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Inovação e Tendências

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Palestra feita em vários clientes estratégicos abordando processo de inovação na IBM e as tendências tecnológicas para os próximos anos. Mostra diversas formas da IBM obter insights que apontem as tendências e daí desenhar suas estratégias futuras.

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Inovação e Tendências

  1. 1. InovaçCase IBM: Inovações,TransformaçõesTransformaçe Visão de FuturoCenáCenários para TI 2020 Cezar Taurion Executivo de Novas Tecnologias Technical Evangelist ctaurion@br.ibm.com © 2012 IBM Corporation
  2. 2. Nossa Agenda A IBM de ontem e a de hoje: A transformação de uma empresa de hardware para uma empresa de soluções IBM e o processo de inovação contínua Visão de futuro: como será a IBM de amanhã?2 IM AR © 2012 IBM Corporation
  3. 3. IBM strategic positioning High Value Add Individual/ Traditional Enterprise Consumer IT Industry Focused Focused Low Cost Producer3 IM AR © 2012 IBM Corporation
  4. 4. How does a company survive 100 years?4 IM AR © 2012 IBM Corporation4
  5. 5. 5 IM AR © 2012 IBM Corporation
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  7. 7. Inovação na IBM: inserido no DNA corporativo The US Patent and Trademark Office awarded IBM an average 22.6 patents per working day in 2010, for a total 5,896. 6,180 U.S. patents in 2011 IBM e Governo Federal anunciam centro de pesquisas no Brasil The top-10 receivers of patents in 2010, according to IFI Claims Patent Services: de 2010 – 19h22 08 de junho Primeiro da América do Sul. 1. IBM (5896); United States Tecnologias para tornar o Planeta Mais Inteligente. 2. Samsung (4551); South Korea Sistemas humanos inteligentes para grandes eventos, 3. Microsoft (3094); United States como Copa 2014 e Olimpíadas 2016. 4. Canon (2552); Japan Sistemas inteligentes para automação de serviços. 5. Panasonic (2482); Japan Sistemas inteligentes para descobertas de recursos 6. Toshiba (2246); Japan naturais (petróleo e gás) e logística. 7. Sony (2150); Japan 8. Intel (1653); United States 9. LG Electronics (1490); South Korea 10. HP (1480); United States7 IM AR © 2012 IBM Corporation
  8. 8. IBM Values: Dedication to every clients success Innovation that matters, for our company and for the world Trust and personal responsibility in all relationships8 IM AR © 2012 IBM Corporation
  9. 9. História da Computação e da IBM se fundem…9 IM AR © 2012 IBM Corporation
  10. 10. IBM has a diverse, evolving, set of internal foresightcapabilities focused on technology, society and business Global Global Eight IBM Foresight Initiatives Technology Innovation Outlook Outlook 1. Global Technology Outlook (GTO) (GIO) 2. Academy of Technology Academy of First Technology of a Kind 3. First of a Kind (FOAK) (AoT) (FOAK) 4. Global Innovation Outlook 5. InnovationJam Institute for InnovationJam Business 6. Institute for Business Value Value (IBV) 7. Market Development & Insights 8. HorizonWatch Community Market Community: Development & Horizonwatch Insights (MDI)10 IM AR © 2012 IBM Corporation10
  11. 11. The Global Technology Outlook is developed annually by IBM Research,which has 11 labs located in 9 countries Dublin China Zurich Tokyo Almaden Watson Haifa Austin India Melbourne Rio 5 Nobel Laureates IBM Research Lab 14 National Medals 6 Turing Awards 80 Members of National Academies 11 Inductees, National Inventors Hall of Fame11 IM AR © 2012 IBM Corporation11
  12. 12. The Global Technology Outlook team solicits input from the wide diversity ofdisciplines at IBM Research Behavioral Computer Engineering Sciences Chemistry Science Improved human sub-micron Deep QA for Natural Language Nano-science and computer interaction lithography Processing (Watson) Nano-technology Materials Mathematical Physics Service Science, Science Sciences Management & Engineering Science & Business & Engineering Management Technology Business Innovation Innovation Social Demand Innovation Innovation Social & Cognitive Economics Sciences & Markets Trackpoint for Thinkpad, protein folding Organic Risk Management Improve services-led economy Semiconductors 12 IM AR © 2012 IBM Corporation 12
