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Sta posle smaka sveta

Education◦

Nivo 0
Vremenski period (sa stele
Koba): 13=Ha’ab-a 12.82 god
= 12.82 godina Početak(5. januar 1999)
Galaktički PS
www počeo
Trajanje intencije: 0.99 godina
256 god (poč 1756 g)
Industrija počela Planetarni PS
5125 god (poč 3,113 PNE)
Prva pisma Nacionalni podzemni svet
102,575 god Regionalni podzemni svet
Prvi jezici
2,05 Mil g
Plemenski podzemni svet
Prvi ljudi
41.03 Mil god
Familijarni podzemni svet
Prvi majmuni
820.602 Mil g Podzemni svet sisara
Prve životinje
16.4 Bil Ćelijski podzemni svet
Veliki prasak
1 2 3 4 5 6 7

9 talas
234 dana Univerzal
Vremenski period (sa Kobe Početak 9. mart 2011 PS
12.82 god
stele): 13*18= 234 dana Početa k(5. januar 1999)
Trajanje intencije: 18 dana www počeo Galaktički PS

256 god (poč 1756 g)
Industrija počela Planetarni PS
5125 god (poč 3,113 PNE) Nacionalni podzemni
Prva pisma
102,575 god Regionalni podzemni svet
Prvi jezici
2,05 Mil g
Plemenski podzemni svet
Prvi ljudi
41.03 Mil god
Familijarni podzemni svet
Prvi majmuni
820.602 Mil g Podzemni svet sisara
Prve životinje
16.4 Bil Ćelijski podzemni svet
Veliki prasak
1 2 3 4 5 6 7

Kompletiranje
9 talas stvaranja
234 dana Univerzal
Vremenski period (sa Kobe Početak 9. mart 2011 PS
12.82 god
stele): 13*18= 234 dana
Početak (5. januar 1999)
Trajanje intencije: 18 dana www počeo Galaktički PS

256 god (poč 1756 g)
Industrija počela Planetarni PS
5125 god (poč 3,113 PNE)
Prva pisma Nacionalni podzemni svet
102,575 god Regionalni podzemni svet
Prvi jezici
2,05 Mil g
Plemenski podzemni svet
Prvi ljudi
41.03 Mil god
Familijarni podzemni svet
Prvi majmuni
820.602 Mil g Podzemni svet sisara
Prve životinje
16.4 Bil Ćelijski podzemni svet
Veliki prasak
1 2 3 4 5 6 7

Poslednji nivo
1)9. Mart 2011 – 26. Mart 2011
2)27. Mart 2011 – 13. April 2011
3)14. April 2011 – 1. Maj 2011
4)2. Maj 2011 – 19. Maj 2011
5)20. Maj 2011 – 6. Jun 2011
6)7. Jun 2011 – 24. Jun 2011
7)25. Jun 2011 – 12. Jul 2011
8)13. Jul 2011 – 21. Jul 2011
9)22. Jul 2011 – 17. Avgust 2011
10)18. Avgust 2011 – 4. Septembar 2011
11)5. Septembar 2011 – 22. Septembar 2011
12)23. Septembar 2011 – 10. Oktobar 2011
13)11. Oktobar 2011 – 28. Oktobar 2011

Razvoj “pisane reči”
Maje: Alfabet je simbol ljudske
civilizacije

Razvoj “pisane reči”
Vinčansko pismo- cca 5,500 Maje: Alfabet je simbol ljudske
PNE civilizacije

Razvoj “pisane reči”
Vinčansko pismo- cca 5,500 Maje: Alfabet je simbol ljudske
PNE civilizacije

Gutenberg-ova presa
(cca 1440)

100 njih koje
srećemo u
Tempu

2

<60
61-74

100 njih koje
srećemo u
Tempu

4

2

<60
61-74

100 njih koje
srećemo u
Tempu

4

2

75-89 <60
61-74

100 njih koje
srećemo u
Tempu 20

4

2

75-89 <60
61-74

100 njih koje
srećemo u
Tempu 20

4

2

75-89 <60
90-100 61-74

100 njih koje 25

srećemo u
Tempu 20

4

2

75-89 <60
90-100 61-74

100 njih koje 25

srećemo u
Tempu 20

4

2

101-111 75-89 <60
90-100 61-74

100 njih koje 25

srećemo u 25

Tempu 20

4

2

101-111 75-89 <60
90-100 61-74

100 njih koje 25

srećemo u 25

Tempu 20

4

2

101-111 75-89 <60
112-120 90-100 61-74

100 njih koje 25

srećemo u 15
25

Tempu 20

4

2

101-111 75-89 <60
112-120 90-100 61-74

100 njih koje 25

srećemo u 15
25

Tempu 20

4

2

121-125 101-111 75-89 <60
112-120 90-100 61-74

100 njih koje 25

srećemo u 15
25

Tempu 20

5

4

2

121-125 101-111 75-89 <60
112-120 90-100 61-74

100 njih koje 25

srećemo u 15
25

Tempu 20

5

4

2

121-125 101-111 75-89 <60
126-131 112-120 90-100 61-74

100 njih koje 25

srećemo u 15
25

Tempu 20

5

4

3

2

121-125 101-111 75-89 <60
126-131 112-120 90-100 61-74

100 njih koje 25

srećemo u 15
25

Tempu 20

5

4

3

2

132-137 121-125 101-111 75-89 <60
126-131 112-120 90-100 61-74

100 njih koje 25

srećemo u 15
25

Tempu 20

5

4

3

2

1

132-137 121-125 101-111 75-89 <60
126-131 112-120 90-100 61-74

IQ kategorije 25
25

15
20

5

4

3

1 <1 <1 <1

132-137 121-125 101-111 75-89 50-60 <30
126-131 112-120 90-100 61-74 30-50

IQ rang Tipično Opciono zaopslenje
obrazovanje nezapošljiv
> 30 nepismen
IQ kategorije 30-50
25
1-3ći razred osnovne škole
institucionalizovan
prosta radna snaga
25
50-60 3-6 razred OŠ vrlo jednostavni poslovi

15
20

5

4

3

1

132-137 121-125 101-111 75-89
126-131 112-120 90-100 61-74

IQ rang Tipično obrazovanje Opciono zaopslenje
nezapošljiv
> 30 nepismen
IQ kategorije 30-50
25
1-3ći razred osnovne škole
institucionalizovan
prosta radna snaga
25
50-60 3-6 razred OŠ vrlo jednostavni poslovi
15 lagani jednostavni poslovi koji
61-74 6-8 razred OŠ
20 zahtevaju nadzor

5

4

3

1

132-137 121-125 101-111 75-89
126-131 112-120 90-100 61-74

IQ rang Tipično obrazovanje Opciono zaopslenje
nezapošljiv
> 30 nepismen
institucionalizovan
IQ kategorije 30-50
50-60
1-3ći razred osnovne škole
25
3-6 razred OŠ
prosta radna snaga
vrlo jednostavni poslovi
25
61-74 6-8 razred OŠ lagani jednostavni poslovi koji
15 zahtevaju nadzor
75-89 1-4 razred srednje škole montaža, prehrana,
20 medicinske sestre...

5

3

1

132-137 121-125 101-111 75-89
126-131 112-120 90-100

IQ rang Tipično obrazovanje Opciono zaopslenje
nezapošljiv
> 30 nepismen

IQ kategorije
institucionalizovan
30-50 25
1-3ći razred osnovne škole prosta radna snaga
25
50-60 3-6 razred OŠ vrlo jednostavni poslovi

15 lagani jednostavni poslovi koji
61-74 6-8 razred OŠ
zahtevaju nadzor
montaža, prehrana,
75-89 1-4 razred srednje škole
medicinske sestre...
Prodavac, šef u
90-99 1 i 2ga godina fakulteta
supermarketima
5

3

1

132-137 121-125 101-111
126-131 112-120 90-100

IQ rang Tipično obrazovanje Opciono zaopslenje
nezapošljiv
> 30 nepismen

IQ kategorije
institucionalizovan
30-50 1-3ći razred osnovne škole prosta radna snaga
25
50-60 3-6 razred OŠ vrlo jednostavni poslovi

15 lagani jednostavni poslovi koji
61-74 6-8 razred OŠ
zahtevaju nadzor
montaža, prehrana,
75-89 1-4 razred srednje škole
medicinske sestre...
Prodavac, šef u
90-99 1 i 2ga godina fakulteta
supermarketima
5

3

1

132-137 121-125 101-111
126-131 112-120

IQ rang Tipično obrazovanje Opciono zaopslenje
> 30 nepismen nezapošljiv
institucionalizovan

IQ kategorije 30-50
50-60
1-3ći razred osnovne škole
3-6 razred OŠ
prosta radna snaga
vrlo jednostavni poslovi
25
61-74 6-8 razred OŠ lagani jednostavni poslovi koji
zahtevaju nadzor
montaža, prehrana,
75-89 1-4 razred srednje škole
medicinske sestre...
Prodavac, šef u
90-99 1 i 2ga godina fakulteta
supermarketima
zanimanja sa visokom
100-110 4 godine fakulteta
stučnom spremom

rukovodioc, asistent,
111-120 Master titula
ﬁnansijski direktor, lekar
ﬁnansijski direktori,
Doktori nauka sa
121-125 analitičari, profesori na
netehničkih fakulteta
fakultetu

3 126-131 Svi doktori nauka CEO, profesori na fakultetu

1

132-137
126-131

IQ rang Tipično obrazovanje Opciono zaopslenje
nezapošljiv
> 30 nepismen
institucionalizovan
30-50 1-3ći razred osnovne škole prosta radna snaga
50-60 3-6 razred OŠ vrlo jednostavni poslovi
25
lagani jednostavni poslovi koji
61-74 6-8 razred OŠ
zahtevaju nadzor
montaža, prehrana, medicinske
75-89 1-4 razred srednje škole
sestre...

