poslovi 25 lagani jednostavni poslovi koji 61-74 6-8 razred OŠ zahtevaju nadzor montaža, prehrana, 75-89 1-4 razred srednje škole medicinske sestre... Prodavac, šef u 90-99 1 i 2ga godina fakulteta supermarketima zanimanja sa visokom 100-110 4 godine fakulteta stučnom spremom rukovodioc, asistent, 111-120 Master titula finansijski direktor, lekar finansijski direktori, Doktori nauka sa 121-125 analitičari, profesori na netehničkih fakulteta fakultetu 126-131 Svi doktori nauka CEO, profesori na fakultetu Eminentni profesori, pisci 132-137 Bez ograničenja udžbenika 138-150 BO (1:100) Vodeći matematičari, fizičari 151-160 BO (1:1,000) Linkoln, Kopernik, Džeferson 161-174 BO (1:10,000) Dekart, Ajnštajn, Spinoza 175-200 BO (1:1,000,000) Šekspir, Gete, Njuton
    54. 54. IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv> 30 nepismen institucionalizovan30-50 1-3ći razred osnovne škole prosta radna snaga50-60 3-6 razred OŠ vrlo jednostavni poslovi 25 lagani jednostavni poslovi koji61-74 6-8 razred OŠ zahtevaju nadzor montaža, prehrana, medicinske75-89 1-4 razred srednje škole sestre...90-99 1 i 2ga godina fakulteta Prodavac, šef u supermarketima zanimanja sa visokom stučnom100-110 4 godine fakulteta spremom rukovodioc, asistent, finansijski111-120 Master titula direktor, lekar Doktori nauka sa netehničkih finansijski direktori, analitičari,121-125 fakulteta profesori na fakultetu126-131 Svi doktori nauka CEO, profesori na fakultetu Eminentni profesori, pisci132-137 Bez ograničenja udžbenika138-150 BO (1:100) Vodeći matematičari, fizičari151-160 BO (1:1,000) Linkoln, Kopernik, Džeferson161-174 BO (1:10,000) Dekart, Ajnštajn, Spinoza175-200 BO (1:1,000,000) Šekspir, Gete, Njuton
    55. 55. Ekonomska i socijalna korelacija IQ
    56. 56. Ekonomska i socijalna korelacija IQ <75 75-90 90-110 110-125 >125 Distribucija populacije 5 20 50 20 5 Oženjeni do 30-te 72 81 81 72 67 Bez posla više od mesec dana 22 19 15 14 10 godišnje (muškarci) Razvedeni posle 5 godina braka 21 22 23 15 9% dece sa IQ u donjem decilu (majke) 39 17 6 7 - Vanbračno rođena deca 32 17 8 4 2 Žive u bedi 30 16 6 3 2 Stalni korisnici pomoći (majke) 31 17 8 2 0 Napustili visoku školu 55 35 6 0.4 0
    57. 57. Ekonomska i socijalna korelacija IQ <75 75-90 90-110 110-125 >125 Distribucija populacije 5 20 50 20 5 Oženjeni do 30-te 72 81 81 72 67 Bez posla više od mesec dana 22 19 15 14 10 godišnje (muškarci) Razvedeni posle 5 godina braka 21 22 23 15 9% dece sa IQ u donjem decilu (majke) 39 17 6 7 - Vanbračno rođena deca 32 17 8 4 2 Žive u bedi 30 16 6 3 2 Stalni korisnici pomoći (majke) 31 17 8 2 0 Napustili visoku školu 55 35 6 0.4 0
    58. 58. Ekonomska i socijalna korelacija IQ <75 75-90 90-110 110-125 >125 Distribucija populacije 5 20 50 20 5 Oženjeni do 30-te 72 81 81 72 67 Bez posla više od mesec dana 22 19 15 14 10 godišnje (muškarci) Razvedeni posle 5 godina braka 21 22 23 15 9% dece sa IQ u donjem decilu (majke) 39 17 6 7 - Vanbračno rođena deca 32 17 8 4 2 Žive u bedi 30 16 6 3 2 Stalni korisnici pomoći (majke) 31 17 8 2 0 Napustili visoku školu 55 35 6 0.4 0
    59. 59. Ekonomska i socijalna korelacija IQ <75 75-90 90-110 110-125 >125 Distribucija populacije 5 20 50 20 5 Oženjeni do 30-te 72 81 81 72 67 Bez posla više od mesec dana 22 19 15 14 10 godišnje (muškarci) Razvedeni posle 5 godina braka 21 22 23 15 9% dece sa IQ u donjem decilu (majke) 39 17 6 7 - Vanbračno rođena deca 32 17 8 4 2 Žive u bedi 30 16 6 3 2 Stalni korisnici pomoći (majke) 31 17 8 2 0 Napustili visoku školu 55 35 6 0.4 0
    60. 60. Ekonomska i socijalna korelacija IQ <75 75-90 90-110 110-125 >125 Distribucija populacije 5 20 50 20 5 Oženjeni do 30-te 72 81 81 72 67 Bez posla više od mesec dana 22 19 15 14 10 godišnje (muškarci) Razvedeni posle 5 godina braka 21 22 23 15 9% dece sa IQ u donjem decilu (majke) 39 17 6 7 - Vanbračno rođena deca 32 17 8 4 2 Žive u bedi 30 16 6 3 2 Stalni korisnici pomoći (majke) 31 17 8 2 0 Napustili visoku školu 55 35 6 0.4 0
