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  1. 1. Mobility in the next years IT Industry of the past is not the IT industry of the future Cezar Taurion Chief Evangelist IBM Brasil
  3. 3. Quem é esta geração digital?  Usam tecnologias digitais no seu dia a dia e esperam usá-las no trabalho. São early adopters por natureza.  Entram no mundo online cada vez mais cedo... usam a Internet como laboratório social, para testar limites do relacionamento. Vivem em ritmo cada vez mais acelerado e são multitarefas (usam celular, MP3, PC...tudo ao mesmo tempo!)
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  5. 5. Thomas Kuhn em The Structure of Scientific Revolutions (1962): Think of a Paradigm Shift as a change from one way of thinking to another. It's a revolution, a transformation, a sort of metamorphosis. It just does not happen, but rather it is driven by agents of change. A mudança de paradigma já está acontecendo… Thomas Samuel Kuhn (1922-1996)
  6. 6. Law of Disruption Social, political, and economic systems change incrementally, but technology changes exponentially.
  7. 7. A 3ª geração da plataforma de computação, a 3ª fase da Internet, e a explosão de informações estão colidindo para formar uma revolução de ruptura e de transformação 1964 2008200319941981 Quantidade de dados coletados e armazenados Gerações de plataformas Computacionais Fases da Internet 2012 2020-2
  8. 8. More People Have Mobile Phones Than Electricity Or Drinking Water
  9. 9. Mobile Phones Equal World Population
  10. 10. Mobile innovation is slated to be the next big wave in computing
  11. 11. Consumerization of IT – New paradigm Company acquisition User acquisition The Consumerization trend is all about employees wanting to use the same technologies for business as they use in their personal lives.
  12. 12. The Consumerization trend is all about driving innovation in technology from the perspective of the individual consumer or employee 16 Military / Aerospace Government Agencies Large Enterprises Small Businesses Employees Technology Innovation in Government benefits Organizations (Computers, Storage Devices, Networks, Application Software, BICARSA/GLAPPR) 1930’s–1980 Technology Innovation in Consumer Sector benefits Organizations (Personal Computers, laptops, Internet, Web2.0, broadband, smartphones, public cloud, apps, social media, robots) 1980’s–Today Consumers
  13. 13. The Consumerization trend is disruptive for IT departments, causing them to have to respond with new strategies to meet demand “Consumerization is now the primary driver of the mobile universe, and CIOs must be ready to embrace a range of more-flexible approaches to their mobile strategy” – Gartner “Security Minefield: 'Bring Your Own Device' Will Bedevil IT Security in 2012” – “CIOs globally are faced with the unprecedented challenge of an explosion of popular devices and applications in their enterprises that they are struggling to control from a technological, policy, and cultural perspective” – IDC Challenges
  14. 14. 18 Mobile Computing will impact all business processes, requiring new application solutions written just for mobile 18 “Second generation mobile strategies differ considerably from those of the first generation. They must be multichannel, part of your holistic digital strategy, and include innovative mobile-only capabilities.” – Gartner IBM 2011 Tech Trends Report New Strategies / Solutions Needed
  15. 15. Mobile projects are becoming more enterprise-wide and transformational, and require assets and speed that are different from traditional segments From…. • Department-level • LOB-driven • Tactical: Launch mobile apps quickly • One-off, quick hit projects • Enterprise-wide • LOB/IT collaboration • Strategic: Embedded in enterprise systems • Major transformational engagements To…. Mobile Buying Shifts
  16. 16. Industry specificity is another critical element of mobile growth and innovation, requiring deep process insight and customized solutions 0 500 1000 1500 2000 Government Banking Retail Health Industrial/Mfg 25% 50% 75% 100% IncrementalMobileGrowth 2013-16 % Mobile Execs Selecting Industry as Highest Potential for New Mobile Growth & Value Generation Banking: simplified payment methods improved ways to increase loyalty, track and segment customers, e.g., connect core banking services securely, seamlessly, without interruption to mobiles with strong user interfaces Retail: improved targeting, POS offerings, customer service, inventory management, e.g., enterprise marketing management integration with location- sensitivity, flexible privacy settings Health: improved access and outcomes at reduced cost, e.g. M2M connectivity