  13. 13. IBM Research’s annual Global Technology Outlook identifies Globaldisruptive societal, technical and economic trends that might Technologyimpact IBM and its clients Outlook (GTO) Objective The GTO identifies significant technology trends early. It looks for high impact disruptive technologies leading to game changing products and services over a 3-10 year horizon ► Disruptive technologies, potential new technologies, game changers ► Identify trends - - exponentials, thresholds, discontinuities, walls ► New technologies, new markets The GTO is used to drive technical initiatives in IBM Research and to jointly engage with IBM in formulating these initiatives About The Process It’s a process that takes the whole year and involves getting input from all IBM Industry and Business Unit Strategists, IBM Research employees, University researchers, partners, and suppliers 13 IM AR © 2012 IBM Corporation 13
  14. 14. Evolution of the Global Technology Outlook IBM Opportunities & Business Threats Implications Industry Insights Radical Shaping IBM’s Strategy Driving Research Collaboration Marketing Strategy Research Differentiation Studies 10 years 5 – 10 years 3 – 10 years ’80s — ’90s ’00s — ’07 ’08 — ’09 ’10s … IT Centric + Client Focus + Business + Industries, Global14 IM AR © 2012 IBM Corporation14
  15. 15. Global Technology Outlook 2012Uncertain data and analytics are major themes Managing Systems of People Uncertain Data at Scale The Future Watson Outcome Based Business Future of Resilient Business and Services Analytics15 IM AR © 2012 IBM Corporation
  16. 16. Visão de futuro: Que tal olharmos o Watson?16 IM AR © 2012 IBM Corporation
  17. 17. An analytical system: Taking Watson beyond Jeopardy! Current Future Specific questions Statistical Rich problem Interactive analytics scenarios dialogue This poet wrote to a friend, “We are by September and yet my flowers are as bold as June. Amherst has gone to Eden.” Continuous Evidence Batch training Statistical learning profiles ranking17 IM AR © 2012 IBM Corporation
  18. 18. Watson’s real value proposition: Efficient decision support over unstructured (and structured) content Deeper Understanding, Higher Precision and Broader, Qu Timely Coverage at lower costs e O sti pe on n-D -A ns om Jeopardy! Challenge I we ain gB Re rin is t in s g lev Ex R ule Ra an e/ nk ce e nc Ke ing In fer yW ry Se ord Que arc h L/ X SQ Shallow Understanding Deeper Understanding but Brittle Low Precision High Precision at High Cost Broad Coverage Narrow Limited Coverage Unstructured Data Structured Data Broad, rich in context Precise, explicit Rapidly growing, current Narrow, expensive Invaluable yet under utilized18 IM AR © 2012 IBM Corporation 18
  19. 19. Eras of computing Cognitive Systems Era Programmable Computer Intelligence Systems Era Tabulating Systems Era Time19 IM AR © 2012 IBM Corporation
  20. 20. A evolução das “Máquinas Pensantes” The New IT Frontier “Within ten years a digital Learning computer will be the worlds SystemsComputer Intelligence chess champion” 1958, H. A. Simon and Allen Newell Watson (2010) Deep Blue (1997) System/360 (1964) ENIAC Abacus Antikythera Napier’s rods Counting (Circa 1945) (Circa 3500 BC) Astronomical (Circa 1600) Machine Computer (ca 87 BC) (Circa 1820) Time20 IM AR © 2012 IBM Corporation 20
