Legislation Comparison Grid TemplateUse this document to com.docx

Legislation Comparison Grid Template
Use this document to complete Part 1 of the Module 2
Assessment Legislation Comparison Grid and
Testimony/Advocacy Statement
Health-related Bill Name
Bill Number
Description
Federal or State?
Legislative Intent
Proponents/ Opponents
Proponents:
Opponents:
Target Population
Status of the bill (Is it in hearings or committees? Is it receiving
press coverage?)
General Notes/Comments
Legislation Comparison Grid Template

© 2018 Laureate Education Inc.
2
PART 1
Using the Web or other resources, find a case where an illegal
search was claimed.
Write a brief 250 words essay describing that case and how it
relates to this week's topic.
PART 2
Discuss, in your own words using 500 words or more, how
business process as a service (BPaaS) reduces risk for
commercial enterprises.
Use at least three sources. Include at least 3 quotes from your
sources enclosed in quotation marks and cited in-line by
reference to your reference list. Cite your sources. Do not copy.
Write an essay format not in bulleted, numbered or other list
format.
2 6 9
11
inTeg RaTing geneRaTion y
employees To aCCeleRaTe
Compe TiTive aDvanTag e
Introduction

This chapter focuses on Gen Y employees who are also known
as
“ digital natives” and “ millennials.” Gen Y employees possess
the
attributes to assist companies in transforming their workforce to
meet the accelerated change in the competitive landscape. Most
executives across industries recognize that digital technologies
are
the most powerful variable to maintaining and expanding
company
markets. Gen Y employees provide a natural fit for dealing with
emerging digital technologies. However, success with
integrating
Gen Y employees is contingent upon baby boomer and Gen X
man-
agement to adapt new leadership philosophies and procedures
suited
to meet the expectations and needs of these new workers.
Ignoring
the unique needs of Gen Y employees will likely result in an
incon-
gruent organization that suffers high turnover of young
employees
who will seek more entrepreneurial environments.
I established in Chapter 10 that digital transformation is at the
core of change and competitive survival in the twenty-first cen-
tury. Chapter 10 did not address the changes in personnel that
are quickly becoming major issues at today’ s global firms.
While I
offered changes to organizational structures, I did not address
the
mixture of different generations that are at the fabric of any
typical
organization. This chapter is designed to discuss how these

multiple
generations need to “ learn” how to work together to form
productive
and effective organizations that can compete in the digital
economy.
Furthermore, this chapter will address how access to human
capital
will change in the future and the different types of relationships
that individuals will have with employers. For example, the “
gig”
2 70 InForMAtIon teChnolo GY
economy will use non-traditional outside workers who will
provide
sources of talent for shorter-term employment needs. Indeed,
the
gig economy will require HR and IT leaders to form new and
intri-
cate employee relationships.
As discussed in Chapter 10, companies need to transform their
business from analogue to one that uses digital technologies.
Such
transformation requires moving from a transactional relation-
ship with customers to one that is more “ interactional” (Ernst
&
Young, 2012). Completing an analogue to digital
transformation,
while essential for a business to survive in the twenty-first
century,
is difficult to accomplish. Responsive organizational dynamism
(ROD) showed us that successful adaptation of new digital tech-
nologies requires strategic integration and cultural assimilation

of
the people that comprise the organization. As stated earlier,
these
components of ROD can be categorized as the essential roles
and
responsibilities of the organization that are necessary to utilize
new technological inventions that can strategically be integrated
within a business entity. The purpose here is to explore why
Gen
Y employees need to be integrated with baby boomers and Gen
X
staff to effectively enhance the success of digital transformation
initiatives.
The Employment Challenge in the Digital Era
Capgemini and MIT (2013) research shows that organizations
need
new operating models to meet the demands of a digital-driven
era.
Digital tools have provided leaders with ways to connect at an
unprec-
edented scale. Digital technology has allowed companies to
invade
other spaces previously protected by a business’ s “ asset
specificities”
(Tushman & Anderson, 1997), which are defined as advantages
enjoyed by companies because of their location, product access,
and
delivery capabilities. Digital technologies allow those
specificities to
be neutralized and thus, change the previous competitive
balances
among market players. Furthermore, digital technology acceler-
ates this process, meaning that changes in market share occur
very

quickly. The research offers five key indicators that support
successful
digital transformation in a firm:
2 71InteGr AtInG Gener AtIon Y
1. A company’ s strategic vision is only as effective as the
people
behind it. Thus, winning the minds of all levels of the organi-
zation is required.
2. To become digital is to be digital. Companies must have a
“ one-team culture” and raise their employees’ digital IQ.
3. A company must address the scarcity of talented resources
and look more to using Gen Y individuals because they have
a more natural adaptation to take on the challenges of digital
transformation.
4. Resistant managers are impediments to progress and can
actually stop digital transformation.
5. Digital leadership starts at the top.
As stated in Chapter 10, Eisenhardt and Bourgeouis (1988) first
defined dynamic changing markets as being “ high-velocity.”
Their
research shows that high-velocity conditions existed in the
technol-
ogy industry during the early 1980s in Silicon Valley, in the
United
States. They found that competitive advantage was highly
dependent
on the quality of people that worked at those firms.

Specifically, they
concluded that workers who were capable of dealing with
change and
less subjected to a centralized totalitarian management structure
out-
performed those that had more traditional hierarchical
organizational
structures. While “ high-velocity” during the 1980s was
unusual, dig-
ital disruption in the twenty-first century has made it a market
norm.
The combination of evolving digital business drivers with
acceler-
ated and changing customer demands has created a business
revolution
that best defines the imperative of the strategic integration
component
of ROD. The changing and accelerated way businesses deal with
their
customers and vendors requires a new strategic integration to
become
a reality, rather than remain a concept without action. Most
experts
see digital technology as the mechanism that will require
business
realignment to create new customer experiences. The driving
force
behind this realignment emanates from digital technologies,
which
serve as the principle accelerator of the change in transactions
across
all business units. The general need to optimize human
resources
forces organizations to rethink and to realign business
processes, in