90-99 1 i 2ga godina fakulteta Prodavac, šef u supermarketima

zanimanja sa visokom stučnom
100-110 4 godine fakulteta
spremom

rukovodioc, asistent, ﬁnansijski
111-120 Master titula
direktor, lekar

Doktori nauka sa netehničkih ﬁnansijski direktori, analitičari,
121-125
fakulteta profesori na fakultetu

126-131 Svi doktori nauka CEO, profesori na fakultetu
Eminentni profesori, pisci
132-137 Bez ograničenja
udžbenika
138-150 BO (1:100) Vodeći matematičari, ﬁzičari
151-160 BO (1:1,000) Linkoln, Kopernik, Džeferson

161-174 BO (1:10,000) Dekart, Ajnštajn, Spinoza

175-200 BO (1:1,000,000) Šekspir, Gete, Njuton

Ekonomska i socijalna korelacija IQ
<75 75-90 90-110 110-125 >125
Distribucija populacije 5 20 50 20 5
Oženjeni do 30-te 72 81 81 72 67
Bez posla više od mesec dana
22 19 15 14 10
godišnje (muškarci)
Razvedeni posle 5 godina braka 21 22 23 15 9
% dece sa IQ u donjem decilu (majke) 39 17 6 7 -
Vanbračno rođena deca 32 17 8 4 2
Žive u bedi 30 16 6 3 2
Stalni korisnici pomoći (majke) 31 17 8 2 0
Napustili visoku školu 55 35 6 0.4 0

IQ kategorije
25
25

15
20

5

4

3

2

1

132-137 121-125 101-111 75-89 <60
126-131 112-120 90-100 61-74

Japan 105 Indonezija 89

Nemačka 102

Holandija 102 Irak 87

VelikaBritanija 100 Meksiko 87

SAD (belci) 100

Francuska 98 SAD (crnci) 85

Češka 97

Egipat 83

Grčka 92 Indija 81

Gvatemala 79

Malezija 92

Japan 105 Indonezija 89

Nemačka 102 Hrvatska 88

Holandija 102 Irak 87

VelikaBritanija 100 Meksiko 87

SAD (belci) 100 Srbija 87

Francuska 98 SAD (crnci) 85

Češka 97 Bosna i Hercegovina 86

SFR Jugoslavija 95 Egipat 83

Grčka 94 Indija 81

Slovenija 93 Gvatemala 79

Malezija 92

Arthurian Generation (1433–1460) (H)
■ Humanist Generation (1461–1482) (A)
■ Reformation Generation (1483–1511) (P)
■ Reprisal Generation (1512–1540) (N)
■ Elizabethan Generation (1541–1565) (H)
■ Parliamentary Generation (1566–1587) (A)
■ Puritan Generation (1588–1617) (P)
■ Cavalier Generation (1618–1647) (N)
■ Glorious Generation (1648–1673) (H)
■ Enlightenment Generation (1674–1700) (A)
■ Awakening Generation (1701–1723) (P)
■ Liberty Generation (1724–1741) (N)
■ Republican Generation (1742–1766) (H)
■ Compromise Generation (1767–1791) (A)
■ Transcendental Generation (1792–1821) (P)
■ Gilded Generation (1822–1842) (N)
■ Progressive Generation (1843–1859) (A)
■ Missionary Generation (1860–1882) (P)
■ Lost Generation (1883–1900) (N)
■ G.I. Generation (1901–1924) (H)
■ Silent Generation (1925–1942) (A)
■ Boom Generation (1943–1960) (P)
■ Generation X (Gen X) (1961–1981) (N)
■ Millennial Generation (Gen Y) (1982–2004) (H)
■ Homeland Generation (2005 - ????) (A)

Radna snaga: shvatanje vrednosti
različitih generacija

Radna snaga: shvatanje vrednosti
različitih generacija

Baby Boomers

Radna snaga: shvatanje vrednosti
različitih generacija

Baby Boomers
(1946-1964)

Radna snaga: shvatanje vrednosti
različitih generacija

Baby Boomers
(1946-1964)
 Vole komunikaciju licem u lice

Radna snaga: shvatanje vrednosti
različitih generacija

Baby Boomers
(1946-1964)
 Vole komunikaciju licem u lice
 Rade dugo, ali žele da to bude na jednom
mestu; žele izazove, da njihov rad bude
vrednovan u polju na kojem su eksperti

Radna snaga: shvatanje vrednosti
različitih generacija

Baby Boomers Generacija X
(1946-1964)
 Vole komunikaciju licem u lice
 Rade dugo, ali žele da to bude na jednom
mestu; žele izazove, da njihov rad bude
vrednovan u polju na kojem su eksperti
 Prilagođavaju se na ostale kulture, ali
ostaju verni korenima
 Očekuju da se o njima vodi računa, da
budu obučeni za upotrebu tehnologije;
žele da budu mentori drugih kako bi se
uverili da se njihov rad i dalje vrednuje
 Žele da rade za starog poslodavca i da se
ka vrhu kompanijske piramide penju na
svoj način

Radna snaga: shvatanje vrednosti
različitih generacija

Baby Boomers Generacija X
(1946-1964) (1965-1977)
 Vole komunikaciju licem u lice
 Rade dugo, ali žele da to bude na jednom
mestu; žele izazove, da njihov rad bude
vrednovan u polju na kojem su eksperti
 Prilagođavaju se na ostale kulture, ali
ostaju verni korenima
 Očekuju da se o njima vodi računa, da
budu obučeni za upotrebu tehnologije;
žele da budu mentori drugih kako bi se
uverili da se njihov rad i dalje vrednuje
 Žele da rade za starog poslodavca i da se
ka vrhu kompanijske piramide penju na
svoj način

Radna snaga: shvatanje vrednosti
različitih generacija

Baby Boomers Generacija X
(1946-1964) (1965-1977)
 Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/
voice komunikaciju
 Rade dugo, ali žele da to bude na jednom
mestu; žele izazove, da njihov rad bude
vrednovan u polju na kojem su eksperti
 Prilagođavaju se na ostale kulture, ali
ostaju verni korenima
 Očekuju da se o njima vodi računa, da
budu obučeni za upotrebu tehnologije;
žele da budu mentori drugih kako bi se
uverili da se njihov rad i dalje vrednuje
 Žele da rade za starog poslodavca i da se
ka vrhu kompanijske piramide penju na
svoj način

Radna snaga: shvatanje vrednosti
različitih generacija

Baby Boomers Generacija X Generacija Y
(1946-1964) (1965-1977)
 Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/
voice komunikaciju
 Rade dugo, ali žele da to bude na jednom
mestu; žele izazove, da njihov rad bude  Imaju nezavisne vrednosti, posvećeni su
vrednovan u polju na kojem su eksperti radu, ali očekuju nagradu; zainteresovani
su za balans rad/život
 Prilagođavaju se na ostale kulture, ali
ostaju verni korenima  Otvoreni su na mešavinu kulture i žele
da putuju
 Očekuju da se o njima vodi računa, da
budu obučeni za upotrebu tehnologije;  Nezavisni učenici; sami vode sebe;
žele da budu mentori drugih kako bi se otvoreni su na virtuelno učenje;
uverili da se njihov rad i dalje vrednuje adaptiraju se brzo na promenu
tehnologije
 Žele da rade za starog poslodavca i da se
ka vrhu kompanijske piramide penju na  Izazivaju autoritete; napustiće posao koji
svoj način im se ne sviđa momentalno

Radna snaga: shvatanje vrednosti
različitih generacija

Baby Boomers Generacija X Generacija Y
(1946-1964) (1965-1977) (1978-danas)
 Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/
voice komunikaciju
 Rade dugo, ali žele da to bude na jednom
mestu; žele izazove, da njihov rad bude  Imaju nezavisne vrednosti, posvećeni su
vrednovan u polju na kojem su eksperti radu, ali očekuju nagradu; zainteresovani
su za balans rad/život
 Prilagođavaju se na ostale kulture, ali
ostaju verni korenima  Otvoreni su na mešavinu kulture i žele
da putuju
 Očekuju da se o njima vodi računa, da
budu obučeni za upotrebu tehnologije;  Nezavisni učenici; sami vode sebe;
žele da budu mentori drugih kako bi se otvoreni su na virtuelno učenje;
uverili da se njihov rad i dalje vrednuje adaptiraju se brzo na promenu
tehnologije
 Žele da rade za starog poslodavca i da se
ka vrhu kompanijske piramide penju na  Izazivaju autoritete; napustiće posao koji
svoj način im se ne sviđa momentalno

Što duže živim, to više osećam, da sve ono
što je bilo dobro za naše očeve, nije više
dobro za nas
Oscar Wilde (1854-1900)

INTERNET OF THINGS
INFORMATICA POSTMODERNA

Petar Kočović
14. novembar, 2012

5,000,000,000
INTERNET-POVEZANIH UREDJAJA

28,000,000,000,000,000,000
EGZABATA NA INTERNETU/MES

350,000,000,000,000,000,000
EGZABAJTA SMEŠTENIH

Računar u našem mobilnom
 1,000,000 puta jeftiniji

Računar u našem mobilnom
 1,000,000 puta jeftiniji
 1,000 snažniji

Računar u našem mobilnom
 1,000,000 puta jeftiniji
 1,000 snažniji
 100,000 manji

Računar u našem mobilnom
 1,000,000 puta jeftiniji
 1,000 snažniji
 100,000 manji

nego
IBM 360 na MIT, 1965

Danas imamo
1 milijardu tranzistora po osobi na planeti

Danas imamo
1 milijardu tranzistora po osobi na planeti
Do 2010 30 - milijardi RFID na svetu

INSTRUMENTALIZOVANI

Danas imamo
1 milijardu tranzistora po osobi na planeti
Do 2010 30 - milijardi RFID na svetu

INSTRUMENTALIZOVANI
Lanci snabdevanja, zdravstvene mreže, gradovi, prirodni
sistemi (kao reke)

Danas imamo
1 milijardu tranzistora po osobi na planeti
Do 2010 30 - milijardi RFID na svetu

Povezani uređaji do 2020
Milijardi komada

Povezani uređaji do 2020
Milijardi komada

150

113

75

38

Uvek 0
Povremeno

RFID & NFC
(Radio-Frequency Identiﬁcation & Near Field Communication)