  21. 21. The Global Innovation Outlook focused more on broad issues Globalimpacting all types of organizations Innovation Outlook Focused on broad and challenging topics – spanning geographies, (GIO) generations, industries and interests Ran from 2004-09, picked 2-3 topics per year Surfaced insights and opportunities for business and societal innovation Open, collaborative, multi-disciplinary process with external business leaders, academics, researchers and policymakers Helped to launch IBM spin-off projects Topics Water Security & Society Africa Media and Content Energy & Environment Transportation Future of the Enterprise Gaming & Leadership The Inventor’s Forum A New IP Marketplace Government Business of Work & Life Healthcare21 IM AR © 2012 IBM Corporation21
  22. 22. The IBM Academy of Technology is a society of IBM technical Academy ofleaders across all IBM Business Units TechnologyAcademy Mission (AoT) ► Advance the understanding of key emerging technical areas, ► Improve development of IBMs global technical community, ► Engage clients in technical pursuits of mutual value. Sets the Technical Agenda via ‘Activities’ ► Anyone in IBM’s technical community can start an Academy activity ► Currently, many activities are in areas such as: • Smarter Planet • Cloud Computing • Business Analytics and Optimization What makes a good Academy activity? ► Stimulate, organize, synthesize and advance technical dialogue and innovation across business lines ► Understand the gaps and address the opportunities for innovation that occur at the intersections of units and technical disciplines,22 IM AR © 2012 IBM Corporation22
  23. 23. The First-of-a-Kind (FOAK) Program encourages collaboration of Firstearly adopter clients with IBM Research and Sales of a Kind (FOAK) Pushes early thought leadership and experiences with new technologies Pilot experimental solutions & deliver working prototypes ► Validate market requirements ► Test market readiness 250+ projects completed Recognized industry best practice ► Frost & Sullivan Certified Best Practice ► InnovationPassport: The IBM First-of-a-Kind Journey From Research to RealityFOAK accelerates the delivery of innovation from the research labs into the market23 IM AR © 2012 IBM Corporation23
  24. 24. InnovationJam Largest Online Brainstorming Session Ever Held Demonstrate power of collaboration in advancing innovation Accelerate the ability to innovate and deploy integrated offerings Participants ► 150,000 people ► 104 countries ► 46,000 ideas ► Hundreds of clients, business partners and academic institutions worldwide ► 12,690 family members24 IM AR © 2012 IBM Corporation
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  27. 27. The IBM Institute for Business Value is global team of 50+ consultants Institute forwho conduct research and analysis across multiple industries and Businessfunctional disciplines Value (IBV) Sector / Industry Teams Business Function Teams Energy & Utility Communications Media & Entertainment Strategy & Change Telecommunications CPG Distribution Life Sciences/Pharma Customer Relationship Retail Management Travel & Transportation Defense Public Government Financial Management Healthcare Banking Human Capital Management Financial Services Financial Markets Insurance Aerospace Supply Chain Management Industrial Automotive Chemical & Petroleum Electronics Application Innovation Industrial Products27 IM AR © 2012 IBM Corporation
  28. 28. IBV’s thought leadership provides an original, research- Institute for Businessbased point of view told from a client’s business Valueperspective (IBV) Examples of Thought Leadership Studies “Future Agendas” CXO Surveys 3 to 10 year industry Example reports include and/or functional area the CEO Study, CHRO outlook with action Study, CFO Study, and oriented next steps CIO Study28 IM AR © 2012 IBM Corporation