order to gain access to new business markets, which are
weakening
the existing “ asset specificities” of the once dominant market
leaders.
Gen Y Population Attributes
Gen Y or digital natives are those people who are accustomed to
the
attributes of living in a digital world and are 18– 35 years old.
Gen Y
employees are more comfortable with accelerated life changes,
par-
ticularly change brought on by new technologies. Such
individuals,
according to a number of commercial and academic research
studies
(Johnson Controls, 2010; Capgemini, 2013; Cisco, 2012; Saxena
&
Jain, 2012), have attributes and expectations in the workplace
that
support environments that are flexible, offer mobility, and
provide
collaborative and unconventional relationships. Specifically,
millen-
nial workers
• want access to dedicated team spaces where they can have
emotional engagements in a socialized atmosphere;
• require their own space; that is, are not supportive of a “
hotel-

ing” existence where they do not have a permanent office or
workspace;
• need a flexible life/work balance;
• prefer a workplace that supports formal and informal collab-
orative engagement.
Research has further confirmed that 79% of Gen Y workers pre-
fer mobile jobs, 40% want to drive to work, and female
millennials
need more flexibility at work than their male counterparts. As a
result
of this data, businesses will need to compete to recruit and
develop
skilled Gen Y workers who now represent 25% of the
workforce. In
India, while Gen Y represents more than 50% of the working
popula-
tion, the required talent needed by businesses is extremely
scarce.
Advantages of Employing Millennials to Support Digital
Transformation
As stated, Gen Y adults appear to have many identities and
capabilities
that fit well in a digital-driven business world. Indeed, Gen Y
peo-
ple are consumers, colleagues, employees, managers, and
innovators
(Johnson Controls, 2010). They possess attributes that align
with the
requirements to be an entrepreneur, a person with technology
savvy
and creativity, someone who works well in a mobile

environment, and
is non-conformant enough to drive change in an organization.
Thus,
the presence of Gen Y personnel can help organizations to
restrat-
egize their competitive position and to retain key talent (Saxena
&
Jain, 2012). Furthermore, Gen Y brings a more impressive array
of
academic credentials than their predecessors.
Most important is Gen Y’ s ability to deal better with market
change— which inevitably affects organizational change. That
is, the
digital world market will constantly require changes in
organizational
structure to accommodate its consumer needs. A major reason
for Gen
Y’ s willingness to change is its natural alignment with a
company’ s
customers. Swadzba (2010) posits that we are approaching the
end of
what he called the “ work era” and moving into a new age
based on
consumption. Millennials are more apt to see the value of their
jobs
from their own consumption needs. Thus, they see employment
as
an act of consumption (Jonas & Kortenius, 2014). Gen Y
employees
therefore allow employers to acquire the necessary talent that

can lead
to better consumer reputation, reduced turnover of resources
and, ulti-
mately, increased customer satisfaction (Bakanauskiené et al.,
2011).
Yet another advantage of Gen Y employees is their ability to
transform
organizations that operate on a departmental basis into one that
is
based more on function; an essential requirement in a digital
economy.
Integration of Gen Y with Baby Boomers and Gen X
The prediction is that 76 million baby boomers (born 1946–
1964)
and Gen X workers (born 1965– 1984) will be retiring over the
next
15 years. The question for many corporate talent executives is
how to
manage the transition in a major multigenerational workforce.
Baby
boomers alone still inhabit the most powerful leadership
positions in
the world. Currently, the average age of CEOs is 56, and 65% of
all
corporate leaders are baby boomers. Essentially, corporations
need to
produce career paths that will be attractive to millennials. Thus,
the
older generation needs to
• Acknowledge some of their preconceived perceptions of cur-
rent work ethics that are simply not relevant in today’ s com-
plex environments.

• Allow Gen Y to escalate in ranks to satisfy their ambitions
and sense of entitlement.
• Implement more flexible work schedules, offer telecommut-
ing, and develop a stronger focus on social responsibility.
• Support more advanced uses of technology, especially those
used by Gen Yers in their personal lives.
• Employ more mentors to help Gen Y employees to better
understand the reasons for existing constraints in the organi-
zations where they work.
• Provide more complex employee orientations, more timely
personnel reviews, and in general more frequent feedback
needed by Gen Y individuals.
• Establish programs that improve the verbal communications
skills of Gen Y workers that are typically more comfortable
with nonverbal text-based methods of communication.
• Implement more continual learning and rotational programs
that support a vertical growth path for younger employees.
In summary, it is up to the baby boomer and Gen X leaders to
modify their styles of management to fit the needs of their
younger
Gen Y employees. The challenge to accomplish this objective is
com-
plicated, given the wide variances on how these three
generations
think, plan, take risks, and most important, learn.

Designing the Digital Enterprise
Zogby completed an interactive poll of 4,811 people on
perceptions
of different generations. 42% of the respondents stated that
baby
boomers would be remembered for their focus on consumerism
and
self-indulgence. Gen Y, on the other hand, are considered more
self-
interested, entitled narcissists who want to spend all their time
post-
ing “ selfies” to Facebook. However, other facts offer an
expanded
perception of these two generations, as shown in Table 11.1
Research completed by Ernst and Young (2013) offers
additional
comparisons among the three generations as follows:
1. Gen Y individuals are moving into management positions
faster due to retirements, lack of corporate succession plan-
ning, and their natural ability to use technology at work.
Table 11.2 shows percentage comparisons between 2008
and 2013.
The acceleration of growth to management positions among
Gen Y individuals can be further illuminated in Table 11.3 by
comparing the prior five-year period from 2003 to 2007.
2. While responders of the survey felt Gen X were better

equipped to manage than Gen Y, the number of Gen Y man-
agers is expected to double by 2020 due to continued retire-
ments. Another interesting result of the research relates to
Gen Y expectations from their employers when they become
managers. Specifically Gen Y managers expect (1) an oppor-
tunity to have a mentor, (2) to receive sponsorship, (3) to have
more career-related experiences, and (4) to receive training to
build their professional skills.
3. Seventy-five percent of respondents that identified
themselves
as managers agree that managing the multiple generations is
a significant challenge. This was attributed to different work
expectations and the lack of comfort with younger employees
managing older employees.
Table 11.4 provides additional differences among the three
generations:
Table 11.1 Baby Boomers versus Gen Y
BABY BOOMERS GEN Y
Married later and less children Not as aligned to political
parties
Spend lavishly More civically engaged
More active and selfless Socially active
Fought against social injustice, supported civil
rights, and defied the Vietnam War
Cheerfully optimistic
Had more higher education access More concerned with quality
of life than
material gain