The Internet of Things:
automobili, avioni, kamere, putevi,
naftovodi, lekovi i životne namirnice
~1 trilion

The Internet of Things:
automobili, avioni, kamere, putevi,
naftovodi, lekovi i životne namirnice
~1 trilion

POVEZANI

Sliv tehnologija

+ +

Razmišljamo i delujemo na novi način

Sliv tehnologija

+ +

Razmišljamo i delujemo na novi način
ekonomski, društveno i tehnički

Potrebe za napretkom su
jasne

170 milijardi kWh se izgubi svake godine

Potrebe za napretkom
su jasne

3.7 milijardi
izgubljenih
radnih

Potrebe za napretkom
su jasne

3.7 milijardi
izgubljenih
radnih 8.7 milijardi litara benzina

100 miliona ljudi širom sveta - ispod granice bede

Mogućnosti za
napretkom su jasne

10% smanjiti
troškove energije

Mogućnosti za
napretkom su jasne

20% smanjiti
10% smanjiti saobraćaj
troškove energije 12% smanjiti emisiju
štetnih gasova

Mogućnosti za
napretkom su jasne

20% smanjiti
$80 mlrd
10% smanjiti saobraćaj
uštede
troškove energije 12% smanjiti emisiju
troškova
štetnih gasova

Vođe moraju da vode kroz
nepoznato

8 od 10 CEOa 3x je povećana pukotina
shvata između liderove potrebe za
turbulentne promenama i njegove
promene sposobnosti da upravlja njima

PONOVNO ZAMIŠLJANJE
IT
POSLOVANJE POSTMODERNE
POJEDNOSTAVLJIVANJE
KREATIVNA DESTRUKCIJA

Oblak

Informacija

Društv. mreže Mobilnost

Oblak

Informacija

Društv. mreže Mobilnost

Fleksibilna arhitektura

Oblak

Informacija

Društv. mreže Mobilnost

Fleksibilna arhitektura

NEKSUS SILA

Tehnologije koje će nas odvesti u
Internet stvari: Neksus

RAST JAVNOG OBLAKA

300
225
150
75
0

2011 2012 2013 2014 2015

RAST JAVNOG OBLAKA

300
225
150
75
0

2011 2012 2013 2014 2015
Usluge poslovnih procesa Aplikacija
Sistemska infrastruktura Aplikaciona infrastruktura

RAST JAVNOG OBLAKA

90% usluga u oblaku su pretplate

300
225
150
75
0

2011 2012 2013 2014 2015
Usluge poslovnih procesa Aplikacija
Sistemska infrastruktura Aplikaciona infrastruktura

RAST JAVNOG OBLAKA

90% usluga u oblaku su pretplate
80% poslovanja koristi SaaS

300
225
150
75
0

2011 2012 2013 2014 2015
Usluge poslovnih procesa Aplikacija
Sistemska infrastruktura Aplikaciona infrastruktura

“Ovo nije kraj. To čak nije ni početak kraja. Ali to je,
verovatno, kraj početka” - Winston Churchill

SLEDEĆA FAZA DRUŠTVENOG
RAČUNARSTVA:
Masovni potrošači
Masovni građani
Masovno učešće zaposlenih u ﬁrmama

ANALITIKA JE MOTOR SA UNUTRAŠNJIM
SAGOREVANJEM POSLOVANJA

Do 2015, 25% organizacija će imati
novo zanimanje - Chief Digital
Ofﬁcer

Do 2015 godine, veliki podaci će na
globalnom nivou da kreiraju novih
4.4 miliona IT poslova ...

... od toga 1.4 miliona u Evropi

DO 2018 - 70% MOBILNIH RADNIKA ĆE
KORISTITI TABLET I HIBRIDNI TABLET

DO 2018 - 70% MOBILNIH RADNIKA ĆE
KORISTITI TABLET I HIBRIDNI TABLET
50% BYOD

ŠTA JE INSTALIRANO

Desktop PC Mobilni PC
Pametni telefoni Tableti

ŠTA JE INSTALIRANO
5000

3750

2500

1250
2011
2012
2013 0
2014
2015

Desktop PC Mobilni PC
Pametni telefoni Tableti

2/3 radne snage će koristiti vlastite
mobilne telefone BYOD (Bring Your
Own Devices)... a 40% radne snage
će biti mobilno

0 250 500 750 1

918M Kumulativna prodaja do 2016

2010 2016

RAST MEDIJA TABLETA

VELIKA SMENA
Jedinice

100%

Mobilni OS 75%

50%

PC OS 25%
2008 2009
2010 2011
2012 2013 0%
2014 2015

DO 2015 - PRIVATNE APLIKACIONE RADNJE
ĆE BITI ZASTUPLJENE U 60% IT ORGANIZACIJA

DO 2015 - PRIVATNE APLIKACIONE RADNJE
ĆE BITI ZASTUPLJENE U 60% IT ORGANIZACIJA

DO 2016 - 300 MILIJARDI APLIKACIJA ĆE GODIŠNJE
DA SE DOWNLOADUJE

Prodaja softvera za pametne telefone će
porasti 25% do 2014 godine

DO 2014,
CIO ĆE IZGUBITI
KONTROLU NAD 25%
SVOJIH BUDŽETA

DO 2017,
CMO ĆE MOŽDA IMATI VEĆE
BUDŽETE OD CIO

OS za pametne telefone

60

45

30

15

0

2011
2012
2013
2014
2015
Android iOS
Symbian RIM
Windows Phone Other

90% preduzeća
NEĆE instalirati
Windows 8 do
2014 godine

Velika debata u budućnosti:
- Da li sam opt-out?

Proširena stvarnost (Augmented reality)
 Pokaži mi organski sertiﬁkat!

Proširena stvarnost (Augmented reality)
 Pokaži mi organski sertiﬁkat!
 Pokaži mi GMO hranu!

Proširena stvarnost (Augmented reality)
 Pokaži mi organski sertiﬁkat!
 Pokaži mi GMO hranu!
 Pokaži mi sadrćaj soli i masnoća!

Theory of Everything
John Ellis (1946-) Britanski teorijski ﬁzičar

The Superstring Theory of Everything or of Nothing
Nature, Vol 323, 595-598 (16 October 1986)

Internet of (Every)Things
50%+ Internet veza su stvari
2011: 15+ mlrd permanent, 50+ mlrd povremeno
2020: 30+ mlrd permanent, >200 mlrd povremeno

Internet of (Every)Things
50%+ Internet veza su stvari
Udaljeni senzori objekata i 2011: 15+ mlrd permanent, 50+ mlrd povremeno
okruženja 2020: 30+ mlrd permanent, >200 mlrd povremeno

Kamere i mikrofoni su svuda
Sve ima URL

Izazov Interneta stvari

Internet stvari
Objekti, sistemi, ljudi, informacije, virtualni entiteti

Access pointi i izvori podataka se šire

Izazov Interneta stvari

Internet stvari
Objekti, sistemi, ljudi, informacije, virtualni entiteti

Access pointi i izvori podataka se šire
Streamovi događaja i objekti kao "korisnici"
Nove strategije podataka — ne može sve da se sačuva

Rej Kerzvejl (Ray Kurzweil)

“Pa, ono što je moglo da stane u zgradu, sada staje u naš džep, a ono što dans staje u naš
džep moći će da stane u krvnu ćeliju za 25 godina? Tako nešto još nismo videli.”

dr Michio Kaku – Augmented
Reality je sada

Transparentni OLED ekrani
i 3D TV

CSI Miami

Kako je sve počelo

Star Trek - 1968 Altair 8800

Franuski Telecom – Big Screen Video
EyeWear

Telefon sa savitljivim ekranom – za 1
cent!

Telekineza – interfejs na bazi
moždanog računara

Nano Tehnologija

Nano čestice ubijaju ćelije raka
Reč: TUMOR će nestati iz rečnika

Toalet će biti vaš doktor

... meriće: šećer u vašoj krvi, stanje vašeg zdravlja

DNA čipovi – Genetski sadržaj

Baza podataka sa DNK podacima:
yaboravimo privatnost

Veliki podaci ... brzi podaci … svi podaci

Ubrzo će opteretiti resurse u preduzeću

Veliki podaci ... brzi podaci … svi podaci

Mobilnosti i
komunikacije
Ubrzo će opteretiti resurse u preduzeću

Veliki podaci ... brzi podaci … svi podaci

RFID, Metri i
ostali OT

Mobilnosti i
komunikacije
Ubrzo će opteretiti resurse u preduzeću

Veliki podaci ... brzi podaci … svi podaci

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Mobilnosti i
komunikacije
Ubrzo će opteretiti resurse u preduzeću

Šta je Internet of Everything?

Sve ima URL.
Primena u većini industrijskih
grana uklučujući medicinu,
logisitku, transport, medije,
ﬁnansije i proizvodnju.

Javljaju se nove kreativne
poslovne mogućnosti.

Šta je Internet of Everything?

Sve ima URL.
Primena u većini industrijskih informacije
grana uklučujući medicinu,
logisitku, transport, medije,
ﬁnansije i proizvodnju.

Javljaju se nove kreativne
poslovne mogućnosti.

Šta je Internet of Everything?