    61. 61. Ekonomska i socijalna korelacija IQ <75 75-90 90-110 110-125 >125 Distribucija populacije 5 20 50 20 5 Oženjeni do 30-te 72 81 81 72 67 Bez posla više od mesec dana 22 19 15 14 10 godišnje (muškarci) Razvedeni posle 5 godina braka 21 22 23 15 9% dece sa IQ u donjem decilu (majke) 39 17 6 7 - Vanbračno rođena deca 32 17 8 4 2 Žive u bedi 30 16 6 3 2 Stalni korisnici pomoći (majke) 31 17 8 2 0 Napustili visoku školu 55 35 6 0.4 0
    62. 62. Ekonomska i socijalna korelacija IQ <75 75-90 90-110 110-125 >125 Distribucija populacije 5 20 50 20 5 Oženjeni do 30-te 72 81 81 72 67 Bez posla više od mesec dana 22 19 15 14 10 godišnje (muškarci) Razvedeni posle 5 godina braka 21 22 23 15 9% dece sa IQ u donjem decilu (majke) 39 17 6 7 - Vanbračno rođena deca 32 17 8 4 2 Žive u bedi 30 16 6 3 2 Stalni korisnici pomoći (majke) 31 17 8 2 0 Napustili visoku školu 55 35 6 0.4 0
    63. 63. Ekonomska i socijalna korelacija IQ <75 75-90 90-110 110-125 >125 Distribucija populacije 5 20 50 20 5 Oženjeni do 30-te 72 81 81 72 67 Bez posla više od mesec dana 22 19 15 14 10 godišnje (muškarci) Razvedeni posle 5 godina braka 21 22 23 15 9% dece sa IQ u donjem decilu (majke) 39 17 6 7 - Vanbračno rođena deca 32 17 8 4 2 Žive u bedi 30 16 6 3 2 Stalni korisnici pomoći (majke) 31 17 8 2 0 Napustili visoku školu 55 35 6 0.4 0
    64. 64. Ekonomska i socijalna korelacija IQ <75 75-90 90-110 110-125 >125 Distribucija populacije 5 20 50 20 5 Oženjeni do 30-te 72 81 81 72 67 Bez posla više od mesec dana 22 19 15 14 10 godišnje (muškarci) Razvedeni posle 5 godina braka 21 22 23 15 9% dece sa IQ u donjem decilu (majke) 39 17 6 7 - Vanbračno rođena deca 32 17 8 4 2 Žive u bedi 30 16 6 3 2 Stalni korisnici pomoći (majke) 31 17 8 2 0 Napustili visoku školu 55 35 6 0.4 0
    65. 65. Ekonomska i socijalna korelacija IQ <75 75-90 90-110 110-125 >125 Distribucija populacije 5 20 50 20 5 Oženjeni do 30-te 72 81 81 72 67 Bez posla više od mesec dana 22 19 15 14 10 godišnje (muškarci) Razvedeni posle 5 godina braka 21 22 23 15 9% dece sa IQ u donjem decilu (majke) 39 17 6 7 - Vanbračno rođena deca 32 17 8 4 2 Žive u bedi 30 16 6 3 2 Stalni korisnici pomoći (majke) 31 17 8 2 0 Napustili visoku školu 55 35 6 0.4 0
    66. 66. IQ kategorije 25 25 15 20 5 4 3 2 1 132-137 121-125 101-111 75-89 <60 126-131 112-120 90-100 61-74
    67. 67. IQ kategorije
    68. 68. IQ nacijeFlinov efekat (Flynn)
    69. 69. Menja se 0.2 - 0.4% godišnje
    70. 70. Japan 105 Indonezija 89Nemačka 102Holandija 102 Irak 87VelikaBritanija 100 Meksiko 87SAD (belci) 100Francuska 98 SAD (crnci) 85Češka 97 Egipat 83Grčka 92 Indija 81 Gvatemala 79Malezija 92
    71. 71. Japan 105 Indonezija 89Nemačka 102 Hrvatska 88Holandija 102 Irak 87VelikaBritanija 100 Meksiko 87SAD (belci) 100 Srbija 87Francuska 98 SAD (crnci) 85Češka 97 Bosna i Hercegovina 86SFR Jugoslavija 95 Egipat 83Grčka 94 Indija 81 Slovenija 93 Gvatemala 79Malezija 92
    72. 72. Činjenica br 3Generacije
    73. 73. Arthurian Generation (1433–1460) (H)■ Humanist Generation (1461–1482) (A)■ Reformation Generation (1483–1511) (P)■ Reprisal Generation (1512–1540) (N)■ Elizabethan Generation (1541–1565) (H)■ Parliamentary Generation (1566–1587) (A)■ Puritan Generation (1588–1617) (P)■ Cavalier Generation (1618–1647) (N)■ Glorious Generation (1648–1673) (H)■ Enlightenment Generation (1674–1700) (A)■ Awakening Generation (1701–1723) (P)■ Liberty Generation (1724–1741) (N)■ Republican Generation (1742–1766) (H)■ Compromise Generation (1767–1791) (A)■ Transcendental Generation (1792–1821) (P)■ Gilded Generation (1822–1842) (N)■ Progressive Generation (1843–1859) (A)■ Missionary Generation (1860–1882) (P)■ Lost Generation (1883–1900) (N)■ G.I. Generation (1901–1924) (H)■ Silent Generation (1925–1942) (A)■ Boom Generation (1943–1960) (P)■ Generation X (Gen X) (1961–1981) (N)■ Millennial Generation (Gen Y) (1982–2004) (H)■ Homeland Generation (2005 - ????) (A)