Table 11.2 Management Roles 2008– 2013
Baby boomer (ages 49– 67) 19%
Gen X (ages 33– 48) 38%
Gen Y (18– 32) 87%
Table 11.3 Management Roles 2003– 2007
Baby boomer (ages 49– 67) 23%
Gen X (ages 33– 48) 30%
Gen Y (18– 32) 12%
Assimilating Gen Y Talent from Underserved
and Socially Excluded Populations
The outsourcing of jobs outside of local communities to
countries with
lower employment costs has continued to grow during the early
part
of the twenty-first century. This phenomenon has led to
significant
social and economic problems, especially in the United States
and
in Western Europe as jobs continue to migrate to foreign
countries
where there are lower labor costs and education systems that
provide
Table 11.4 Baby Boomer, Gen X and Gen Y Compared
BABY BOOMERS GEN X GEN Y

Seek employment in large
established companies that
provide dependable
employment.
Established companies no
longer a guarantee for
lifetime employment. Many
jobs begin to go offshore.
Seek multiple experiences with
heavy emphasis on social
good and global experiences.
Re-evaluation of offshoring
strategies.
Process of promotion is well
defined, hierarchical and
structured, eventually leading
to promotion and higher
earnings—concept of
waiting your turn.
Process of promotion still
hierarchical, but based more
on skills and individual
accomplishments. Master’s
degree now preferred for
many promotions.
Less patience with hierarchical
promotion policies. More
reliance on predictive
analytics as the basis for
decision making.

Undergraduate degree
preferred but not mandatory.
Undergraduate degree required
for most professional job
opportunities.
More focus on specific skills.
Multiple strategies developed
on how to meet shortages of
talent. Higher education is
expensive and concerns
increase about the value of
graduate knowledge and
abilities.
Plan career preferably with one
company and retire.
Acceptance of a gradual
process of growth that was
slow to change. Successful
employees assimilated into
existing organizational
structures by following the
rules.
Employees begin to change
jobs more often, given growth
in the technology industry,
and opportunities to increase
compensation and accelerate
promotion by switching jobs.
Emergence of a “gig” economy,
and the rise of multiple
employment relationships

Entrepreneurism was seen as
an external option for those
individuals desiring wealth
and independence and
willing to take risks.
Corporate executives’
compensation dramatically
increases, no longer requiring
starting businesses as the
basis for wealth.
Entrepreneurism promoted
in Higher Education as the
basis for economic growth,
given the loss of jobs in
the U.S.
2 7 7InteGr AtInG Gener AtIon Y
more of the skills needed by corporations. Most impacted by the
loss
of jobs have been the underserved or socially excluded Gen Y
youth
populations. Indeed, the European average for young adult
unem-
ployment (aged 15– 25) in 2013 was nearly 25%, almost twice
the
rate for their adult counterparts (Dolado, 2015). Much of the
loss of
local jobs can be attributed to expansion of the globalized
economy,
which has been accelerated by continued technological

advancements
(Wabike, 2014). Thus, the effects of technology gains have
negatively
impacted efforts toward social inclusion and social equality.
Langer, in 2003, established an organization called Workforce
Opportunity Services (WOS), as a means of utilizing a form of
action
research using adult development theory to solve employment
problems
caused by outsourcing. Langer’ s approach is based on the
belief that
socially excluded youth can be trained and prepared for jobs in
areas such
as information technology that would typically be outsourced to
lower
labor markets. WOS has developed a talent-finding model that
has suc-
cessfully placed over 1400 young individuals in such jobs.
Results of over
12 years of operation and research have shown that talented
youth in
disadvantaged communities do exist and that such talent can
economi-
cally and socially contribute to companies (Langer, 2013). The
following
section describes the Langer Workforce Maturity Arc (LWMA),
pres-
ents data on its effectiveness as a transformative learning
instrument,
and discusses how the model can be used as an effective way of
recruit-
ing Gen Y talent from underserved and socially excluded
populations.
Langer Workforce Maturity Arc

The Langer Workforce Maturity Arc (LWMA) was developed to
help
evaluate socially excluded youth preparation to succeed in the
workplace.
The LWMA, initially known as the Inner-City Workplace
Literacy Arc:
charts the progression of underserved or ‘ excluded’
individuals along
defined stages of development in workplace culture and skills in
relation
to multiple dimensions of workplace literacy such as cognitive
growth
and self-reflection. When one is mapped in relation to the other
(work-
place culture in relation to stages of literacy assimilation), an
Arc is
created. LWMA traces the assimilation of workplace norms, a
form of
individual development. (Langer, 2003: 18)
The LWMA addresses one of the major challenges confronting
an
organization’ s HR group: to find talent from diverse local
populations
that can successfully respond to evolving business norms,
especially those
related to electronic and digital technologies. The LWMA
provides a
method for measuring the assimilation of workplace cultural
norms and

thus, can be used to meet the mounting demands of an
increasingly
global, dynamic, and multicultural workplace. Furthermore, if
organi-
zations are to attain acceptable quality of work from diverse
employees,
assimilation of socially or economically excluded populations
must be
evaluated based on (1) if and how individuals adopt workplace
cultural
norms, and (2) how they become integrated into the business
(Langer,
2003). Understanding the relationship between workplace
assimila-
tion and its development can provide important information on
how
to secure the work ethic, dignity, solidarity, culture, cognition,
and
self-esteem of individuals from disadvantaged communities, and
their
salient contributions to the digital age.
Theoretical Constructs of the LWMA
The LWMA encompasses sectors of workplace literacy and
stages of lit-
eracy development , and the arc charts business acculturation
require-
ments as they pertain to disadvantaged young adult learners.
The
relationship between workplace assimilation and literacy is a
chal-
lenging subject. A specific form of literacy can be defined as a
social
practice that requires specific skills and knowledge (Rassool,
1999).