Sve ima URL.
ﬁzički objekti
Primena u većini industrijskih informacije
grana uklučujući medicinu,
logisitku, transport, medije,
ﬁnansije i proizvodnju.
ljudi

Javljaju se nove kreativne sistemi
poslovne mogućnosti.

mesta

Šta je Internet of Everything?

sve
Sve ima URL.
ﬁzički objekti
Primena u većini industrijskih informacije
grana uklučujući medicinu,
logisitku, transport, medije,
ﬁnansije i proizvodnju.
ljudi

Javljaju se nove kreativne sistemi
poslovne mogućnosti.

virtualni mesta
entiteti

INTERNET OF THINGS
INFORMATICA POSTMODERNA

Petar Kočović
Gartner Serbia
Novembar 14, 2012

Sta posle smaka sveta

1.
Činjenica br 1 UbrzanjeMajanskog kalendara
2.
Vremenski period (sastele Koba): 13* 20=260=Ha’ab-a Nivo 1 = 256 godina Trajanje intencije: 19.7 godina 256 god (poč 1756 god) Industrija počela Planetarni PS 5125 god (poč 3,113 PNE) Početa prvog pisma Nacionalni podzemni svet 102,575 god Regionalni podzemni svet Prvi jezik 2,05 Mil g Plemenski podzemni svet Prvi ljudi 41.03 Mil Familijarni podzemni svet Prvi majmuni 820.602 Mil g Podzemni svet sisara Prve životinje 16.4 milrd Ćelijski podzemni svet Veliki prasak 1 2 3 4 5 6 7
3.
Istorija telekomunikacija
4.
Nivo 0 Vremenski period(sa stele Koba): 13=Ha’ab-a 12.82 god = 12.82 godina Početak(5. januar 1999) Galaktički PS www počeo Trajanje intencije: 0.99 godina 256 god (poč 1756 g) Industrija počela Planetarni PS 5125 god (poč 3,113 PNE) Prva pisma Nacionalni podzemni svet 102,575 god Regionalni podzemni svet Prvi jezici 2,05 Mil g Plemenski podzemni svet Prvi ljudi 41.03 Mil god Familijarni podzemni svet Prvi majmuni 820.602 Mil g Podzemni svet sisara Prve životinje 16.4 Bil Ćelijski podzemni svet Veliki prasak 1 2 3 4 5 6 7
5.
9 talas 234 dana Univerzal Vremenski period (sa Kobe Početak 9. mart 2011 PS 12.82 god stele): 13*18= 234 dana Početa k(5. januar 1999) Trajanje intencije: 18 dana www počeo Galaktički PS 256 god (poč 1756 g) Industrija počela Planetarni PS 5125 god (poč 3,113 PNE) Nacionalni podzemni Prva pisma 102,575 god Regionalni podzemni svet Prvi jezici 2,05 Mil g Plemenski podzemni svet Prvi ljudi 41.03 Mil god Familijarni podzemni svet Prvi majmuni 820.602 Mil g Podzemni svet sisara Prve životinje 16.4 Bil Ćelijski podzemni svet Veliki prasak 1 2 3 4 5 6 7
6.
Kompletiranje 9 talas stvaranja 234 dana Univerzal Vremenski period (sa Kobe Početak 9. mart 2011 PS 12.82 god stele): 13*18= 234 dana Početak (5. januar 1999) Trajanje intencije: 18 dana www počeo Galaktički PS 256 god (poč 1756 g) Industrija počela Planetarni PS 5125 god (poč 3,113 PNE) Prva pisma Nacionalni podzemni svet 102,575 god Regionalni podzemni svet Prvi jezici 2,05 Mil g Plemenski podzemni svet Prvi ljudi 41.03 Mil god Familijarni podzemni svet Prvi majmuni 820.602 Mil g Podzemni svet sisara Prve životinje 16.4 Bil Ćelijski podzemni svet Veliki prasak 1 2 3 4 5 6 7
7.
Poslednji nivo 1)9. Mart2011 – 26. Mart 2011 2)27. Mart 2011 – 13. April 2011 3)14. April 2011 – 1. Maj 2011 4)2. Maj 2011 – 19. Maj 2011 5)20. Maj 2011 – 6. Jun 2011 6)7. Jun 2011 – 24. Jun 2011 7)25. Jun 2011 – 12. Jul 2011 8)13. Jul 2011 – 21. Jul 2011 9)22. Jul 2011 – 17. Avgust 2011 10)18. Avgust 2011 – 4. Septembar 2011 11)5. Septembar 2011 – 22. Septembar 2011 12)23. Septembar 2011 – 10. Oktobar 2011 13)11. Oktobar 2011 – 28. Oktobar 2011
8.
8mi i 9titalas u 2012 8
10.
Razvoj “pisane reči” Maje: Alfabet je simbol ljudske civilizacije
11.
Razvoj “pisane reči” Maje: Alfabet je simbol ljudske civilizacije
12.
Razvoj “pisane reči” Vinčanskopismo- cca 5,500 Maje: Alfabet je simbol ljudske PNE civilizacije
13.
Razvoj “pisane reči” Vinčanskopismo- cca 5,500 Maje: Alfabet je simbol ljudske PNE civilizacije Gutenberg-ova presa (cca 1440)
15.
Činjenica br 2 PromenaIQ
19.
100 kupaca
20.
Zamišljamo njihov IQ 100 kupaca
21.
100 njih koje srećemo u Tempu
22.
100 njih koje srećemo u Tempu <60
23.
100 njih koje srećemo u Tempu 2 <60
24.
100 njih koje srećemo u Tempu 2 <60 61-74
25.
100 njih koje srećemo u Tempu 4 2 <60 61-74
26.
100 njih koje srećemo u Tempu 4 2 75-89 <60 61-74
27.
100 njih koje srećemo u Tempu 20 4 2 75-89 <60 61-74
28.
100 njih koje srećemo u Tempu 20 4 2 75-89 <60 90-100 61-74
29.
100 njih koje 25 srećemo u Tempu 20 4 2 75-89 <60 90-100 61-74
30.
100 njih koje 25 srećemo u Tempu 20 4 2 101-111 75-89 <60 90-100 61-74
31.
100 njih koje 25 srećemo u 25 Tempu 20 4 2 101-111 75-89 <60 90-100 61-74
32.
100 njih koje 25 srećemo u 25 Tempu 20 4 2 101-111 75-89 <60 112-120 90-100 61-74
33.
100 njih koje 25 srećemo u 15 25 Tempu 20 4 2 101-111 75-89 <60 112-120 90-100 61-74
34.
100 njih koje 25 srećemo u 15 25 Tempu 20 4 2 121-125 101-111 75-89 <60 112-120 90-100 61-74
35.
100 njih koje 25 srećemo u 15 25 Tempu 20 5 4 2 121-125 101-111 75-89 <60 112-120 90-100 61-74
36.
100 njih koje 25 srećemo u 15 25 Tempu 20 5 4 2 121-125 101-111 75-89 <60 126-131 112-120 90-100 61-74
37.
100 njih koje 25 srećemo u 15 25 Tempu 20 5 4 3 2 121-125 101-111 75-89 <60 126-131 112-120 90-100 61-74
38.
100 njih koje 25 srećemo u 15 25 Tempu 20 5 4 3 2 132-137 121-125 101-111 75-89 <60 126-131 112-120 90-100 61-74
39.
100 njih koje 25 srećemo u 15 25 Tempu 20 5 4 3 2 1 132-137 121-125 101-111 75-89 <60 126-131 112-120 90-100 61-74
40.
IQ kategorije 25 25 15 20 5 4 3 1 <1 <1 <1 132-137 121-125 101-111 75-89 50-60 <30 126-131 112-120 90-100 61-74 30-50
41.
IQ rang Tipično Opciono zaopslenje obrazovanje nezapošljiv > 30 nepismen IQ kategorije 30-50 25 1-3ći razred osnovne škole institucionalizovan prosta radna snaga 25 50-60 3-6 razred OŠ vrlo jednostavni poslovi 15 20 5 4 3 1 132-137 121-125 101-111 75-89 126-131 112-120 90-100 61-74
42.
IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismen IQ kategorije 30-50 25 1-3ći razred osnovne škole institucionalizovan prosta radna snaga 25 50-60 3-6 razred OŠ vrlo jednostavni poslovi 15 lagani jednostavni poslovi koji 61-74 6-8 razred OŠ 20 zahtevaju nadzor 5 4 3 1 132-137 121-125 101-111 75-89 126-131 112-120 90-100 61-74
43.
IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismen IQ kategorije 30-50 25 1-3ći razred osnovne škole institucionalizovan prosta radna snaga 25 50-60 3-6 razred OŠ vrlo jednostavni poslovi 15 lagani jednostavni poslovi koji 61-74 6-8 razred OŠ 20 zahtevaju nadzor 5 3 1 132-137 121-125 101-111 75-89 126-131 112-120 90-100
44.
IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismen institucionalizovan IQ kategorije 30-50 50-60 1-3ći razred osnovne škole 25 3-6 razred OŠ prosta radna snaga vrlo jednostavni poslovi 25 61-74 6-8 razred OŠ lagani jednostavni poslovi koji 15 zahtevaju nadzor 75-89 1-4 razred srednje škole montaža, prehrana, 20 medicinske sestre... 5 3 1 132-137 121-125 101-111 75-89 126-131 112-120 90-100
45.
IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismen institucionalizovan IQ kategorije 30-50 50-60 1-3ći razred osnovne škole 25 3-6 razred OŠ prosta radna snaga vrlo jednostavni poslovi 25 61-74 6-8 razred OŠ lagani jednostavni poslovi koji 15 zahtevaju nadzor 75-89 1-4 razred srednje škole montaža, prehrana, medicinske sestre... 5 3 1 132-137 121-125 101-111 126-131 112-120 90-100
46.
IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismen IQ kategorije institucionalizovan 30-50 25 1-3ći razred osnovne škole prosta radna snaga 25 50-60 3-6 razred OŠ vrlo jednostavni poslovi 15 lagani jednostavni poslovi koji 61-74 6-8 razred OŠ zahtevaju nadzor montaža, prehrana, 75-89 1-4 razred srednje škole medicinske sestre... Prodavac, šef u 90-99 1 i 2ga godina fakulteta supermarketima 5 3 1 132-137 121-125 101-111 126-131 112-120 90-100
47.
IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismen IQ kategorije institucionalizovan 30-50 1-3ći razred osnovne škole prosta radna snaga 25 50-60 3-6 razred OŠ vrlo jednostavni poslovi 15 lagani jednostavni poslovi koji 61-74 6-8 razred OŠ zahtevaju nadzor montaža, prehrana, 75-89 1-4 razred srednje škole medicinske sestre... Prodavac, šef u 90-99 1 i 2ga godina fakulteta supermarketima 5 3 1 132-137 121-125 101-111 126-131 112-120
48.
IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismen institucionalizovan IQ kategorije 30-50 50-60 1-3ći razred osnovne škole 3-6 razred OŠ prosta radna snaga vrlo jednostavni poslovi 25 61-74 6-8 razred OŠ lagani jednostavni poslovi koji zahtevaju nadzor 15 75-89 1-4 razred srednje škole montaža, prehrana, medicinske sestre... Prodavac, šef u 90-99 1 i 2ga godina fakulteta supermarketima 100-110 4 godine fakulteta zanimanja sa visokom 5 stučnom spremom 3 1 132-137 121-125 101-111 126-131 112-120
49.
IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismen institucionalizovan IQ kategorije 30-50 50-60 1-3ći razred osnovne škole 3-6 razred OŠ prosta radna snaga vrlo jednostavni poslovi 25 61-74 6-8 razred OŠ lagani jednostavni poslovi koji zahtevaju nadzor 15 75-89 1-4 razred srednje škole montaža, prehrana, medicinske sestre... Prodavac, šef u 90-99 1 i 2ga godina fakulteta supermarketima 100-110 4 godine fakulteta zanimanja sa visokom 5 stučnom spremom 3 1 132-137 121-125 126-131 112-120
50.
IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismen IQ kategorije institucionalizovan 30-50 1-3ći razred osnovne škole prosta radna snaga 25 50-60 3-6 razred OŠ vrlo jednostavni poslovi 15 lagani jednostavni poslovi koji 61-74 6-8 razred OŠ zahtevaju nadzor montaža, prehrana, 75-89 1-4 razred srednje škole medicinske sestre... Prodavac, šef u 90-99 1 i 2ga godina fakulteta 5 supermarketima zanimanja sa visokom 100-110 4 godine fakulteta stučnom spremom rukovodioc, asistent, 111-120 Master titula ﬁnansijski direktor, lekar 3 1 132-137 121-125 126-131 112-120