    74. 74. Radna snaga: shvatanje vrednosti različitih generacija
    75. 75. Radna snaga: shvatanje vrednosti različitih generacijaBaby Boomers
    76. 76. Radna snaga: shvatanje vrednosti različitih generacijaBaby Boomers (1946-1964)
    77. 77. Radna snaga: shvatanje vrednosti različitih generacija Baby Boomers (1946-1964) Vole komunikaciju licem u lice
    78. 78. Radna snaga: shvatanje vrednosti različitih generacija Baby Boomers (1946-1964) Vole komunikaciju licem u lice Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude vrednovan u polju na kojem su eksperti
    79. 79. Radna snaga: shvatanje vrednosti različitih generacija Baby Boomers (1946-1964) Vole komunikaciju licem u lice Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude vrednovan u polju na kojem su eksperti Prilagođavaju se na ostale kulture, ali ostaju verni korenima
    80. 80. Radna snaga: shvatanje vrednosti različitih generacija Baby Boomers (1946-1964) Vole komunikaciju licem u lice Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude vrednovan u polju na kojem su eksperti Prilagođavaju se na ostale kulture, ali ostaju verni korenima Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije; žele da budu mentori drugih kako bi se uverili da se njihov rad i dalje vrednuje
    81. 81. Radna snaga: shvatanje vrednosti različitih generacija Baby Boomers (1946-1964) Vole komunikaciju licem u lice Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude vrednovan u polju na kojem su eksperti Prilagođavaju se na ostale kulture, ali ostaju verni korenima Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije; žele da budu mentori drugih kako bi se uverili da se njihov rad i dalje vrednuje Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na svoj način
    82. 82. Radna snaga: shvatanje vrednosti različitih generacija Baby Boomers Generacija X (1946-1964) Vole komunikaciju licem u lice Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude vrednovan u polju na kojem su eksperti Prilagođavaju se na ostale kulture, ali ostaju verni korenima Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije; žele da budu mentori drugih kako bi se uverili da se njihov rad i dalje vrednuje Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na svoj način
    83. 83. Radna snaga: shvatanje vrednosti različitih generacija Baby Boomers Generacija X (1946-1964) (1965-1977) Vole komunikaciju licem u lice Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude vrednovan u polju na kojem su eksperti Prilagođavaju se na ostale kulture, ali ostaju verni korenima Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije; žele da budu mentori drugih kako bi se uverili da se njihov rad i dalje vrednuje Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na svoj način
    84. 84. Radna snaga: shvatanje vrednosti različitih generacija Baby Boomers Generacija X (1946-1964) (1965-1977) Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/ voice komunikaciju Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude vrednovan u polju na kojem su eksperti Prilagođavaju se na ostale kulture, ali ostaju verni korenima Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije; žele da budu mentori drugih kako bi se uverili da se njihov rad i dalje vrednuje Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na svoj način
    85. 85. Radna snaga: shvatanje vrednosti različitih generacija Baby Boomers Generacija X (1946-1964) (1965-1977) Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/ voice komunikaciju Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude  Imaju nezavisne vrednosti, posvećeni su vrednovan u polju na kojem su eksperti radu, ali očekuju nagradu; zainteresovani su za balans rad/život Prilagođavaju se na ostale kulture, ali ostaju verni korenima Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije; žele da budu mentori drugih kako bi se uverili da se njihov rad i dalje vrednuje Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na svoj način