In this instance, workplace literacy addresses the effects of
workplace
practices and culture on the social experiences of people in their
work-
day, as well as their everyday lives. We need to better
understand how
individual literacy in the workplace, which subordinates
individuality
to the demands of an organization, is formulated for diverse
groups
(Newman, 1999). Most important, are the ways in which one
learns
how to behave effectively in the workplace— the knowledge,
skill, and
attitude sets required by business generally, as well as by a
specific
organization. This is particularly important in disadvantaged
commu-
nities, which are marginalized from the experiences of more
affluent
communities in terms of access to high-quality education,
informa-
tion technologies, job opportunities, and workplace
socialization. For
example, Friedman et al. (2014) postulate that the active
involvement
of parents in the lives of their children greatly impacts a
student’ s
chances of success. It is the absence of this activism that
contributes
to a system of social exclusion of youth. Prior to determining

what
directions to pursue in educational pedagogies and
infrastructures, it
is necessary to understand what workplace literacy requirements
are
present and how they can be developed for disadvantaged youth
in the
absence of the active support from families and friends.
The LWMA assesses individual development in six distinct
sectors
of workplace literacy:
1. Cognition : Knowledge and skills required to learn and com-
plete job duties in the business world, including computational
skills; ability to read, comprehend, and retain written infor-
mation quickly; remembering and executing oral instructions;
and critically examining data.
2. Technology : An aptitude for operating various electronic
and
digital technologies.
3. Business culture : Knowledge and practice of proper
etiquette
in the workplace including dress codes, telephone and in-per-
son interactions, punctuality, completing work and meeting
deadlines, conflict resolution, deference and other protocols
associated with supervisors and hierarchies.
4. Socio-economic values : Ability to articulate and act upon
main-
stream business values, which shape the work ethic. Such val-
ues include independent initiative, dedication, integrity, and
personal identification with career goals. Values are associated
with a person’ s appreciation for intellectual life, cultural sen-

sitivity to others, and sensitivity for how others view their role
in the workplace. Individuals understand that they should
make decisions based on principles and evidence rather than
personal interests.
5. Community and ethnic solidarity : Commitment to the educa-
tion and professional advancement of persons in ethnic minor-
ity groups and underserved communities. Individuals can use
their ethnicity to explore the liberating capacities offered in
the workplace without sacrificing their identity (i.e., they can
assimilate workplace norms without abandoning cultural,
ethnic, or self-defining principles and beliefs).
2 8 0 InForMAtIon teChnolo GY
6. Self-esteem : The view that personal and professional
success
work in tandem, and the belief in one’ s capacity to succeed
in both arenas. This includes a devotion to learning and self-
improvement. Individuals with high self-esteem are reflective
about themselves and their potential in business. They accept
the realities of the business world in which they work and
can comfortably confirm their business disposition, indepen-
dently of others’ valuations.
Each stage in the course of an individual’ s workplace
development
reflects an underlying principle that guides the process of
adopting
workplace norms and behavior. The LWMA is a classificatory
scheme
that identifies progressive stages in the assimilated uses of
workplace
literacy. It reflects the perspective that an effective workplace

partici-
pant is able to move through increasingly complex levels of
thinking
and to develop independence of thought and judgment
(Knefelkamp,
1999). The profile of an individual who assimilates workplace
norms
can be characterized in five developmental stages:
1. Concept recognition : The first stage represents the capacity
to
learn, conceptualize, and articulate key issues related to the
six sectors of workplace literacy. Concept recognition provides
the basis for becoming adaptive to all workplace requirements.
2. Multiple workplace perspectives : This refers to the ability
to
integrate points of view from different colleagues at various
levels of the workplace hierarchy. By using multiple perspec-
tives, the individual is in a position to augment his or her
workplace literacy.
3. Comprehension of business processes : Individuals increase
their
understanding of workplace cooperation, competition, and
advancement as they build on their recognition of busi-
ness concepts and workplace perspectives. They increasingly
understand the organization as a system of interconnected
parts.
4. Workplace competence : As assimilation and competence
increase,
the individual learns not only on how to perform a particu-
lar job adequately but how to conduct oneself professionally
within the workplace and larger business environment.

5. Professional independence : Individuals demonstrate the
ability
to employ all sectors of workplace literacy to compete effec-
tively in corporate labor markets. They obtain more respon-
sible jobs through successful interviewing and workplace
performance and demonstrate leadership abilities, leading to
greater independence in career pursuits. Professionally inde-
pendent individuals are motivated and can use their skills for
creative purposes (Langer, 2009).
The LWMA is a rubric that charts an individual’ s development
across the six sectors of workplace literacy. Each cell within the
matrix
represents a particular stage of development relative to that
sector of
workplace literacy, and each cell contains definitions that can
be used
to identify where a particular individual stands in his or her
develop-
ment of workplace literacy.
The LWMA and Action Research
While the LWMA serves as a framework for measuring growth,
the model also uses reflection-with-action methods, a
component
of action research theory, as the primary vehicle for assisting
young
adults to develop the necessary labor market skills to compete
for a
job and inevitably achieve some level of professional
independence

(that is, the ability to work for many employers because of
achiev-
ing required market skills). Reflection-with-action is used as a
rubric
STAGES OF WORKPLACE LITERACY
SECTORS OF
WORKPLACE
LITERACY
CONCEPT
RECOGNITION
MULTIPLE
WORKPLACE
PERSPECTIVES
COMPREHENSION
OF BUSINESS
PROCESSES
WORKPLACE
COMPETENCE
PROFESSIONAL
INDEPENDENCE
Cognition
Technology
Business
Culture

Socio-
Economic
Values
Community
and Ethnic
Solidarity
Self-Esteem
2 8 2 InForMAtIon teChnolo GY
for a variety of methods, involving reflection in relation to
learning
activities. Reflection has received a number of definitions from
differ-
ent sources in the literature. Here, “ reflection-with-action”
carries the
resonance of Schö n’ s (1983) twin constructs: “ reflection-on-
action”
and “ reflection-in-action,” which emphasize (respectively)
reflec-
tion in retrospect and reflection to determine what actions to
take in
the present or immediate future (Langer, 2003). Dewey (1933)
and
Hullfish and Smith (1978) also suggest that the use of reflection
sup-
ports an implied purpose. Their formulation suggests the
possibility
of reflection that is future oriented; what we might call “
reflection-to-
action.” These are methodological orientations covered by the
rubric.