51.
IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismen IQ kategorije institucionalizovan 30-50 1-3ći razred osnovne škole prosta radna snaga 25 50-60 3-6 razred OŠ vrlo jednostavni poslovi lagani jednostavni poslovi koji 61-74 6-8 razred OŠ zahtevaju nadzor montaža, prehrana, 75-89 1-4 razred srednje škole medicinske sestre... Prodavac, šef u 90-99 1 i 2ga godina fakulteta 5 supermarketima zanimanja sa visokom 100-110 4 godine fakulteta stučnom spremom rukovodioc, asistent, 111-120 Master titula ﬁnansijski direktor, lekar 3 1 132-137 121-125 126-131
52.
IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismen institucionalizovan IQ kategorije 30-50 50-60 1-3ći razred osnovne škole 3-6 razred OŠ prosta radna snaga vrlo jednostavni poslovi 25 lagani jednostavni poslovi koji 61-74 6-8 razred OŠ zahtevaju nadzor montaža, prehrana, 75-89 1-4 razred srednje škole medicinske sestre... Prodavac, šef u 90-99 1 i 2ga godina fakulteta supermarketima 5 zanimanja sa visokom 100-110 4 godine fakulteta stučnom spremom rukovodioc, asistent, 111-120 Master titula ﬁnansijski direktor, lekar Doktori nauka sa izvršni direktori, analitičari, 121-125 3 netehničkih fakulteta profesori na fakultetu 1 132-137 121-125 126-131
53.
IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismen institucionalizovan IQ kategorije 30-50 50-60 1-3ći razred osnovne škole 3-6 razred OŠ prosta radna snaga vrlo jednostavni poslovi 25 lagani jednostavni poslovi koji 61-74 6-8 razred OŠ zahtevaju nadzor montaža, prehrana, 75-89 1-4 razred srednje škole medicinske sestre... Prodavac, šef u 90-99 1 i 2ga godina fakulteta supermarketima zanimanja sa visokom 100-110 4 godine fakulteta stučnom spremom rukovodioc, asistent, 111-120 Master titula ﬁnansijski direktor, lekar Doktori nauka sa izvršni direktori, analitičari, 121-125 3 netehničkih fakulteta profesori na fakultetu 1 132-137 121-125 126-131
54.
IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismen institucionalizovan IQ kategorije 30-50 50-60 1-3ći razred osnovne škole 3-6 razred OŠ prosta radna snaga vrlo jednostavni poslovi 25 lagani jednostavni poslovi koji 61-74 6-8 razred OŠ zahtevaju nadzor montaža, prehrana, 75-89 1-4 razred srednje škole medicinske sestre... Prodavac, šef u 90-99 1 i 2ga godina fakulteta supermarketima zanimanja sa visokom 100-110 4 godine fakulteta stučnom spremom rukovodioc, asistent, 111-120 Master titula ﬁnansijski direktor, lekar Doktori nauka sa izvršni direktori, analitičari, 121-125 3 netehničkih fakulteta profesori na fakultetu 1 132-137 126-131
55.
IQ rang Tipično obrazovanje Opciono zaopslenje > 30 nepismen nezapošljiv institucionalizovan IQ kategorije 30-50 50-60 1-3ći razred osnovne škole 3-6 razred OŠ prosta radna snaga vrlo jednostavni poslovi 25 61-74 6-8 razred OŠ lagani jednostavni poslovi koji zahtevaju nadzor montaža, prehrana, 75-89 1-4 razred srednje škole medicinske sestre... Prodavac, šef u 90-99 1 i 2ga godina fakulteta supermarketima zanimanja sa visokom 100-110 4 godine fakulteta stučnom spremom rukovodioc, asistent, 111-120 Master titula ﬁnansijski direktor, lekar ﬁnansijski direktori, Doktori nauka sa 121-125 analitičari, profesori na netehničkih fakulteta fakultetu 3 126-131 Svi doktori nauka CEO, profesori na fakultetu 1 132-137 126-131
56.
IQ rang Tipično obrazovanje Opciono zaopslenje > 30 nepismen nezapošljiv institucionalizovan IQ kategorije 30-50 50-60 1-3ći razred osnovne škole 3-6 razred OŠ prosta radna snaga vrlo jednostavni poslovi 25 61-74 6-8 razred OŠ lagani jednostavni poslovi koji zahtevaju nadzor montaža, prehrana, 75-89 1-4 razred srednje škole medicinske sestre... Prodavac, šef u 90-99 1 i 2ga godina fakulteta supermarketima zanimanja sa visokom 100-110 4 godine fakulteta stučnom spremom rukovodioc, asistent, 111-120 Master titula ﬁnansijski direktor, lekar ﬁnansijski direktori, Doktori nauka sa 121-125 analitičari, profesori na netehničkih fakulteta fakultetu 126-131 Svi doktori nauka CEO, profesori na fakultetu 1 132-137
57.
IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismen institucionalizovan IQ kategorije 30-50 50-60 1-3ći razred osnovne škole 3-6 razred OŠ prosta radna snaga vrlo jednostavni poslovi 25 lagani jednostavni poslovi koji 61-74 6-8 razred OŠ zahtevaju nadzor montaža, prehrana, 75-89 1-4 razred srednje škole medicinske sestre... Prodavac, šef u 90-99 1 i 2ga godina fakulteta supermarketima zanimanja sa visokom 100-110 4 godine fakulteta stučnom spremom rukovodioc, asistent, 111-120 Master titula finansijski direktor, lekar finansijski direktori, Doktori nauka sa 121-125 analitičari, profesori na netehničkih fakulteta fakultetu 126-131 Svi doktori nauka CEO, profesori na fakultetu Eminentni profesori, pisci 132-137 Bez ograničenja 1 udžbenika 138-150 BO (1:100) Vodeći matematičari, fizičari 151-160 BO (1:1,000) Linkoln, Kopernik, Džeferson 161-174 BO (1:10,000) Dekart, Ajnštajn, Spinoza 132-137 175-200 BO (1:1,000,000) Šekspir, Gete, Njuton
58.
IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismen institucionalizovan IQ kategorije 30-50 50-60 1-3ći razred osnovne škole 3-6 razred OŠ prosta radna snaga vrlo jednostavni poslovi 25 lagani jednostavni poslovi koji 61-74 6-8 razred OŠ zahtevaju nadzor montaža, prehrana, 75-89 1-4 razred srednje škole medicinske sestre... Prodavac, šef u 90-99 1 i 2ga godina fakulteta supermarketima zanimanja sa visokom 100-110 4 godine fakulteta stučnom spremom rukovodioc, asistent, 111-120 Master titula finansijski direktor, lekar finansijski direktori, Doktori nauka sa 121-125 analitičari, profesori na netehničkih fakulteta fakultetu 126-131 Svi doktori nauka CEO, profesori na fakultetu Eminentni profesori, pisci 132-137 Bez ograničenja udžbenika 138-150 BO (1:100) Vodeći matematičari, fizičari 151-160 BO (1:1,000) Linkoln, Kopernik, Džeferson 161-174 BO (1:10,000) Dekart, Ajnštajn, Spinoza 175-200 BO (1:1,000,000) Šekspir, Gete, Njuton
59.
IQ rang Tipično obrazovanje Opciono zaopslenje nezapošljiv > 30 nepismen institucionalizovan 30-50 1-3ći razred osnovne škole prosta radna snaga 50-60 3-6 razred OŠ vrlo jednostavni poslovi 25 lagani jednostavni poslovi koji 61-74 6-8 razred OŠ zahtevaju nadzor montaža, prehrana, medicinske 75-89 1-4 razred srednje škole sestre... 90-99 1 i 2ga godina fakulteta Prodavac, šef u supermarketima zanimanja sa visokom stučnom 100-110 4 godine fakulteta spremom rukovodioc, asistent, finansijski 111-120 Master titula direktor, lekar Doktori nauka sa netehničkih finansijski direktori, analitičari, 121-125 fakulteta profesori na fakultetu 126-131 Svi doktori nauka CEO, profesori na fakultetu Eminentni profesori, pisci 132-137 Bez ograničenja udžbenika 138-150 BO (1:100) Vodeći matematičari, fizičari 151-160 BO (1:1,000) Linkoln, Kopernik, Džeferson 161-174 BO (1:10,000) Dekart, Ajnštajn, Spinoza 175-200 BO (1:1,000,000) Šekspir, Gete, Njuton
60.
Ekonomska i socijalnakorelacija IQ
61.
Ekonomska i socijalnakorelacija IQ <75 75-90 90-110 110-125 >125 Distribucija populacije 5 20 50 20 5 Oženjeni do 30-te 72 81 81 72 67 Bez posla više od mesec dana 22 19 15 14 10 godišnje (muškarci) Razvedeni posle 5 godina braka 21 22 23 15 9 % dece sa IQ u donjem decilu (majke) 39 17 6 7 - Vanbračno rođena deca 32 17 8 4 2 Žive u bedi 30 16 6 3 2 Stalni korisnici pomoći (majke) 31 17 8 2 0 Napustili visoku školu 55 35 6 0.4 0
62.
Ekonomska i socijalnakorelacija IQ <75 75-90 90-110 110-125 >125 Distribucija populacije 5 20 50 20 5 Oženjeni do 30-te 72 81 81 72 67 Bez posla više od mesec dana 22 19 15 14 10 godišnje (muškarci) Razvedeni posle 5 godina braka 21 22 23 15 9 % dece sa IQ u donjem decilu (majke) 39 17 6 7 - Vanbračno rođena deca 32 17 8 4 2 Žive u bedi 30 16 6 3 2 Stalni korisnici pomoći (majke) 31 17 8 2 0 Napustili visoku školu 55 35 6 0.4 0
63.
Ekonomska i socijalnakorelacija IQ <75 75-90 90-110 110-125 >125 Distribucija populacije 5 20 50 20 5 Oženjeni do 30-te 72 81 81 72 67 Bez posla više od mesec dana 22 19 15 14 10 godišnje (muškarci) Razvedeni posle 5 godina braka 21 22 23 15 9 % dece sa IQ u donjem decilu (majke) 39 17 6 7 - Vanbračno rođena deca 32 17 8 4 2 Žive u bedi 30 16 6 3 2 Stalni korisnici pomoći (majke) 31 17 8 2 0 Napustili visoku školu 55 35 6 0.4 0
64.
Ekonomska i socijalnakorelacija IQ <75 75-90 90-110 110-125 >125 Distribucija populacije 5 20 50 20 5 Oženjeni do 30-te 72 81 81 72 67 Bez posla više od mesec dana 22 19 15 14 10 godišnje (muškarci) Razvedeni posle 5 godina braka 21 22 23 15 9 % dece sa IQ u donjem decilu (majke) 39 17 6 7 - Vanbračno rođena deca 32 17 8 4 2 Žive u bedi 30 16 6 3 2 Stalni korisnici pomoći (majke) 31 17 8 2 0 Napustili visoku školu 55 35 6 0.4 0
65.
Ekonomska i socijalnakorelacija IQ <75 75-90 90-110 110-125 >125 Distribucija populacije 5 20 50 20 5 Oženjeni do 30-te 72 81 81 72 67 Bez posla više od mesec dana 22 19 15 14 10 godišnje (muškarci) Razvedeni posle 5 godina braka 21 22 23 15 9 % dece sa IQ u donjem decilu (majke) 39 17 6 7 - Vanbračno rođena deca 32 17 8 4 2 Žive u bedi 30 16 6 3 2 Stalni korisnici pomoći (majke) 31 17 8 2 0 Napustili visoku školu 55 35 6 0.4 0
66.
Ekonomska i socijalnakorelacija IQ <75 75-90 90-110 110-125 >125 Distribucija populacije 5 20 50 20 5 Oženjeni do 30-te 72 81 81 72 67 Bez posla više od mesec dana 22 19 15 14 10 godišnje (muškarci) Razvedeni posle 5 godina braka 21 22 23 15 9 % dece sa IQ u donjem decilu (majke) 39 17 6 7 - Vanbračno rođena deca 32 17 8 4 2 Žive u bedi 30 16 6 3 2 Stalni korisnici pomoći (majke) 31 17 8 2 0 Napustili visoku školu 55 35 6 0.4 0
