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1. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in
any form without Gartner's prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on
gartner.com. The information contained in this publication has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness
or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner's research
organization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include a
discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its
shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of these
firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information
on the independence and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity."
Cassio Dreyfuss
São Paulo, November de 2014
Digital Business:
New Technologies and
Innovation Potential

2. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Digital Business
The creation of
new business designs
by blurring
the digital and physical worlds

3. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
2
Key Issues
■ The Digital Scenario
■ The Emerging Technologies
■ The New Innovation Paradigm

4. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
3
Key Issues
■ The Digital Scenario
■ The Emerging Technologies
■ The New Innovation Paradigm

5. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
■ Education
■ Health
■ Work
■ Personal Life
... not far in the Future
A Day in the Life
of a Paulista citizen ...

6. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
A Day in the Life
of a Paulista citizen ...
■ Education
■ Health
■ Work
■ Personal Life
... not far in the Future
Student uses new
customized
educational
technologies,
adapted to his
personal level of
knowledge and
learning style. He is
connected to
students in similar
situation in the
school network.

7. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
6
A Day in the Life
of a Paulista citizen ...
■ Education
■ Health
■ Work
■ Personal Life
... not far in the Future
Sensors in the cast
transmit recovery
status, information is
recorded in patient
history, expert
system suggests
next steps. Doctor
monitors progress
and drives
interactions through
her iPad.

8. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
A Day in the Life
of a Paulista citizen ...
■ Education
■ Health
■ Work
■ Personal Life
... not far in the Future
Organization adopts
flexible approach to
business
processes,
“anywhere, anytime,
anyhow”. Employee
works through any
mobile device,
tracks status and
planned activities of
his different roles in
the organization.

9. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
A Day in the Life
of a Paulista citizen ...
■ Education
■ Health
■ Work
■ Personal Life
... not far in the Future
Personal digital
assistant advises
best way to get
home, orders
groceries suggested
by fridge, starts
dinner preparation,
unlocks door, selects
TV program, reports
on home events, sets
alarm clock based on
next day agenda.

10. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Digital Business

11. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
10
Key Issues
■ The Digital Scenario
■ The Emerging Technologies
■ The New Innovation Paradigm

12. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Key Technology Families
■ Social Tools
■ Mobility
■ Cloud
■ Information
■ Internet of Things
■ Wearables
■ Smart Machines
■ 3D Printing

13. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
■A collection of services
and a representation of
everybody's digital life.
Personal
Family
Community
Professional
Searchenginejournal.com
■Social tools support from
individual interaction to
modern collaborative
work patterns and can, in
principle, go all the way
up to "direct democracy."
Key Technology Families:
Social Tools

14. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
■ The experience flows to
where you are and what
you are doing in context.
■ Mobile devices become
"always-on" extensions of
our senses and of our
mental processes
Key Technology Families:
Mobility

15. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
bits.blogs.nytimes.com
■ The new digital
information domain
(big data plus new
analytics) grows by
orders of magnitude
in volume, velocity,
variety – and value.
■ The new domain completely changes the
rules of how to manage information – in
both physical and logical senses.
Key Technology Families:
Information

16. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
■ Cloud changes the
economics and the logic of
IT acquisition, with strong
business implications over
organizations and
enterprises in all industries.
Isanetworks.net
■ Organizations in the future
will have a hybrid
architecture. Private and
public cloud services will
definitely be part of it.
Key Technology Families:
Cloud

17. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
■ The internet of things opens
infinite new digitalization
opportunities, requiring new
scenarios and new understanding
of possibilities.
■ In 2020, we will
have over 50
billion things
connected, and
over 200 billion
intermittent things
connected.
Key Technology Families:
The Internet of Things
■ What “things” do: sense,
communicate, analyze, act

18. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
■ Wearables work two ways:
• They take your physical
data out to the web
• They bring data in to
enhance your senses
■ Wearables connect your body (and the
dynamics of life) to the universal internet
access.
Key Technology Families:
Wearables

19. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
18
■ Machines have already
replaced humans in
routine tasks. Smart
machines will replace
humans in non-routine
tasks.
■ The economic equation
of enterprises changes
radically (first
manufacturing, then
services).
Key Technology Families:
Smart Machines
Movers
Doers
Thinkers
■ Smart machines do
what we thought only
humans could do; and
do what we though
machines could not do.

20. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. 19
■ Anything that can be molded
will have 3D applications:
• Plastics
• Metal
• Concrete
• Food
■ Any area that has complex design
requirements will have 3D applications:
• Fashion
• Ortopedics
• Engineering
• Architecture
Key Technology Families:
3D Printing

21. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
However...
(and there is always a however)
20
“There’s no
such a thing
as a free
lunch”
Milton Friedman

22. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
21
Key Issues
■ The Digital Scenario
■ The Emerging Technologies
■ The New Innovation Paradigm

23. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Innovation Is Process – a Lot More than
the Simple Exercise of Personal Creativity
Learn & Refine
• Get business feedback
• Analyze lessons
• Refine process
• Review opportunities
Generate Ideas
• Educate
• Drive
• Stimulate
• Capture
Evaluate & Select
• Focus, aggregate
• Pilot, assess
• Quantify potential value
• Prioritize
Develop & Implement
• Organize project
• Develop
• Broadcast and integrate
• Manage organizational change

24. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Different Profiles Collaborating –
Not a Genius Working in Isolation
Creative
• Capable and willing
to contribute ideas
• Thinks deeply and
outside the box
• Discards failures fast
Collaborative
• Looks for synergies
• Leverages each one's
specific talents
• Communicates
constantly
Coordinating
• Sees and connects
all the moving parts
• Establishes pace;
controls deadlines
• Ties actions to
processes
Challenging
• Listens and seeks to
understand
• Analyzes from
different angles
• Challenges ideas
with deep insight
... and Leadership

25. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. 24
Next Steps:
■ Monday Morning: Begin to identify how
digitalization will impact your organization,
and create a digital business vision.
■ Within Three Months: Rally the people in your
organization around that vision.
■ In Six Months: Create a roadmap and begin
to implement that vision.

26. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. 25
Imagine
Lead
Create

27. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in
any form without Gartner's prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on
gartner.com. The information contained in this publication has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness
or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner's research
organization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include a
discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its
shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of these
firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information
on the independence and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity."
Cassio Dreyfuss
São Paulo, November de 2014
Digital Business:
New Technologies and
Innovation Potential