Reflection-with-action is critical to the educational and
workplace
assimilation process of Gen Y. While many people reflect, it is
in
being reflective that people bring about “ an orientation to their
every-
day …
Chapter 13: Trends in
Information Systems
Learning Objectives
Upon successful completion of this chapter, you will be
able to:
• describe current trends in information systems.
• know how to think about the impacts of changes in
technology on society and culture.
Introduction
Information systems have evolved at a rapid pace ever since
their
introduction in the 1950s. Today devices you can hold in one
hand
are more powerful than the computers used to land a man on the

moon in 1969. The Internet has made the entire world accessible
to
you, allowing you to communicate and collaborate like never
before.
This chapter examines current trends and looks ahead to what is
coming next. As you read about technology trends in this
chapter,
think how you might gain competitive advantage in a future
career
through implementation of some of these devices.
Chapter 13: Trends in Information
Systems | 291
Global
The first trend to note is the continuing expansion of
globalization.
The use of the Internet is growing all over the world, and with
it the use of digital devices. Penetration rates, the percent of the
population using the Internet, remains high in the developed
world,
but other continents are gaining.1

Internet Users by Continent (Source: Internet World Stats)
In addition to worldwide growth in Internet penetration, the
number of mobile phones in use continues to increase. At the
end
of 2017 the world population of people over the age 10 years
(those
old enough to possibly have their own mobile phone) was about
5.7 billion with an estimated 4.77 billion mobile phone users.
This
1. Internet World Stats
292 | Information Systems for Business and Beyond (2019)
https://www.internetworldstats.com/stats.htm
equates to over 80% of people in the world having a mobile
phone.
2
World wide mobile phone users (Source: Statista)
Social
Social media growth is another trend that continues at a firm
growth rate. As of April 2018 there were about 2.18 billion
Facebook

users, a 14% increase from April 2017.3
2. Statistica Forecast of Mobile Phone Users Worldwide
3. Zephoria Top 15 Valuable Facebook Statistics
Chapter 13: Trends in Information Systems | 293
https://www.statista.com/statistics/274774/forecast-of-mobile-
phone-users-worldwide/
https://zephoria.com/top-15-valuable-facebook-statistics/
Facebook users world wide in June 2017 (Source: Internet
World
Stats)
In 2018, of the 2.2 billion users who regularly use Facebook,
only half
them spoke English and only 10% were from the US.4
Besides Facebook, other social media sites are also seeing
tremendous growth. Over 83% of YouTube’s users are outside
the
US, with the UK, India, Germany, Canada, France, South Korea,
and
Russia leading the way.5 Pinterest gets over 57% of its users
from
outside the US, with over 9% residing in India. 6 Twitter now

has
over 330 million active users. 7 Social media sites not based in
the
US are also growing. China’s WeChat multipurpose messaging
and
social media app is the fifth most-visited site in the world.8
4. https://blog.hootsuite.com/facebook-statistics
5. Omnicore Agency Facebook Statistics
6. Omnicore Agency Pinterest Statistics
7. Omnicore Agency Twitter Statistics
8. Statista
https://www.omnicoreagency.com/facebook-statistics/
https://www.omnicoreagency.com/pinterest-statistics/
https://www.omnicoreagency.com/twitter-statistics/
https://www.statista.com/statistics/272014/global-social-
networks-ranked-by-number-of-users/
Mary Meeker making her Internet
Trends presentation
Personal
Ever since the advent of Web 2.0 and e-commerce, users of

information systems have expected to be able to modify their
experiences to meet their personal tastes. From custom
backgrounds on computer desktops to unique ringtones on
mobile
phones, makers of digital devices provide the ability to
personalize
how we use them. More recently, companies such as Netflix
have
begun assisting their users with personalizations by viewing
suggestions. In the future, we will begin seeing devices
perfectly
matched to our personal preferences, based upon information
collected about us.
Sidebar: Mary Meeker and Internet Trends
Chapters such as this are
difficult to maintain because
the future is a moving target.
The same goes for businesses
looking to figure out where to
develop new products and

make investments. Enter Mary
Meeker, up until 2018 a partner
at the notable venture capital
firm Kleiner Perkins Caufield &
Byers and now forming her own investment group, Bond
Capital. For
the past several years, Ms. Meeker has presented the “Internet
Trends” report at the Code Conference every May. The
presentation consists of rapid-fire summaries of data that
provides
insights into all of the latest trends in digital technologies and
their
https://www.linkedin.com/in/mary-meeker-5823ba48/
https://www.linkedin.com/in/mary-meeker-5823ba48/
impact on economies, culture, and investing. For those wanting
to
keep up with technology, there is no better way than to unpack
her
annual presentation by watching a video of the presentation and
reviewing the associated slide deck.

Here are the last few years of videos of her presentation: 2019
2018 2017
You can view her slide decks from previous years by going to
the
Bond Capital archive.
Mobile
Perhaps the most impactful trend in digital technologies in the
last
decade has been the advent of mobile technologies. Beginning
with
the simple cellphone in the 1990s and evolving into the
smartphones
of today, the growth of mobile has been overwhelming. Here are
some key indicators of this trend:
• Mobile vs. Desktop. Minutes spent each day on a mobile
device are 2.5 times the number of minutes spent on a desktop
computer.
• Daytime vs. Evening. Desktop use dominates in the daytime
hours, but mobile devices are dominant in the evening, with
peak usage around 8:00 pm.

• Device usage. Smartphones are used more than any other
technology. Laptops are in second place, followed by tablets
holding a slight edge over desktops. 9
• Smartphone sales decline. According to Gartner Group, world
9. Smart Insights
https://www.youtube.com/watch?v=G_dwZB5h56E
https://www.youtube.com/watch?v=HdjcdZqODoE
https://www.youtube.com/watch?v=UC8GwG6srqs
https://www.bondcap.com/#archive
https://www.smartinsights.com/mobile-marketing/mobile-
marketing-analytics/mobile-marketing-statistics/
wide smartphone sales declined in the fourth quarter of 2017
by 4.7% compared with the fourth quarter of 2016. This is the
first decline in global smartphone sales since Gartner began
tracking mobile phone sales in 2004. 10
• The rise and fall of tablets. In 2012 the iPad sold more than
three times as many units in its first twelve months as the
iPhone did in its first twelve months. However, tablet sales
dropped 20% from the fourth quarter 2015 to fourth quarter
2016. 11