    86. 86. Radna snaga: shvatanje vrednosti različitih generacija Baby Boomers Generacija X (1946-1964) (1965-1977) Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/ voice komunikaciju Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude  Imaju nezavisne vrednosti, posvećeni su vrednovan u polju na kojem su eksperti radu, ali očekuju nagradu; zainteresovani su za balans rad/život Prilagođavaju se na ostale kulture, ali ostaju verni korenima  Otvoreni su na mešavinu kulture i žele da putuju Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije; žele da budu mentori drugih kako bi se uverili da se njihov rad i dalje vrednuje Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na svoj način
    87. 87. Radna snaga: shvatanje vrednosti različitih generacija Baby Boomers Generacija X (1946-1964) (1965-1977) Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/ voice komunikaciju Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude  Imaju nezavisne vrednosti, posvećeni su vrednovan u polju na kojem su eksperti radu, ali očekuju nagradu; zainteresovani su za balans rad/život Prilagođavaju se na ostale kulture, ali ostaju verni korenima  Otvoreni su na mešavinu kulture i žele da putuju Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije;  Nezavisni učenici; sami vode sebe; žele da budu mentori drugih kako bi se otvoreni su na virtuelno učenje; uverili da se njihov rad i dalje vrednuje adaptiraju se brzo na promenu tehnologije Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na svoj način
    88. 88. Radna snaga: shvatanje vrednosti različitih generacija Baby Boomers Generacija X (1946-1964) (1965-1977) Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/ voice komunikaciju Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude  Imaju nezavisne vrednosti, posvećeni su vrednovan u polju na kojem su eksperti radu, ali očekuju nagradu; zainteresovani su za balans rad/život Prilagođavaju se na ostale kulture, ali ostaju verni korenima  Otvoreni su na mešavinu kulture i žele da putuju Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije;  Nezavisni učenici; sami vode sebe; žele da budu mentori drugih kako bi se otvoreni su na virtuelno učenje; uverili da se njihov rad i dalje vrednuje adaptiraju se brzo na promenu tehnologije Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na  Izazivaju autoritete; napustiće posao koji svoj način im se ne sviđa momentalno
    89. 89. Radna snaga: shvatanje vrednosti različitih generacija Baby Boomers Generacija X Generacija Y (1946-1964) (1965-1977) Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/ voice komunikaciju Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude  Imaju nezavisne vrednosti, posvećeni su vrednovan u polju na kojem su eksperti radu, ali očekuju nagradu; zainteresovani su za balans rad/život Prilagođavaju se na ostale kulture, ali ostaju verni korenima  Otvoreni su na mešavinu kulture i žele da putuju Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije;  Nezavisni učenici; sami vode sebe; žele da budu mentori drugih kako bi se otvoreni su na virtuelno učenje; uverili da se njihov rad i dalje vrednuje adaptiraju se brzo na promenu tehnologije Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na  Izazivaju autoritete; napustiće posao koji svoj način im se ne sviđa momentalno
    90. 90. Radna snaga: shvatanje vrednosti različitih generacija Baby Boomers Generacija X Generacija Y (1946-1964) (1965-1977) (1978-danas) Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/ voice komunikaciju Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude  Imaju nezavisne vrednosti, posvećeni su vrednovan u polju na kojem su eksperti radu, ali očekuju nagradu; zainteresovani su za balans rad/život Prilagođavaju se na ostale kulture, ali ostaju verni korenima  Otvoreni su na mešavinu kulture i žele da putuju Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije;  Nezavisni učenici; sami vode sebe; žele da budu mentori drugih kako bi se otvoreni su na virtuelno učenje; uverili da se njihov rad i dalje vrednuje adaptiraju se brzo na promenu tehnologije Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na  Izazivaju autoritete; napustiće posao koji svoj način im se ne sviđa momentalno