  29. 29. The Global CEO Study 2012 is the fifth biennial CEOstudy, building on our insights and findings over the last 8years 2004 2006 2008 2010 2012 Expanding the The Enterprise Capitalizing on Leading through Your turn Innovation Horizon of the Future Complexity Connections Revenue growth is Revenue growth is Business model Business model Hungry for change Hungry for change Embody creative Embody creative Empowering Empowering the #1 priority the #1 priority innovation matters innovation matters Customers as Customers as leadership leadership employees through employees through Responsiveness is Responsiveness is External External opportunity to opportunity to Reinvent customer Reinvent customer values values key competence key competence collaboration collaboration differentiate differentiate relationships relationships Engaging customers Engaging customers Improving internal Improving internal Innovation must be Innovation must be Business model Business model Build operating Build operating as individuals as individuals capabilities as first capabilities as first orchestrated from orchestrated from innovation, global innovation, global dexterity dexterity Amplifying innovation Amplifying innovation step to growth step to growth the top the top business designs business designs with partnerships with partnerships 456 interviews 456 interviews 765 interviews 765 interviews 1130 interviews 1130 interviews 1541 interviews 1541 interviews 1709 interviews 1709 interviews29 IM AR © 2012 IBM Corporation
  30. 30. For the first time, CEOs identify technology as the most importantexternal force impacting their organizations External forces that will impact the organization 2004 2006 2008 2010 2012 71% Technology factors 69% People skills 68% Market factors Macro-economic factors Regulatory concerns Globalization Socio-economic factors Environmental issues Geopolitical factorsSource: Q1 “What are the most important external forces that will impact your organization over the next 3 to 5 years?”30 IM AR © 2012 IBM Corporation30
  31. 31. IBM Market Insight’s Strategic Perspectives Team Market Development accelerates the understanding of new or emerging markets, & Insights and act as a catalyst for future growth. (MDI) The IBM MI Strategic Perspectives Team provides the initial foresight and insight for new and emerging market opportunities and competitive Example Reports threats. •Future of Nuclear Energy ● Next •Future of Nuclear Energy ● Next This includes providing a Market Emerging Geographic Markets ● Emerging Geographic Markets ● Insights perspective Consumer Product Goods in Rural Consumer Product Goods in Rural China ● Climate Change/Energy & China ● Climate Change/Energy & ► Market Definition Environment ● Physical Infrastructure Environment ● Physical Infrastructure ► Potential Opportunity in Growth Markets ● Advanced Water in Growth Markets ● Advanced Water ► Drivers/Inhibitors Management ● Intelligent Buildings ● Management ● Intelligent Buildings ● Smarter Cities ● 2015 Growth Smarter Cities ● 2015 Growth ► Potential Segmentation Strategy Strategy ► Geographical Differences ► Competitive Intelligence31 IM AR © 2012 IBM Corporation
  32. 32. The HorizonWatch Community was formed in 2001 to bring together all IBMers interested in understanding Community: the future(s). Horizonwatch Demographics ► This is a cross-IBM community of 1900+ IBMers from all types of functions, divisions and geographies. Focus ► Emerging trends and technologies Conference calls ► Topics are presented to the community by subject matter experts Collaboration platforms ► Blog ► Discussion forums ► Bookmarks ► File sharing ► Wikis32 IM AR © 2012 IBM Corporation
  33. 33. HorizonWatch: 150 Conference Calls Since 200133 IM AR © 2012 IBM Corporation
  34. 34. Inovação é uma atividade social A invenção sózinha não é mais suficiente; A inovação reside na interseção entre a invenção e o “insight”; Inovação é multidisciplinar Inovação deve ser relevante e criar novos valores; ► Transforma conhecimento e tecnologias para impulsionar a produtividade e criar novos hábitos sociais.34 IM AR © 2012 IBM Corporation
  35. 35. Diferentes visões de uma mesma situação Diversity works!35 IM AR © 2012 IBM Corporation