The decline in tablet sales continued into 2017 when first
quarter sales dropped 8.5% to their lowest total since the third
quarter of 2012, the year they were introduced. 12 In
comparison, PC sales dropped only 1.7% in 2017 compared with
tablet sales being down 10%. 13
As discussed in chapter 5, the advent of 5G connection
technologies
will accelerate an “always-connected” state for a majority of
people
around the world.
Wearable
The average smartphone user looks at his or her smartphone 150
times a day for functions such as messaging (23 times), phone
calls
(22), listening to music (13), and social media (9).Many of
these
functions would be much better served if the technology was
worn
10. Gartner.com
11. Techcrunch
12. Business Insider

13. Telegraph
https://www.gartner.com/newsroom/id/3859963
https://techcrunch.com/2017/03/21/what-happened-to-tablet-
sales/
http://www.businessinsider.com/tablet-sales-decline-ipad-chart-
2017-5
https://www.telegraph.co.uk/technology/2017/01/11/tablet-
sales-fall-third-successive-year-pc-market-stabilises/
Wearable
Devices
Actual and
Forecast
(Source:
Gartner
Group,
August 2017)
on, or even physically integrated into, our bodies. This
technology is
known as a “wearable.”
Wearables have been around for a long time, with technologies
such as hearing aids and, later, bluetooth earpieces. Now the
product lines have expanded to include the Smartwatch, body
cameras, sports watch, and various fitness monitors. The
following

table from the Gartner Group reports both historical and
predicted
sales.
Wearable Devices Worldwide (millions of units)
Notice the strong growth predicted by 2021. Total wearable
devices are projected to increase by about 45% from 2018 to
2021.
https://opentextbook.site/informationsystems2019/wp-
content/uploads/sites/3/2018/07/170824_gartner_wearables.png
https://opentextbook.site/informationsystems2019/wp-
content/uploads/sites/3/2018/07/170824_gartner_wearables.png
Waze Screen Shot (Click to enlarge)
Collaborative
As more people use
smartphones and wearables, it
will be simpler than ever to
share data with each other for
mutual benefit. Some of this
sharing can be done passively,

such as reporting your location
in order to update traffic
statistics. Other data can be
reported actively, such as
adding your rating of a
restaurant to a review site.
The smartphone app Waze is
a community-based tool that
keeps track of the route you are
traveling and how fast you are
making your way to your
destination. In return for
providing your data, you can benefit from the data being sent
from
all of the other users of the app. Waze directs you around traffic
and
accidents based upon real-time reports from other users.
Yelp! allows consumers to post ratings and reviews of local
businesses into a database, and then it provides that data back to

consumers via its website or mobile phone app. By compiling
ratings
of restaurants, shopping centers, and services, and then allowing
consumers to search through its directory, Yelp! has become a
huge
source of business for many companies. Unlike data collected
passively however, Yelp! relies on its users to take the time to
provide honest ratings and reviews.
http://www.waze.com/
http://www.yelp.com/
Printable
One of the most amazing innovations to be developed recently
is
the 3-D printer. A 3-D printer allows you to print virtually any
3-D
object based on a model of that object designed on a computer.
3-D printers work by creating layer upon layer of the model
using
malleable materials, such as different types of glass, metals, or
even

wax.
3-D printing is quite useful for prototyping the designs of
products to determine their feasibility and marketability. 3-D
printing has also been used to create working prosthetic legs
and
an ear that can hear beyond the range of normal hearing. The
US
military now uses 3-D printed parts on aircraft such as the F-
18.14
Here are more amazing productions from 3D printers.
• Buildings. Researchers at MIT in 2017 unveiled a 3D printing
robot that can construct a building. It has a large arm and small
arm. The large arm moves around the perimeter of the building
while the small arm sprays a variety of materials including
concrete and insulation. Total time to construct a dome-
shaped building is just 14 hours.
• Musical Instruments. Flutes, fiddles, and acoustic guitars are
being produced with 3D printing using both metal and plastic.
You can click here for an example of making a violin.
• Medical Models. Medical models are being used to help
doctors train in the areas of orthopedics, transplant surgery,

and oncology. Using a 3D printed brain model similar to the
one shown here, surgeons were able to save a patient from a
cerebral aneurysm.
• Clothing. How would you like clothes that fit perfectly?
Special
14. The Economist. (2013, September 13). 3-D Printing Scales
Up.
http://inhabitat.com/these-beautiful-customized-3d-printed-
prosthetic-legs-are-made-to-be-seen
http://news.yahoo.com/7-weirdest-things-made-3d-printing-
122023635.html
https://violinodigitale.com/
http://www.3ders.org/articles/20170713-3d-printed-brain-
model-helps-surgeons-save-60-year-old-woman-with-cerebral-
aneurysm.html
http://www.economist.com/news/technology-
quarterly/21584447-digital-manufacturing-there-lot-hype-
around-3d-printing-it-fast
http://www.economist.com/news/technology-
quarterly/21584447-digital-manufacturing-there-lot-hype-
around-3d-printing-it-fast
software is used to measure a person, then 3D printing
produces the clothing to the exact measurements. The result is

well-fitting clothes that consume less raw materials. Initially
the challenge was to find materials that would not break. You
can read more about 3D printing of clothes and shoes.
15
3-D printing is one of many technologies embraced by the
“maker” movement. Chris Anderson, editor of Wired magazine,
puts
it this way16:
In a nutshell, the term “Maker” refers to a new category of
builders who are using open-source methods and the latest
technology to bring manufacturing out of its traditional
factory context, and into the realm of the personal desktop
computer. Until recently, the ability to manufacture was
reserved for those who owned factories. What’s happened
over the last five years is that we’ve brought the Web’s
democratizing power to manufacturing. Today, you can
manufacture with the push of a button.
15. Bosavage, J. (2017, September 5). Unbelievable Creations
from 3-D Printers.
16. Anderson, C. (2012). Makers: The New Industrial