design and management for patients, health providers, hospitals with multi- level security settings Government: expanded citizen reach with anytime/anywhere access to information and services at reduced cost, e.g., secure mobile systems and dashboards connecting key constituents (e.g., police, health & safety officials, voters) Mobile Opportunity for Key Industries (Market Spending and Potential for Growth/Value) Automotive Energy & Utilities Insurance Transportation: logistics, efficiency improvement through vehicle and asset tracking, e.g., M2M design and enablement, managed services We observe a shift in demand from stand-alone mobile solutions to mobile solutions integrated into industry-specific enterprise systems -Gartner
  17. 17. 21 Mobile application is expensive, hindered by fragmented platforms; good design and usability are key differentiators “Mobile is now driven by fashion and design in equal measure to technology… new design imperatives for the enterprise to understand and manage. This is forcing developers to focus on usability as a top priority” - Gartner Mobile and the Nexus of Forces, 2012 “Mobile apps are expensive. Although the entry barriers are low, e.g., for simple "skunkworks" projects, professional initiatives frequently cost from hundreds of thousands to millions of dollars. Mobile solutions and tools use many different funding models. Per-user and SaaS pricing models are more common in employee- facing situations where the number of users is more controlled and well understood. Consumer facing apps can have very unpredictable usage which tends to drive different pricing models.” - Gartner Mobile Trends Through 2017 Source: Gartner October 2012 Symposium Mobile Trends Through 2017, Gartner June 2012 Mobile and the Nexus of Forces
  18. 18. A mobility strategy is a key element to achieving productivity gains and cost savings in the enterprise % of companies realizing 20% productivity improvement and cost reduction are significantly more likely to implement the following workplace initiatives … Source: IBM New Workplace CIO Study, Oct 2011; Base sizes: Total=675 84 75 72 69 68 54 56 67 58 52 44 44 41 37 34 31 Enhanced encryption/security of systems and data Enterprise mobility strategy Support a broader set of mobile devices and OSs Mobile application platform Using external service provider for MDM services Provide an ‘application store’ for employees “Bring Your Own Device” policy Biometrics security for mobile devices Top Performers -Productivity Improvement and Cost Savings of 20+% All Others
  19. 19. Mobility looks to be the next competitive frontier for technology 23 Percent of respondents who identify as a market leader Source: Gartner- The 2012 CIO Agenda, February 2012 Mobility by Industry
  20. 20. Walmart is a technology company. Let’s just put that out there right now. The company has crushed all competitors through its mastery of supply- chain logistics and inventory management, which above all are engineering problems. But until recently, most of Walmart’s tech has lived behind the scenes. That’s changed because of smartphones. As Walmart pushes mobile as an integral part of shopping at its stores, the company has started to treat changes at those stores much like app makers handle the rollout of new features.
  21. 21. 26 Source: Q1 “What are the most important external forces that will impact your organization over the next 3 to 5 years?” External forces that will impact the organization 68% 69% 71% 2004 2006 2008 2010 2012 Technology factors People skills Market factors Macro-economic factors Regulatory concerns Globalization Socio-economic factors Environmental issues Geopolitical factors For the first time, CEOs identify technology as the most important external force impacting their organizations
  22. 22. Unfortunately, CIOs are not always the best positionned to be listened ... placement under the CFO is associated with a desire to control IT costs and ensure that the spending is being properly aligned to business priorities CIO reporting organization clearly indicate the level of importance of IT Source: CEO Concerns 2012 and the IT Implications
  23. 23. Who has primary responsibility for leading your organization’s innovation management program ? CIOs are not highly visible to the CEO in Innovation management and Strategy and are no longer the key IT budget holders Which two roles most closely support the CEO in strategic changes to your business ? Source: CEO Concerns 2012 and the IT Implications
  24. 24. 1 2 3 4 CIO: Chief Innovation Officer & Chief Digital Officer ou Career Is Over?
  25. 25. Obrigado pela Atenção Cezar Taurion @ctaurion Facebook Linkedin