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Megatrends: Shaping the Future


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

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Megatrends: Shaping the Future

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