    91. 91. Radna snaga: shvatanje vrednosti različitih generacija Baby Boomers Generacija X Generacija Y (1946-1964) (1965-1977) (1978-danas) Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/  Žele instant poruke. Kratke, oštre, bez voice komunikaciju uvijanja. Mobilne telefone Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude  Imaju nezavisne vrednosti, posvećeni su vrednovan u polju na kojem su eksperti radu, ali očekuju nagradu; zainteresovani su za balans rad/život Prilagođavaju se na ostale kulture, ali ostaju verni korenima  Otvoreni su na mešavinu kulture i žele da putuju Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije;  Nezavisni učenici; sami vode sebe; žele da budu mentori drugih kako bi se otvoreni su na virtuelno učenje; uverili da se njihov rad i dalje vrednuje adaptiraju se brzo na promenu tehnologije Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na  Izazivaju autoritete; napustiće posao koji svoj način im se ne sviđa momentalno
    92. 92. Radna snaga: shvatanje vrednosti različitih generacija Baby Boomers Generacija X Generacija Y (1946-1964) (1965-1977) (1978-danas) Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/  Žele instant poruke. Kratke, oštre, bez voice komunikaciju uvijanja. Mobilne telefone Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude  Imaju nezavisne vrednosti, posvećeni su  Vrednuju balans rad/život, rade virtualno i vrednovan u polju na kojem su eksperti radu, ali očekuju nagradu; zainteresovani timski su orijentisani su za balans rad/život Prilagođavaju se na ostale kulture, ali ostaju verni korenima  Otvoreni su na mešavinu kulture i žele da putuju Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije;  Nezavisni učenici; sami vode sebe; žele da budu mentori drugih kako bi se otvoreni su na virtuelno učenje; uverili da se njihov rad i dalje vrednuje adaptiraju se brzo na promenu tehnologije Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na  Izazivaju autoritete; napustiće posao koji svoj način im se ne sviđa momentalno
    93. 93. Radna snaga: shvatanje vrednosti različitih generacija Baby Boomers Generacija X Generacija Y (1946-1964) (1965-1977) (1978-danas) Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/  Žele instant poruke. Kratke, oštre, bez voice komunikaciju uvijanja. Mobilne telefone Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude  Imaju nezavisne vrednosti, posvećeni su  Vrednuju balans rad/život, rade virtualno i vrednovan u polju na kojem su eksperti radu, ali očekuju nagradu; zainteresovani timski su orijentisani su za balans rad/život Prilagođavaju se na ostale kulture, ali  Imaju globalnu perspektivu. Imaju različite ostaju verni korenima  Otvoreni su na mešavinu kulture i žele drugove i međunarodne kontakte da putuju Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije;  Nezavisni učenici; sami vode sebe; žele da budu mentori drugih kako bi se otvoreni su na virtuelno učenje; uverili da se njihov rad i dalje vrednuje adaptiraju se brzo na promenu tehnologije Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na  Izazivaju autoritete; napustiće posao koji svoj način im se ne sviđa momentalno