67.
Ekonomska i socijalnakorelacija IQ <75 75-90 90-110 110-125 >125 Distribucija populacije 5 20 50 20 5 Oženjeni do 30-te 72 81 81 72 67 Bez posla više od mesec dana 22 19 15 14 10 godišnje (muškarci) Razvedeni posle 5 godina braka 21 22 23 15 9 % dece sa IQ u donjem decilu (majke) 39 17 6 7 - Vanbračno rođena deca 32 17 8 4 2 Žive u bedi 30 16 6 3 2 Stalni korisnici pomoći (majke) 31 17 8 2 0 Napustili visoku školu 55 35 6 0.4 0
68.
Ekonomska i socijalnakorelacija IQ <75 75-90 90-110 110-125 >125 Distribucija populacije 5 20 50 20 5 Oženjeni do 30-te 72 81 81 72 67 Bez posla više od mesec dana 22 19 15 14 10 godišnje (muškarci) Razvedeni posle 5 godina braka 21 22 23 15 9 % dece sa IQ u donjem decilu (majke) 39 17 6 7 - Vanbračno rođena deca 32 17 8 4 2 Žive u bedi 30 16 6 3 2 Stalni korisnici pomoći (majke) 31 17 8 2 0 Napustili visoku školu 55 35 6 0.4 0
69.
Ekonomska i socijalnakorelacija IQ <75 75-90 90-110 110-125 >125 Distribucija populacije 5 20 50 20 5 Oženjeni do 30-te 72 81 81 72 67 Bez posla više od mesec dana 22 19 15 14 10 godišnje (muškarci) Razvedeni posle 5 godina braka 21 22 23 15 9 % dece sa IQ u donjem decilu (majke) 39 17 6 7 - Vanbračno rođena deca 32 17 8 4 2 Žive u bedi 30 16 6 3 2 Stalni korisnici pomoći (majke) 31 17 8 2 0 Napustili visoku školu 55 35 6 0.4 0
70.
Ekonomska i socijalnakorelacija IQ <75 75-90 90-110 110-125 >125 Distribucija populacije 5 20 50 20 5 Oženjeni do 30-te 72 81 81 72 67 Bez posla više od mesec dana 22 19 15 14 10 godišnje (muškarci) Razvedeni posle 5 godina braka 21 22 23 15 9 % dece sa IQ u donjem decilu (majke) 39 17 6 7 - Vanbračno rođena deca 32 17 8 4 2 Žive u bedi 30 16 6 3 2 Stalni korisnici pomoći (majke) 31 17 8 2 0 Napustili visoku školu 55 35 6 0.4 0
71.
IQ kategorije 25 25 15 20 5 4 3 2 1 132-137 121-125 101-111 75-89 <60 126-131 112-120 90-100 61-74
72.
IQ kategorije
76.
IQ nacije Flinov efekat(Flynn)
77.
Menja se 0.2- 0.4% godišnje
78.
Japan 105 Indonezija 89 Nemačka 102 Holandija 102 Irak 87 VelikaBritanija 100 Meksiko 87 SAD (belci) 100 Francuska 98 SAD (crnci) 85 Češka 97 Egipat 83 Grčka 92 Indija 81 Gvatemala 79 Malezija 92
79.
Japan 105 Indonezija 89 Nemačka 102 Hrvatska 88 Holandija 102 Irak 87 VelikaBritanija 100 Meksiko 87 SAD (belci) 100 Srbija 87 Francuska 98 SAD (crnci) 85 Češka 97 Bosna i Hercegovina 86 SFR Jugoslavija 95 Egipat 83 Grčka 94 Indija 81 Slovenija 93 Gvatemala 79 Malezija 92
80.
Činjenica br 3 Generacije
82.
Arthurian Generation (1433–1460)(H) ■ Humanist Generation (1461–1482) (A) ■ Reformation Generation (1483–1511) (P) ■ Reprisal Generation (1512–1540) (N) ■ Elizabethan Generation (1541–1565) (H) ■ Parliamentary Generation (1566–1587) (A) ■ Puritan Generation (1588–1617) (P) ■ Cavalier Generation (1618–1647) (N) ■ Glorious Generation (1648–1673) (H) ■ Enlightenment Generation (1674–1700) (A) ■ Awakening Generation (1701–1723) (P) ■ Liberty Generation (1724–1741) (N) ■ Republican Generation (1742–1766) (H) ■ Compromise Generation (1767–1791) (A) ■ Transcendental Generation (1792–1821) (P) ■ Gilded Generation (1822–1842) (N) ■ Progressive Generation (1843–1859) (A) ■ Missionary Generation (1860–1882) (P) ■ Lost Generation (1883–1900) (N) ■ G.I. Generation (1901–1924) (H) ■ Silent Generation (1925–1942) (A) ■ Boom Generation (1943–1960) (P) ■ Generation X (Gen X) (1961–1981) (N) ■ Millennial Generation (Gen Y) (1982–2004) (H) ■ Homeland Generation (2005 - ????) (A)
83.
Radna snaga: shvatanjevrednosti različitih generacija
84.
Radna snaga: shvatanjevrednosti različitih generacija Baby Boomers
85.
Radna snaga: shvatanjevrednosti različitih generacija Baby Boomers (1946-1964)
86.
Radna snaga: shvatanjevrednosti različitih generacija Baby Boomers (1946-1964)  Vole komunikaciju licem u lice
87.
Radna snaga: shvatanjevrednosti različitih generacija Baby Boomers (1946-1964)  Vole komunikaciju licem u lice  Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude vrednovan u polju na kojem su eksperti
88.
Radna snaga: shvatanjevrednosti različitih generacija Baby Boomers (1946-1964)  Vole komunikaciju licem u lice  Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude vrednovan u polju na kojem su eksperti  Prilagođavaju se na ostale kulture, ali ostaju verni korenima
89.
Radna snaga: shvatanjevrednosti različitih generacija Baby Boomers (1946-1964)  Vole komunikaciju licem u lice  Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude vrednovan u polju na kojem su eksperti  Prilagođavaju se na ostale kulture, ali ostaju verni korenima  Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije; žele da budu mentori drugih kako bi se uverili da se njihov rad i dalje vrednuje
90.
Radna snaga: shvatanjevrednosti različitih generacija Baby Boomers (1946-1964)  Vole komunikaciju licem u lice  Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude vrednovan u polju na kojem su eksperti  Prilagođavaju se na ostale kulture, ali ostaju verni korenima  Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije; žele da budu mentori drugih kako bi se uverili da se njihov rad i dalje vrednuje  Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na svoj način
91.
Radna snaga: shvatanjevrednosti različitih generacija Baby Boomers Generacija X (1946-1964)  Vole komunikaciju licem u lice  Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude vrednovan u polju na kojem su eksperti  Prilagođavaju se na ostale kulture, ali ostaju verni korenima  Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije; žele da budu mentori drugih kako bi se uverili da se njihov rad i dalje vrednuje  Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na svoj način
92.
Radna snaga: shvatanjevrednosti različitih generacija Baby Boomers Generacija X (1946-1964) (1965-1977)  Vole komunikaciju licem u lice  Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude vrednovan u polju na kojem su eksperti  Prilagođavaju se na ostale kulture, ali ostaju verni korenima  Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije; žele da budu mentori drugih kako bi se uverili da se njihov rad i dalje vrednuje  Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na svoj način
93.
Radna snaga: shvatanjevrednosti različitih generacija Baby Boomers Generacija X (1946-1964) (1965-1977)  Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/ voice komunikaciju  Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude vrednovan u polju na kojem su eksperti  Prilagođavaju se na ostale kulture, ali ostaju verni korenima  Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije; žele da budu mentori drugih kako bi se uverili da se njihov rad i dalje vrednuje  Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na svoj način
94.
Radna snaga: shvatanjevrednosti različitih generacija Baby Boomers Generacija X (1946-1964) (1965-1977)  Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/ voice komunikaciju  Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude  Imaju nezavisne vrednosti, posvećeni su vrednovan u polju na kojem su eksperti radu, ali očekuju nagradu; zainteresovani su za balans rad/život  Prilagođavaju se na ostale kulture, ali ostaju verni korenima  Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije; žele da budu mentori drugih kako bi se uverili da se njihov rad i dalje vrednuje  Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na svoj način
95.
Radna snaga: shvatanjevrednosti različitih generacija Baby Boomers Generacija X (1946-1964) (1965-1977)  Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/ voice komunikaciju  Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude  Imaju nezavisne vrednosti, posvećeni su vrednovan u polju na kojem su eksperti radu, ali očekuju nagradu; zainteresovani su za balans rad/život  Prilagođavaju se na ostale kulture, ali ostaju verni korenima  Otvoreni su na mešavinu kulture i žele da putuju  Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije; žele da budu mentori drugih kako bi se uverili da se njihov rad i dalje vrednuje  Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na svoj način
96.
Radna snaga: shvatanjevrednosti različitih generacija Baby Boomers Generacija X (1946-1964) (1965-1977)  Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/ voice komunikaciju  Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude  Imaju nezavisne vrednosti, posvećeni su vrednovan u polju na kojem su eksperti radu, ali očekuju nagradu; zainteresovani su za balans rad/život  Prilagođavaju se na ostale kulture, ali ostaju verni korenima  Otvoreni su na mešavinu kulture i žele da putuju  Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije;  Nezavisni učenici; sami vode sebe; žele da budu mentori drugih kako bi se otvoreni su na virtuelno učenje; uverili da se njihov rad i dalje vrednuje adaptiraju se brzo na promenu tehnologije  Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na svoj način
97.
Radna snaga: shvatanjevrednosti različitih generacija Baby Boomers Generacija X (1946-1964) (1965-1977)  Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/ voice komunikaciju  Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude  Imaju nezavisne vrednosti, posvećeni su vrednovan u polju na kojem su eksperti radu, ali očekuju nagradu; zainteresovani su za balans rad/život  Prilagođavaju se na ostale kulture, ali ostaju verni korenima  Otvoreni su na mešavinu kulture i žele da putuju  Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije;  Nezavisni učenici; sami vode sebe; žele da budu mentori drugih kako bi se otvoreni su na virtuelno učenje; uverili da se njihov rad i dalje vrednuje adaptiraju se brzo na promenu tehnologije  Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na  Izazivaju autoritete; napustiće posao koji svoj način im se ne sviđa momentalno