  36. 36. As fontes de novas idéias e Inovação Colaboração impulsiona a inovação Funcionários Parceiros Clientes Consultores Competidores Associações Vendas e Serviços Pesquisa & Desenvolvimento Academia Think-tanks Outras instituições 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% IBM Institute for Business Value, CEO Study 200636 IM AR © 2012 IBM Corporation
  37. 37. Existem diversos tipos de Inovação Produtos Serviços Novos produtos ou Novos serviços ou melhoramentos em produtos melhoramentos em serviços existentes existentes Modelos de Negócio Processos Novos espaços de atuação em serviços adjacentes (iPod+ITunes) Melhoria de processos en uma Mudança na cadeia de valor (nova organização (ex: lean processes) entrega de servicós); Reengenharia de processos. Novos modelos financeiros (ex: Google). Gerencia e cultura Política e Sociedade Novas maneiras de gerenciar Novas leis e estrutura uma organização (ex: empresas do educacional Silicon Valley)37 IM AR © 2012 IBM Corporation
  38. 38. Inovação é um processo sistemático Competitive edge – harder and harder to sustain Systematically driving innovations – a learning process Corresponding capability – long-term growth Collaboration and ecosystems – key success factors38 IM AR © 2012 IBM Corporation
  39. 39. Do Paradigma Atual: Sistema de Inovação Fechado Science & The Technology Market Base Research Development New Products Investigations & Services39 IM AR © 2012 IBM Corporation
  40. 40. Para Open/Collaborative innovation ´ Other firm´s market Licence, spin Our new out, divest market Internal technology base Internal/external Our current venture handling market External technology insourcingExternal technology baseStolen with pride from Prof Henry Chesbrough UC Berkeley, Open Innovation. 40 IM AR © 2012 IBM Corporation
  41. 41. IBM Innovation model Business Early Ideas Collaborate Prototype Evaluation Result Synthesis Deployment • Client input (GIO) • IBM Jams • IBM Jams • Innovators • TAP hosting: • TAP Forums • Abandon • Research GTO • Innovation Hubs • Innovation • BizTech - BlueHost • TAP Ratings • Product team • Bluepedia • Blogs Hubs • Research teams - DPE • TAP Survey • Publish research • GBS White papers • Connections • Wikis • Extreme Blue - IHE • TAP ‘First • CIO Production • Exec Podcasts • BlueTwit • Blog threads • Blue Opportunity Adopters’ • Service offering • Academy Studies • IM (Sametime) • iHubs • Merge with other • Horizonwatch • Communities similar efforts • AlphaWorks Innovation Networks Communications Business Strategy Corporate Values41 IM AR © 2012 IBM Corporation
  42. 42. Marketing and internal communications Critical partners Very willing to share the good news and recognize employees42 IM AR © 2012 IBM Corporation
  43. 43. IBM Values – “Trust and Responsability…”43 IM AR © 2012 IBM Corporation
  44. 44. Innovation Hubs Idea Management at IBM continue the transformation with social networking integration T.J. Watson launched the original IDEAS ThinkPlace transformed program in the 1930s IDEAS went the IDEAS model with on-line in VM open collaboration in in the 1970s 200544 IM AR © 2012 IBM Corporation
  45. 45. The virtuous circle… Engaged business leaders share their challenges with the Hub communitySuccessful ideasget recognized inthe Hub and on w3 Innovators respond by posting ideas and collaboratingIdea catalysts andmanagers reviewideas – implementingsuccessful ones45 IM AR © 2012 IBM Corporation
  46. 46. Technology Adoption Program The Technology Adoption Program is a CIO service with free hosting for new innovations Provides both informal and survey feedback Has a graduated sequence of ‘hardening’ innovations as they progress to production deployment or get transferred as assets to product and service teams46 IM AR © 2012 IBM Corporation
  47. 47. Social Media usage history Spring 2012 Social Media User Statistics 4 LinkedIn 150M in Spring 2012; 175M users August 2012 IM AR © 2012 IBM Corporation
  48. 48. Alguns Resultados Práticos48 IM AR © 2012 IBM Corporation