    94. 94. Radna snaga: shvatanje vrednosti različitih generacija Baby Boomers Generacija X Generacija Y (1946-1964) (1965-1977) (1978-danas) Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/  Žele instant poruke. Kratke, oštre, bez voice komunikaciju uvijanja. Mobilne telefone Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude  Imaju nezavisne vrednosti, posvećeni su  Vrednuju balans rad/život, rade virtualno i vrednovan u polju na kojem su eksperti radu, ali očekuju nagradu; zainteresovani timski su orijentisani su za balans rad/život Prilagođavaju se na ostale kulture, ali  Imaju globalnu perspektivu. Imaju različite ostaju verni korenima  Otvoreni su na mešavinu kulture i žele drugove i međunarodne kontakte da putuju Očekuju da se o njima vodi računa, da  Brzo uče, posebno tehniku. Uče na bazi budu obučeni za upotrebu tehnologije;  Nezavisni učenici; sami vode sebe; iskustva.Video igre pomažu njihove žele da budu mentori drugih kako bi se otvoreni su na virtuelno učenje; strategije učenja. Žele izazove koji uverili da se njihov rad i dalje vrednuje adaptiraju se brzo na promenu zahtevaju rešavanje problema. tehnologije Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na  Izazivaju autoritete; napustiće posao koji svoj način im se ne sviđa momentalno
    95. 95. Radna snaga: shvatanje vrednosti različitih generacija Baby Boomers Generacija X Generacija Y (1946-1964) (1965-1977) (1978-danas) Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/  Žele instant poruke. Kratke, oštre, bez voice komunikaciju uvijanja. Mobilne telefone Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude  Imaju nezavisne vrednosti, posvećeni su  Vrednuju balans rad/život, rade virtualno i vrednovan u polju na kojem su eksperti radu, ali očekuju nagradu; zainteresovani timski su orijentisani su za balans rad/život Prilagođavaju se na ostale kulture, ali  Imaju globalnu perspektivu. Imaju različite ostaju verni korenima  Otvoreni su na mešavinu kulture i žele drugove i međunarodne kontakte da putuju Očekuju da se o njima vodi računa, da  Brzo uče, posebno tehniku. Uče na bazi budu obučeni za upotrebu tehnologije;  Nezavisni učenici; sami vode sebe; iskustva.Video igre pomažu njihove žele da budu mentori drugih kako bi se otvoreni su na virtuelno učenje; strategije učenja. Žele izazove koji uverili da se njihov rad i dalje vrednuje adaptiraju se brzo na promenu zahtevaju rešavanje problema. tehnologije Žele da rade za starog poslodavca i da se  Imaju niska očekivanja vezana za doživotnu ka vrhu kompanijske piramide penju na  Izazivaju autoritete; napustiće posao koji karijeru; poverljivi, znaju šta žele i svoj način im se ne sviđa momentalno pripremljeni su za promenu poslodavca
    96. 96. Što duže živim, to više osećam, da sve ono što je bilo dobro za naše očeve, nije više dobro za nas Oscar Wilde (1854-1900)
    97. 97. INTERNET OF THINGS INFORMATICA POSTMODERNA Petar Kočović 14. novembar, 2012
    98. 98. Kancelarija 1990-tih
    99. 99. Kancelarija 1990-tih
    100. 100. 1990
    101. 101. 1990
    102. 102. 1990
    103. 103. 1990
    104. 104. 1990
    105. 105. Kako smo mi postojali? 1990
    106. 106. Danas imamo
    107. 107. 800,000,000PAMETNIH TELEFONA
    108. 108. 1,500,000,000 PC računara
    109. 109. 2,300,000,000LJUDI INTERNETU
    110. 110. 3,500,000,000MOBILNIH TELEFONA
    111. 111. 5,000,000,000INTERNET-POVEZANIH UREDJAJA
    112. 112. 87,000,000,000GOGLE PRETRAŽIVANJA/MES
    113. 113. 28,000,000,000,000,000,000EGZABATA NA INTERNETU/MES
    114. 114. 350,000,000,000,000,000,000 EGZABAJTA SMEŠTENIH
    115. 115. Računar u našem mobilnom
    116. 116. Računar u našem mobilnom 1,000,000 puta jeftiniji
    117. 117. Računar u našem mobilnom 1,000,000 puta jeftiniji 1,000 snažniji
    118. 118. Računar u našem mobilnom 1,000,000 puta jeftiniji 1,000 snažniji 100,000 manji
    119. 119. Računar u našem mobilnom 1,000,000 puta jeftiniji 1,000 snažniji 100,000 manji nego IBM 360 na MIT, 1965
    120. 120. Danas imamo
    121. 121. Danas imamo1 milijardu tranzistora po osobi na planeti
    122. 122. Danas imamo1 milijardu tranzistora po osobi na planeti Do 2010 30 - milijardi RFID na svetu
    123. 123. INSTRUMENTALIZOVANI Danas imamo 1 milijardu tranzistora po osobi na planeti Do 2010 30 - milijardi RFID na svetu