Revolution.. Crown Business.
https://www.wired.com/2017/05/the-shattering-truth-of-3d-
printed-clothing/
http://theinstitute.ieee.org/technology-topics/consumer-
electronics/unbelievable-creations-from-3d-printers
http://theinstitute.ieee.org/technology-topics/consumer-
electronics/unbelievable-creations-from-3d-printers
Findable
The “Internet of Things” (IoT) refers to devices that have been
embedded into a variety of objects including appliances, lamps,
vehicles, lightbulbs, toys, thermostats, jet engines, etc. and then
connecting them via Wi-Fi, BlueTooth, or LTE to the Internet.
Principally three factors have come together to give us IoT:
inexpensive processors, wireless connectivity, and a new
standard
for addresses on the Internet known as IPv6. The result is these
small, embedded objects (things) are capable of sending and
receiving data. Lights can be turned on or off remotely.
Thermostats
can be reset with anyone being present. And, perhaps on the

downside, how you drive your car can be monitored and
evaluated
by your insurance company.
Processors have become both smaller and cheaper in recent
years, leading to their being embedded in more devices.
Consider
technological advancements in your vehicles. Your car can now
collect data about how fast you drive, where you go, radio
stations
you listen to, and your driving performance such as acceleration
and braking. Insurance companies are offering discounts for the
right to monitor your driving behavior. On the positive side,
imagine
the benefit of being informed instantly of anticipated traffic
delays
each time you adjust your route to work in the morning.
Think of IoT as devices that you wouldn’t normally consider
being
connected to the Internet. And, the connection is independent of

human intervention. So a PC is not an IoT, but a fitness band
could
be. One keyword for IoT would be “independent”, not relying
directly or constantly on human action.
Another keyword would be “interconnected”, in the sense that
IoTs are connected to other IoTs and data collection points or
data
servers. This interconnectedness or uploading of data is
virtually
automatic.
“Ubiqutous” is also a good descriptor of IoTs. And so is
“embeddedness.” It is reasonable to expect that devices through
IoTs are reporting data about conditions and events that are not
foremost in our thinking, at least not on a continuous basis.
Today
there are IoTs for monitoring traffic, air quality, soil moisture,
bridge
conditions, consumer electronics, autonomous vehicles, and the
list
seemingly never stops. The question that might come to mind is
“How many IoTs are there today?”

The Gartner Group released a study in January 2017 which
attempted to identify where IoTs exist. They reported that over
half
of all IoTs are installed in devices used by consumers. They
also
noted that growth in IoTs increased by over 30% from 2016 to
the
projected levels for 2017.17
Benefits from IoTs are virtually everywhere. Here is a quick
list.
• Optimization of Processes. IoTs in manufacturing monitor a
variety of conditions that impact production including
temperature, humidity, barometric pressure – all factors which
17. Ranger, S. (2018, January 19). What is the IoT? Everything
You Wanted to Know about The Internet of Things Right
Now. ZDNet.
https://www.zdnet.com/article/what-is-the-internet-of-things-
everything-you-need-to-know-about-the-iot-right-now/

require adjustment in application of manufacturing formulas.
• Component Monitoring. IoTs are added to components in the
manufacturing process, then monitored to see how each
component is performing.
• Home Security Systems. IoTs make the challenge of
monitoring activity inside and outside your home are now
easier.
• Smart Thermostats. Remote control of home thermostats
through the use of IoTs allows the homeowner to be more
efficient in consumption of utilities.
• Residential Lighting. IoTs provide remote control of lighting,
both interior and exterior, and at any time of day.18
Security issues need to be acknowledged and resolved,
preferably
before IoTs in the form of remote lighting, thermostats, and
security
systems are installed in a residence. Here are some security
concerns that need monitoring.
• Eavesdropping. Smart speaker systems in residences have
been hacked, allowing others to eavesdrop on conversations
within the home.

• Internet-connected Smart Watches. These devices are
sometimes used to monitor the location of children in the
family. Unfortunately, hackers have been able to breakin and
again, eavesdrop as well as learn where children are located.
• Lax Use by Owners. Devices such as smart thermometers,
security systems, etc. come with a default password. Many
owners fail to change the password, thereby allowing easy
access by a hacker.
18. Ranger, S. (2018, January 19). What is the IoT? Everything
You Wanted to Know about The Internet of Things Right
Now. ZDNet.
Autonomous
Another trend that is emerging is an extension of the Internet of
Things: autonomous robots and vehicles. By combining

software,
sensors, and location technologies, devices that can operate
themselves to perform specific functions are being developed.
These take the form of creations such as medical
nanotechnology
robots (nanobots), self-driving cars, or unmanned aerial
vehicles
(UAVs).
A nanobot is a robot whose components are on the scale of
about
a nanometer, which is one-billionth of a meter. While still an
emerging field, it is showing promise for applications in the
medical
field. For example, a set of nanobots could be introduced into
the
human body to combat cancer or a specific disease.
In March of 2012, Google introduced the world to their
driverless
car by releasing a video on YouTube showing a blind man
driving
the car around the San Francisco area. The car combines several
technologies, including a laser radar system, worth about

$150,000.
While the car is not available commercially yet, three US states
(Nevada, Florida, and California) have already passed
legislation
making driverless cars legal.
A UAV, often referred to as a “drone,” is a small airplane or
helicopter that can fly without a pilot. Instead of a pilot, they
are
either run autonomously by computers in the vehicle or operated
by a person using a remote control. While most drones today are
used for military or civil applications, there is a growing market
for personal drones. For around $300, a consumer can purchase
a
drone for personal use.
Secure
As digital technologies drive relentlessly forward, so does the
http://www.youtube.com/watch?v=cdgQpa1pUUE
http://www.amazon.com/Parrot-AR-Drone-Quadricopter-
Controlled-Android/dp/B007HZLLOK
http://www.amazon.com/Parrot-AR-Drone-Quadricopter-
Controlled-Android/dp/B007HZLLOK

demand for increased security. One of the most important
innovations in security is the use of encryption, which we
covered
in chapter 6.
Summary
As the world of information technology moves forward, we will
be constantly challenged by new capabilities and innovations
that
will both amaze and disgust us. As we learned in chapter 12,
many
times the new capabilities and powers that come with these new
technologies will test us and require a new way of thinking
about
the world. Businesses and individuals alike need to be aware of
these
coming changes and prepare for them.
Study Questions
1. Which countries are the biggest users of the Internet? Social
media? Mobile?
2. Which country had the largest Internet growth (in %) in the

last five years?
3. How will most people connect to the Internet in the future?
4. What are two different applications of wearable
technologies?
5. What are two different applications of collaborative
technologies?
6. What capabilities do printable technologies have?
7. How will advances in wireless technologies and sensors make
objects “findable”?
8. What is enhanced situational awareness?
9. What is a nanobot?
10. What is a UAV?
Exercises
1. If you were going to start a new technology business, which
of
the emerging trends do you think would be the biggest
opportunity? Do some original research to estimate the market

size.
2. What privacy concerns could be raised by collaborative
technologies such as Waze?
3. Do some research about the first handgun printed using a 3-D
printer and report on some of the concerns raised.
4. Write up an example of how IoT might provide a business
with
a competitive advantage.
5. How do you think wearable technologies could improve
overall
healthcare?
6. What potential problems do you see with a rise in the number
of autonomous cars? Do some independent research and write
a two-page paper that describes where autonomous cars are
legal and what problems may occur.
7. Seek out the latest presentation by Mary Meeker on “Internet
Trends” (if you cannot find it, the video from 2018 is available
at Mary Meeker). Write a one-page paper describing what the
top three trends are, in your opinion.