  49. 49. A New Model for the Enterprise in a Flat World Globally Integrated Enterprise Globalization Internet & Globally Integrated Enterprises Economia Digital Nova geografia da economia Commoditization Em 2020 PIB do E7 maior que G7 Transformações na industria Inovação reversa x glocalização 49 IM AR © 2012 IBM Corporation
  50. 50. O ritmo das inovações está se acelerando... Televisão 100 Eletricidade Telefone Radio Automóvel VCR 50 PC % Penetração Celular 0 et ern Int 0 25 50 75 100 125 150 Anos50 IM AR © 2012 IBM Corporation
  51. 51. Commodity51 IM AR © 2012 IBM Corporation
  52. 52. Chips em todos os lugares!52 IM AR © 2012 IBM Corporation
  53. 53. Vivemos uma rápida evolução da internet53 IM AR © 2012 IBM Corporation53
  54. 54. 54 IM AR © 2012 IBM Corporation54
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  56. 56. 56 IM AR © 2012 IBM Corporation
  57. 57. Computadores em lugares antes inimagináveis…57 IM AR © 2012 IBM Corporation
  58. 58. The 3rd generation of computing platform, the 3rd phase of the Internet, and the explosion of information are colliding to form a perfect storm of disruption and transformation Phases of the Inter net Internet Web 2.0 Web Mobi 3 . 0 (C lo le, Socia ud, l) 1964 1981 1994 2003 2008 2012 2020-2 s, tphone s (Smar obile Device Generations of M , etc) Computing Tablets Platforms Ser ver /PC Client ame Mainfr Amount of Data Collected and Stored58 IM AR © 2012 IBM Corporation58
  59. 59. Quatro tendências estão mudandointeiramente muitas indústrias Mobilidade Cloud Big Data Social59 IM AR © 2012 IBM Corporation
  60. 60. IBM’s strategy and growth initiatives are expandingour opportunities IBM’s Growth Landscape Focus on open technologies and high- value solutions Markets/Buyers New Growth Smarter Markets Planet Deliver integration and Cloud innovation to clients Computing Business Become the premier Globally Industry Analytics Traditional Integrated Enterprise Frameworks & Dynamic Infrastructure Traditional New Offerings60 IM AR © 2012 IBM Corporation
  61. 61. Mobile explosion “By 2013, mobile phones will overtake PCs as the most common Web access device worldwide” Source: Gartner Highlights Key Predictions for IT Organizations and Users in 2010 and Beyond: http://www.gartner.com/it/page.jsp?id=127841361 IM AR © 2012 IBM Corporation
  62. 62. The Mobile Computing gold rush is in full swing. The “trainhas left the station”Evidence of Market Growth “Global mobile subscriptions will reach over six billion by the end of this year and the Asia-Pacific region will account for more than half of the worldwide figure in 2011” – ABI Research “In 2012, mobile workers and consumers will embrace tablets, mobile content, mobile video and personal cloud services at unprecedented levels..” – Yankee Group “By 2015, more U.S. Internet users will access the Internet through mobile devices than through PCs” – IDC “Demand for tablets in Asia-Pacific will increase by 95 percent in 2012, outstripping equivalent shipments in North America or Europe.” – Gartner “Between 2010 and 2015, the global installed base of smartphones will increase at a compound annual growth rate (CAGR) of 33 percent. The tablet market will move even faster, achieving a CAGR of 81 percent during the same period. Along with this incredible explosion of devices, network capacity, applications, video, mobile transactions and M2M deployments will grow to match global demand” – Yankee Group 62 IM AR © 2012 IBM Corporation 62
  63. 63. Consumerization of IT – New paradigm Company acquisition User acquisition63 IM AR © 2012 IBM Corporation