98.
Radna snaga: shvatanjevrednosti različitih generacija Baby Boomers Generacija X Generacija Y (1946-1964) (1965-1977)  Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/ voice komunikaciju  Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude  Imaju nezavisne vrednosti, posvećeni su vrednovan u polju na kojem su eksperti radu, ali očekuju nagradu; zainteresovani su za balans rad/život  Prilagođavaju se na ostale kulture, ali ostaju verni korenima  Otvoreni su na mešavinu kulture i žele da putuju  Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije;  Nezavisni učenici; sami vode sebe; žele da budu mentori drugih kako bi se otvoreni su na virtuelno učenje; uverili da se njihov rad i dalje vrednuje adaptiraju se brzo na promenu tehnologije  Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na  Izazivaju autoritete; napustiće posao koji svoj način im se ne sviđa momentalno
99.
Radna snaga: shvatanjevrednosti različitih generacija Baby Boomers Generacija X Generacija Y (1946-1964) (1965-1977) (1978-danas)  Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/ voice komunikaciju  Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude  Imaju nezavisne vrednosti, posvećeni su vrednovan u polju na kojem su eksperti radu, ali očekuju nagradu; zainteresovani su za balans rad/život  Prilagođavaju se na ostale kulture, ali ostaju verni korenima  Otvoreni su na mešavinu kulture i žele da putuju  Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije;  Nezavisni učenici; sami vode sebe; žele da budu mentori drugih kako bi se otvoreni su na virtuelno učenje; uverili da se njihov rad i dalje vrednuje adaptiraju se brzo na promenu tehnologije  Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na  Izazivaju autoritete; napustiće posao koji svoj način im se ne sviđa momentalno
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Radna snaga: shvatanjevrednosti različitih generacija Baby Boomers Generacija X Generacija Y (1946-1964) (1965-1977) (1978-danas)  Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/  Žele instant poruke. Kratke, oštre, bez voice komunikaciju uvijanja. Mobilne telefone  Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude  Imaju nezavisne vrednosti, posvećeni su vrednovan u polju na kojem su eksperti radu, ali očekuju nagradu; zainteresovani su za balans rad/život  Prilagođavaju se na ostale kulture, ali ostaju verni korenima  Otvoreni su na mešavinu kulture i žele da putuju  Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije;  Nezavisni učenici; sami vode sebe; žele da budu mentori drugih kako bi se otvoreni su na virtuelno učenje; uverili da se njihov rad i dalje vrednuje adaptiraju se brzo na promenu tehnologije  Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na  Izazivaju autoritete; napustiće posao koji svoj način im se ne sviđa momentalno
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Radna snaga: shvatanjevrednosti različitih generacija Baby Boomers Generacija X Generacija Y (1946-1964) (1965-1977) (1978-danas)  Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/  Žele instant poruke. Kratke, oštre, bez voice komunikaciju uvijanja. Mobilne telefone  Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude  Imaju nezavisne vrednosti, posvećeni su  Vrednuju balans rad/život, rade virtualno i vrednovan u polju na kojem su eksperti radu, ali očekuju nagradu; zainteresovani timski su orijentisani su za balans rad/život  Prilagođavaju se na ostale kulture, ali ostaju verni korenima  Otvoreni su na mešavinu kulture i žele da putuju  Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije;  Nezavisni učenici; sami vode sebe; žele da budu mentori drugih kako bi se otvoreni su na virtuelno učenje; uverili da se njihov rad i dalje vrednuje adaptiraju se brzo na promenu tehnologije  Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na  Izazivaju autoritete; napustiće posao koji svoj način im se ne sviđa momentalno
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Radna snaga: shvatanjevrednosti različitih generacija Baby Boomers Generacija X Generacija Y (1946-1964) (1965-1977) (1978-danas)  Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/  Žele instant poruke. Kratke, oštre, bez voice komunikaciju uvijanja. Mobilne telefone  Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude  Imaju nezavisne vrednosti, posvećeni su  Vrednuju balans rad/život, rade virtualno i vrednovan u polju na kojem su eksperti radu, ali očekuju nagradu; zainteresovani timski su orijentisani su za balans rad/život  Prilagođavaju se na ostale kulture, ali  Imaju globalnu perspektivu. Imaju različite ostaju verni korenima  Otvoreni su na mešavinu kulture i žele drugove i međunarodne kontakte da putuju  Očekuju da se o njima vodi računa, da budu obučeni za upotrebu tehnologije;  Nezavisni učenici; sami vode sebe; žele da budu mentori drugih kako bi se otvoreni su na virtuelno učenje; uverili da se njihov rad i dalje vrednuje adaptiraju se brzo na promenu tehnologije  Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na  Izazivaju autoritete; napustiće posao koji svoj način im se ne sviđa momentalno
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Radna snaga: shvatanjevrednosti različitih generacija Baby Boomers Generacija X Generacija Y (1946-1964) (1965-1977) (1978-danas)  Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/  Žele instant poruke. Kratke, oštre, bez voice komunikaciju uvijanja. Mobilne telefone  Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude  Imaju nezavisne vrednosti, posvećeni su  Vrednuju balans rad/život, rade virtualno i vrednovan u polju na kojem su eksperti radu, ali očekuju nagradu; zainteresovani timski su orijentisani su za balans rad/život  Prilagođavaju se na ostale kulture, ali  Imaju globalnu perspektivu. Imaju različite ostaju verni korenima  Otvoreni su na mešavinu kulture i žele drugove i međunarodne kontakte da putuju  Očekuju da se o njima vodi računa, da  Brzo uče, posebno tehniku. Uče na bazi budu obučeni za upotrebu tehnologije;  Nezavisni učenici; sami vode sebe; iskustva.Video igre pomažu njihove žele da budu mentori drugih kako bi se otvoreni su na virtuelno učenje; strategije učenja. Žele izazove koji uverili da se njihov rad i dalje vrednuje adaptiraju se brzo na promenu zahtevaju rešavanje problema. tehnologije  Žele da rade za starog poslodavca i da se ka vrhu kompanijske piramide penju na  Izazivaju autoritete; napustiće posao koji svoj način im se ne sviđa momentalno
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Radna snaga: shvatanjevrednosti različitih generacija Baby Boomers Generacija X Generacija Y (1946-1964) (1965-1977) (1978-danas)  Vole komunikaciju licem u lice  Koriste CDove i veb baziranu/ e-mail/  Žele instant poruke. Kratke, oštre, bez voice komunikaciju uvijanja. Mobilne telefone  Rade dugo, ali žele da to bude na jednom mestu; žele izazove, da njihov rad bude  Imaju nezavisne vrednosti, posvećeni su  Vrednuju balans rad/život, rade virtualno i vrednovan u polju na kojem su eksperti radu, ali očekuju nagradu; zainteresovani timski su orijentisani su za balans rad/život  Prilagođavaju se na ostale kulture, ali  Imaju globalnu perspektivu. Imaju različite ostaju verni korenima  Otvoreni su na mešavinu kulture i žele drugove i međunarodne kontakte da putuju  Očekuju da se o njima vodi računa, da  Brzo uče, posebno tehniku. Uče na bazi budu obučeni za upotrebu tehnologije;  Nezavisni učenici; sami vode sebe; iskustva.Video igre pomažu njihove žele da budu mentori drugih kako bi se otvoreni su na virtuelno učenje; strategije učenja. Žele izazove koji uverili da se njihov rad i dalje vrednuje adaptiraju se brzo na promenu zahtevaju rešavanje problema. tehnologije  Žele da rade za starog poslodavca i da se  Imaju niska očekivanja vezana za doživotnu ka vrhu kompanijske piramide penju na  Izazivaju autoritete; napustiće posao koji karijeru; poverljivi, znaju šta žele i svoj način im se ne sviđa momentalno pripremljeni su za promenu poslodavca
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Što duže živim,to više osećam, da sve ono što je bilo dobro za naše očeve, nije više dobro za nas Oscar Wilde (1854-1900)
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INTERNET OF THINGS INFORMATICA POSTMODERNA Petar Kočović 14. novembar, 2012
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Kancelarija 1990-tih
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Kancelarija 1990-tih
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1990
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1990
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1990
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1990
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1990
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Kako smo mipostojali? 1990
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Danas imamo
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800,000,000 PAMETNIH TELEFONA
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1,500,000,000 PC računara
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2,300,000,000 LJUDI INTERNETU