8. Select a business enterprise of interest to you, one that you
may pursue following graduation. Select one or more of the
technologies listed in this chapter, then write a one or two
page paper about how you might use that technology to gain a
competitive advantage.
https://www.youtube.com/results?search_query=mary+meeker+i
nternet+trends+2018
Index
Below are listed terms that can be found in this text. The terms
are
indexed by chapter and page. For example, “12-254” indicates
that
the term can be found in chapter 12 on page 254. Please also
note
that page numbers may vary based upon how you are reading
this
text!
Acceptable User Policy, 12-254

Access control, 6-127
Agile methodologies, 10-205
Altair 8800, 1-20
Apple II, 1-20
Application software, 1-16, 3-57
ARPA Net, 1-225-104
Assembly language, 10-210
Authentication, 6-125
Autonomous devices, 13-289
Availability, 6-125
Backups, 6-131
Berners-Lee, Tim, 1-22
Big Data, 4-91, 4-93
Binary, 2-33, -34
Binary prefixes, 2-36
Biometrics, 6-126
Bit, 2-33
Bitcoin, 11-245

Blockchain, 11-244
Bluetooth, 2-43, 5-114
Brynjolfson, Eric, 7-146
Build v. buy, 10-218
Bus, 2-39
Business Analytics, 4-98
Business Intelligence, 4-98
Index | 309
Business process, 8-163
Business Process Management (BPM), 7-153, 8-168
Business process re-engineering, 8-170
Byte, 2-33</p>
Cambridge Analytica, 12-251
Career paths, 9-189
Carr, Nicholas, 1-12, 2-26, 7-147
CASE tools, 10-215
Castells, Manuel, 11-233

Cellphone abroad, 5-114
Central Processing Unit (CPU), 2-36, video 2-37, multi-core 2-
45
Certifications, 9-190
Change management, 10-223
Chief Information Officer (CIO), 9-186
Client-server, 1-21, 5-116
Cloud computing, 1-25, 3-68, 5-118
Collaborative systems, 7-155, 13-283
Code of ethics, 12-252
Commoditization, 2-50
Competitive advantage, 1-13, 2-26, 7-147, 7-153, 7-158
Compiled v. interpreted, 10-213
Components, 1-14
Computer engineer, 9-183
Computer operator, 9-185
Confidentiality, 6-124
Copyright, 12-256

Creative Commons, 12-261
Cross platform development, 10-221
Customer Relationship Management (CRM), 3-65
Data dictionary, 4-93
Data-Information-Knowledge-Wisdom, 4-77
Data integrity, 4-86
Data mining, 4-96, sidebar, 4-97
Data privacy, 12-251
Data types, 4-83
Data warehouse, 4-93, benefits, 4-95
Database, 4-78
Database administrator, 9-185
Database, enterprise, 4-91
Database spreadsheet sidebar, 4-85
Database Management System (DBMS), 4-90
Database, Relational, 4-78

Decimal numbering system, 2-34
Decision Support Systems (DSS), 7-156
Developer, 9-183
Digital devices, 2-33
Digital divide, 11-240
Digital Millennium Copyright Act, 12-260
Disintermediation, 1-23
Domain name, 5-107
DNS, 5-107
Do Not Track, 12-273
Dot-comm bubble, 1-235, 5-109
Double Data Rate (DDR), 2-40
Eclipse IDE, 3-61
Electronic Data Interchange (EDI), 7-154
Email, 5-110
Encryption, 6-128
End-user computing, 10-220
Enterprise Resource Planning (ERP), 1-21, 3-64, 8-166

Eras, business computing, 1-25
Ethics, 12-250
Extranet, 5-117
Facebook, 11-251, 13-280
Fair use, 12-258
Family Educational Rights and Privacy Act, 12-271
Fernandes, Benjamin, 11-245
Findable, 13-286
Firewalls, 6-132
First sale doctrine, 12-257
Index | 311
Ford, Henry, 12-250
Friedman, Thomas, 11-234
Gantt chart, 9-188
General Data Protection Regulation, 12-272
Global firm, 11-236
Globalization, 11-232

Ghemawat, Pankaj, 11-236
Hammer, Michael, 8-170
Hard disk, 2-41
Hardware, 1-15, 2-32
Health Insurance Portability and Accountability Act, 12-271
Huang’s Law, 2-38
Implementation Methodologies, 10-222
Information security triad, 6-124
Information systems, 1-14
Information systems employment, 9-180
Integrity, 6-124
Intellectual property, 12-255
Internet speed, 11-239
Internet usage statistics, 11-233
Intrusion Detection System (IDS), 6-133
IBM-PC, 1-20
Integrated circuits, 2-45
Internet, 1-22, internet and www, 5-111, high speed, 5-111

Internet of Things (IoT), 2-49, 13-286, install, 13-287
IP address, 5-106
Integrated Development Environment (IDE), 10-214
Internet user worldwide, 5-108
Intranet, 5-116
Isabel, 7-157
ISO certification, 8-174
IT doesn’t matter, 7-147
Key-Value database, 4-89
Kim, Paul, 11-243
Knowledge Management (KM), 4-98
Laptop, 1-12
Lean methodologies, 10-207
Linux, 3-56
Local Area Network (LAN), 1-21
Machine code, 10-209

Mainframe, 1-18
Manufacturing Resource Planning (MRP), 1-19
Metadata, 4-92
Metcaffe’s Law, 5-119
Microsoft Excel, 3-57
Mobile applications, 3-67, building, 10-221, cross platform, 10-
221
Mobile phone users worldwide, 13-280
Mobile networking, 5-113
Mobile security, 6-136
Mobile technology trends, 13-282
Motherboard, 2-39
Moore’s Law, 2-37

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