  64. 64. Consumerization of IT – Trend Overview “Consumerization … describes the trend for new information technology to emerge first in the consumer market and then spread into business organizations, resulting in the convergence of the IT and consumer electronics industries, and a shift in IT innovation from large businesses to the home” – Wikipedia Drivers • consumer mobile computing • consumer social media • remote and mobile workforce • rise of corporate social business Challenges • CIOs must be flexible and provide new ways for employees to access corporate applications from their own personal devices. • Have to support different devices, platforms, carriers and countries • Secure access to corporate data Implications • IT departments have to accommodate more and more demands placed upon their services while keeping corporate systems secure • The line between business and person continues to blur • Consumerization is a major, transformational trend with significant impact on business processes business and IT services market64 IM AR © 2012 IBM Corporation IM AR
  65. 65. The Consumerization trend is disruptive for IT departments, causingthem to have to respond with new strategies to meet demand Challenges “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 “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 “Security Minefield: Bring Your Own Device Will Bedevil IT Security in 2012” – CIO.com65 IM AR © 2012 IBM Corporation
  66. 66. Mobile Computing vai impactar processos de negócio, demandandonovas aplicações específicas para explorar a potencialidade dossmartphones/tabletsNew Strategies / Solutions Needed “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 “Mobile business is the number one IT issue pre-occupying the minds of IT professionals in Asia/Pacific, according to IDCs CIO Innovation Survey 2011. ” – IDC “By 2015, mobile Web technologies will have advanced sufficiently, so that half the applications that would be written as native apps in 2011 will instead be delivered as Web apps. ” – Gartner IBM 2011 Tech Trends Report 66 IM AR © 2012 IBM Corporation
  67. 67. Mobility looks to be the next competitive frontier fortechnology Mobility by Industry Percent of respondents who identify as a market leader67 IM AR © 2012 IBM Corporation
  68. 68. Firms cite increased worker productivity as a top benefit of mobility68 IM AR © 2012 IBM Corporation
  69. 69. Mobility is top priority for CIOs with budget expected to increase69 IM AR © 2012 IBM Corporation
  70. 70. Case study: IBM70 IM AR © 2012 IBM Corporation
  71. 71. Eras of computing Cognitive Systems Era Programmable Computer Intelligence Systems Era Tabulating Systems Era Time71 IM AR © 2012 IBM Corporation
  72. 72. Juntando tudo: As fronteiras da Tecnologia Computing Everywhere Natural Interfaces New Computing and in Everything and Connectivity Paradigms In Us Bio-Inspired Quantum Touching Computation Computing Us Near re Us Nature Biology tu Bio-electronic Work and Fu Devices Leisure Far From Us Sensory Computing Neuromorphic and (voice, movement, natural sensing, etc) Cognitive Computing Sensory Devices t en Computing without Programming Embedded Non Von Neumann Architectures es Touch + Pr Smarter Era Computing (The Next Frontier) Mobiles Von Neumann Architectures Fetch-> Decode -> Execute PCs/Tablets Keyboard Mobile Computing Era (Current Dominant Entry Paradigm) Servers72 IM AR © 2012 IBM Corporation 72
  73. 73. Juntando tudo: As fronteiras da Tecnologia Computing Everywhere Natural Interfaces New Computing and in Everything and Connectivity Paradigms In Us Bio-Inspired Quantum Touching Computation Computing Us Near re Us Nature Biology tu Bio-electronic Work and Fu Devices Leisure Far From Us Sensory Computing Neuromorphic and (voice, movement, natural sensing, etc) Cognitive Computing Sensory Devices t TI torna-se invisivel TI Cognitiva en Computing without a Program Embedded Non Von Neumann Architectures es Touch + Pr Smarter Era Computing (The Next Frontier) Mobiles Von Neumann Architectures Fetch-> Decode -> Execute PCs/Tablets Keyboard Mobile Computing Era (Current Dominant Entry Paradigm) Servers73 IM AR © 2012 IBM Corporation 73
  74. 74. Cezar Taurionctaurion@br.ibm.comwww.ibm.com/developerworks/blogs/page/ctaurion@ctaurionFacebook, Linkedin, BranchOut Obrigado pela Atenção IM AR © 2012 IBM Corporation

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