    124. 124. INSTRUMENTALIZOVANILanci snabdevanja, zdravstvene mreže, gradovi, prirodni sistemi (kao reke) Danas imamo 1 milijardu tranzistora po osobi na planeti Do 2010 30 - milijardi RFID na svetu
    125. 125. Povezani uređaji do 2020 Milijardi komada
    126. 126. Povezani uređaji do 2020 Milijardi komada 150 113 75 38 Uvek 0 Povremeno
    127. 127. RFID & NFC(Radio-Frequency Identification & Near Field Communication)
    128. 128. RFID & NFC(Radio-Frequency Identification & Near Field Communication)
    129. 129. RFID & NFC(Radio-Frequency Identification & Near Field Communication)
    130. 130. RFID & NFC(Radio-Frequency Identification & Near Field Communication)
    131. 131. RFID & NFC(Radio-Frequency Identification & Near Field Communication)
    132. 132. RFID & NFC(Radio-Frequency Identification & Near Field Communication)
    133. 133. RFID & NFC(Radio-Frequency Identification & Near Field Communication)
    134. 134. The Internet of Things: automobili, avioni, kamere, putevi,naftovodi, lekovi i životne namirnice ~1 trilion
    135. 135. The Internet of Things: automobili, avioni, kamere, putevi,naftovodi, lekovi i životne namirnice ~1 trilion
    136. 136. The Internet of Things: automobili, avioni, kamere, putevi,naftovodi, lekovi i životne namirnice ~1 trilion
    137. 137. The Internet of Things: automobili, avioni, kamere, putevi,naftovodi, lekovi i životne namirnice ~1 trilion
    138. 138. The Internet of Things: automobili, avioni, kamere, putevi, naftovodi, lekovi i životne namirnice ~1 trilionPOVEZANI
    139. 139. Sliv tehnologija
    140. 140. Sliv tehnologija + +
    141. 141. Sliv tehnologija + +Razmišljamo i delujemo na novi način
    142. 142. Sliv tehnologija + +Razmišljamo i delujemo na novi način ekonomski, društveno i tehnički
    143. 143. IT menja poslovanje
    144. 144. Potrebe za napretkom su jasne 170 milijardi kWh se izgubi svake godine
    145. 145. Potrebe za napretkom su jasne
    146. 146. Potrebe za napretkom su jasne3.7 milijardiizgubljenih radnih
    147. 147. Potrebe za napretkom su jasne3.7 milijardiizgubljenih radnih 8.7 milijardi litara benzina
    148. 148. 100 miliona ljudi širom sveta - ispod granice bede
    149. 149. Mogućnosti zanapretkom su jasne
    150. 150. Mogućnosti za napretkom su jasne 10% smanjititroškove energije
    151. 151. Mogućnosti za napretkom su jasne 20% smanjiti 10% smanjiti saobraćajtroškove energije 12% smanjiti emisiju štetnih gasova
    152. 152. Mogućnosti za napretkom su jasne 20% smanjiti $80 mlrd 10% smanjiti saobraćaj uštedetroškove energije 12% smanjiti emisiju troškova štetnih gasova
    153. 153. Svetsko stanovništvo
    154. 154. Vođe moraju da vode kroz nepoznato8 od 10 CEOa 3x je povećana pukotina shvata između liderove potrebe za turbulentne promenama i njegove promene sposobnosti da upravlja njima
    155. 155. PONOVNO ZAMIŠLJANJE IT POSLOVANJE POSTMODERNE POJEDNOSTAVLJIVANJE KREATIVNA DESTRUKCIJA
    156. 156. OblakDruštv. mreže Mobilnost
    157. 157. Oblak InformacijaDruštv. mreže Mobilnost
    158. 158. Oblak InformacijaDruštv. mreže Mobilnost Fleksibilna arhitektura
    159. 159. Oblak InformacijaDruštv. mreže Mobilnost Fleksibilna arhitektura NEKSUS SILA
    160. 160. Oblak InformacijaDruštv. mreže Mobilnost Fleksibilna arhitektura NEKSUS SILA
    161. 161. Tehnologije koje će nas odvesti u Internet stvari: Neksus
    162. 162. Tehnologije koje će nas odvesti u Internet stvari: Neksus
    163. 163. Oblak
    164. 164. RAST JAVNOG OBLAKA
    165. 165. RAST JAVNOG OBLAKA300225150 75 0 2011 2012 2013 2014 2015
    166. 166. RAST JAVNOG OBLAKA300225150 75 0 2011 2012 2013 2014 2015 Usluge poslovnih procesa Aplikacija Sistemska infrastruktura Aplikaciona infrastruktura
    167. 167. RAST JAVNOG OBLAKA 90% usluga u oblaku su pretplate300225150 75 0 2011 2012 2013 2014 2015 Usluge poslovnih procesa Aplikacija Sistemska infrastruktura Aplikaciona infrastruktura
    168. 168. RAST JAVNOG OBLAKA 90% usluga u oblaku su pretplate 80% poslovanja koristi SaaS300225150 75 0 2011 2012 2013 2014 2015 Usluge poslovnih procesa Aplikacija Sistemska infrastruktura Aplikaciona infrastruktura
    169. 169. “Ovo nije kraj. To čak nije ni početak kraja. Ali to je,verovatno, kraj početka” - Winston Churchill
    170. 170. Društvene mreže
    171. 171. SLEDEĆA FAZA DRUŠTVENOG RAČUNARSTVA: Masovni potrošači Masovni građaniMasovno učešće zaposlenih u firmama
    172. 172. Informacija
    173. 173. ANALITIKA JE MOTOR SA UNUTRAŠNJIM SAGOREVANJEM POSLOVANJA
    174. 174. POPLAVA VELIKIH PODATAKA
    175. 175. Algoritmi zaprediktivnu analizu
    176. 176. Do 2015, 25% organizacija će imati novo zanimanje - Chief Digital Officer
    177. 177. Do 2015 godine, veliki podaci će naglobalnom nivou da kreiraju novih 4.4 miliona IT poslova ... ... od toga 1.4 miliona u Evropi
    178. 178. Nova informaciona ekonomija
    179. 179. Mobilnost
    180. 180. DO 2018 - 70% MOBILNIH RADNIKA ĆEKORISTITI TABLET I HIBRIDNI TABLET
    181. 181. DO 2018 - 70% MOBILNIH RADNIKA ĆEKORISTITI TABLET I HIBRIDNI TABLET 50% BYOD
    182. 182. ŠTA JE INSTALIRANODesktop PC Mobilni PCPametni telefoni Tableti
    183. 183. ŠTA JE INSTALIRANO 5000 3750 2500 12502011 2012 2013 0 2014 2015 Desktop PC Mobilni PC Pametni telefoni Tableti
    184. 184. 2/3 radne snage će koristiti vlastitemobilne telefone BYOD (Bring Your Own Devices)... a 40% radne snage će biti mobilno
    185. 185. 0 250 500 750 1 918M Kumulativna prodaja do 20162010 2016 RAST MEDIJA TABLETA
    186. 186. VELIKA SMENAJedinice 100% Mobilni OS 75% 50% PC OS 25% 2008 2009 2010 2011 2012 2013 0% 2014 2015
    187. 187. DO 2015 - PRIVATNE APLIKACIONE RADNJE
    188. 188. DO 2015 - PRIVATNE APLIKACIONE RADNJEĆE BITI ZASTUPLJENE U 60% IT ORGANIZACIJA
    189. 189. DO 2015 - PRIVATNE APLIKACIONE RADNJE ĆE BITI ZASTUPLJENE U 60% IT ORGANIZACIJADO 2016 - 300 MILIJARDI APLIKACIJA ĆE GODIŠNJE DA SE DOWNLOADUJE
    190. 190. Prodaja softvera za pametne telefone će porasti 25% do 2014 godine
    191. 191. STRATEŠKI I RAZARAJUĆI DOBAVLJAČI
    192. 192. DO 2014, CIO ĆE IZGUBITIKONTROLU NAD 25% SVOJIH BUDŽETA
    193. 193. DO 2017,CMO ĆE MOŽDA IMATI VEĆE BUDŽETE OD CIO
    194. 194. OS za pametne telefone 60 45 30 15 02011 2012 2013 2014 2015 Android iOS Symbian RIM Windows Phone Other
    195. 195. 90% preduzećaNEĆE instalirati Windows 8 do 2014 godine
    196. 196. Velika debata u budućnosti: - Da li sam opt-out?
    197. 197. Proširena stvarnost (Augmented reality)
    198. 198. Proširena stvarnost (Augmented reality) Pokaži mi organski sertifikat!
    199. 199. Proširena stvarnost (Augmented reality) Pokaži mi organski sertifikat! Pokaži mi GMO hranu!
    200. 200. Proširena stvarnost (Augmented reality) Pokaži mi organski sertifikat! Pokaži mi GMO hranu! Pokaži mi sadrćaj soli i masnoća!
    201. 201. Theory of Everything John Ellis (1946-) Britanski teorijski fizičar The Superstring Theory of Everything or of Nothing Nature, Vol 323, 595-598 (16 October 1986)
    202. 202. Internet of (Every)Things
    203. 203. Internet of (Every)Things 50%+ Internet veza su stvari 2011: 15+ mlrd permanent, 50+ mlrd povremeno 2020: 30+ mlrd permanent, >200 mlrd povremeno
    204. 204. Internet of (Every)Things 50%+ Internet veza su stvariUdaljeni senzori objekata i 2011: 15+ mlrd permanent, 50+ mlrd povremenookruženja 2020: 30+ mlrd permanent, >200 mlrd povremeno Kamere i mikrofoni su svuda Sve ima URL
    205. 205. Internet of (Every)Things 50%+ Internet veza su stvariUdaljeni senzori objekata i 2011: 15+ mlrd permanent, 50+ mlrd povremenookruženja 2020: 30+ mlrd permanent, >200 mlrd povremeno Audio $0.5 Kamere i mikrofoni su svuda Sve ima URL 2 GB fleš $3 LTE NFC GPRS $7/Wi-Fi $3 7" 800 x 400 displej $20

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