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3,500,000,000 MOBILNIH TELEFONA
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5,000,000,000 INTERNET-POVEZANIH UREDJAJA
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87,000,000,000 GOGLE PRETRAŽIVANJA/MES
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28,000,000,000,000,000,000 EGZABATA NA INTERNETU/MES
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350,000,000,000,000,000,000 EGZABAJTA SMEŠTENIH
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Računar u našemmobilnom
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Računar u našemmobilnom  1,000,000 puta jeftiniji
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Računar u našemmobilnom  1,000,000 puta jeftiniji  1,000 snažniji
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Računar u našemmobilnom  1,000,000 puta jeftiniji  1,000 snažniji  100,000 manji
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Računar u našemmobilnom  1,000,000 puta jeftiniji  1,000 snažniji  100,000 manji nego IBM 360 na MIT, 1965
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Danas imamo
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Danas imamo 1 milijardutranzistora po osobi na planeti
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Danas imamo 1 milijardutranzistora po osobi na planeti Do 2010 30 - milijardi RFID na svetu
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INSTRUMENTALIZOVANI Danas imamo 1 milijardu tranzistora po osobi na planeti Do 2010 30 - milijardi RFID na svetu
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INSTRUMENTALIZOVANI Lanci snabdevanja, zdravstvenemreže, gradovi, prirodni sistemi (kao reke) Danas imamo 1 milijardu tranzistora po osobi na planeti Do 2010 30 - milijardi RFID na svetu
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Povezani uređaji do2020 Milijardi komada
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Povezani uređaji do2020 Milijardi komada 150 113 75 38 Uvek 0 Povremeno
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RFID & NFC (Radio-FrequencyIdentiﬁcation & Near Field Communication)
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RFID & NFC (Radio-FrequencyIdentiﬁcation & Near Field Communication)
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RFID & NFC (Radio-FrequencyIdentiﬁcation & Near Field Communication)
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RFID & NFC (Radio-FrequencyIdentiﬁcation & Near Field Communication)
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RFID & NFC (Radio-FrequencyIdentiﬁcation & Near Field Communication)
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RFID & NFC (Radio-FrequencyIdentiﬁcation & Near Field Communication)
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RFID & NFC (Radio-FrequencyIdentiﬁcation & Near Field Communication)
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The Internet ofThings: automobili, avioni, kamere, putevi, naftovodi, lekovi i životne namirnice ~1 trilion
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The Internet ofThings: automobili, avioni, kamere, putevi, naftovodi, lekovi i životne namirnice ~1 trilion
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The Internet ofThings: automobili, avioni, kamere, putevi, naftovodi, lekovi i životne namirnice ~1 trilion
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The Internet ofThings: automobili, avioni, kamere, putevi, naftovodi, lekovi i životne namirnice ~1 trilion
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The Internet ofThings: automobili, avioni, kamere, putevi, naftovodi, lekovi i životne namirnice ~1 trilion POVEZANI
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Sliv tehnologija
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Sliv tehnologija + +
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Sliv tehnologija + + Razmišljamo i delujemo na novi način
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Sliv tehnologija + + Razmišljamo i delujemo na novi način ekonomski, društveno i tehnički
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IT menja poslovanje
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Potrebe za napretkomsu jasne 170 milijardi kWh se izgubi svake godine
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Potrebe za napretkom su jasne
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Potrebe za napretkom su jasne 3.7 milijardi izgubljenih radnih
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Potrebe za napretkom su jasne 3.7 milijardi izgubljenih radnih 8.7 milijardi litara benzina
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100 miliona ljudiširom sveta - ispod granice bede
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Mogućnosti za napretkom sujasne
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Mogućnosti za napretkom su jasne 10% smanjiti troškove energije
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Mogućnosti za napretkom su jasne 20% smanjiti 10% smanjiti saobraćaj troškove energije 12% smanjiti emisiju štetnih gasova
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Mogućnosti za napretkom su jasne 20% smanjiti $80 mlrd 10% smanjiti saobraćaj uštede troškove energije 12% smanjiti emisiju troškova štetnih gasova
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Svetsko stanovništvo
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Vođe moraju davode kroz nepoznato 8 od 10 CEOa 3x je povećana pukotina shvata između liderove potrebe za turbulentne promenama i njegove promene sposobnosti da upravlja njima
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PONOVNO ZAMIŠLJANJE IT POSLOVANJE POSTMODERNE POJEDNOSTAVLJIVANJE KREATIVNA DESTRUKCIJA
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Oblak Društv. mreže Mobilnost
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Oblak Informacija Društv. mreže Mobilnost
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Oblak Informacija Društv. mreže Mobilnost Fleksibilna arhitektura
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Oblak Informacija Društv. mreže Mobilnost Fleksibilna arhitektura NEKSUS SILA
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Oblak Informacija Društv. mreže Mobilnost Fleksibilna arhitektura NEKSUS SILA
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Tehnologije koje ćenas odvesti u Internet stvari: Neksus
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Tehnologije koje ćenas odvesti u Internet stvari: Neksus
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Oblak
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RAST JAVNOG OBLAKA
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RAST JAVNOG OBLAKA 300 225 150 75 0 2011 2012 2013 2014 2015
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RAST JAVNOG OBLAKA 300 225 150 75 0 2011 2012 2013 2014 2015 Usluge poslovnih procesa Aplikacija Sistemska infrastruktura Aplikaciona infrastruktura
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RAST JAVNOG OBLAKA 90% usluga u oblaku su pretplate 300 225 150 75 0 2011 2012 2013 2014 2015 Usluge poslovnih procesa Aplikacija Sistemska infrastruktura Aplikaciona infrastruktura
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RAST JAVNOG OBLAKA 90% usluga u oblaku su pretplate 80% poslovanja koristi SaaS 300 225 150 75 0 2011 2012 2013 2014 2015 Usluge poslovnih procesa Aplikacija Sistemska infrastruktura Aplikaciona infrastruktura
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“Ovo nije kraj.To čak nije ni početak kraja. Ali to je, verovatno, kraj početka” - Winston Churchill
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Društvene mreže
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SLEDEĆA FAZA DRUŠTVENOG RAČUNARSTVA: Masovni potrošači Masovni građani Masovno učešće zaposlenih u ﬁrmama
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Informacija
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ANALITIKA JE MOTORSA UNUTRAŠNJIM SAGOREVANJEM POSLOVANJA
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POPLAVA VELIKIH PODATAKA
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Algoritmi za prediktivnu analizu
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Do 2015, 25%organizacija će imati novo zanimanje - Chief Digital Ofﬁcer
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Do 2015 godine,veliki podaci će na globalnom nivou da kreiraju novih 4.4 miliona IT poslova ... ... od toga 1.4 miliona u Evropi
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Nova informaciona ekonomija
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Mobilnost
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DO 2018 -70% MOBILNIH RADNIKA ĆE KORISTITI TABLET I HIBRIDNI TABLET
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DO 2018 -70% MOBILNIH RADNIKA ĆE KORISTITI TABLET I HIBRIDNI TABLET 50% BYOD
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ŠTA JE INSTALIRANO DesktopPC Mobilni PC Pametni telefoni Tableti
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ŠTA JE INSTALIRANO 5000 3750 2500 1250 2011 2012 2013 0 2014 2015 Desktop PC Mobilni PC Pametni telefoni Tableti
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2/3 radne snageće koristiti vlastite mobilne telefone BYOD (Bring Your Own Devices)... a 40% radne snage će biti mobilno
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0 250 500 750 1 918M Kumulativna prodaja do 2016 2010 2016 RAST MEDIJA TABLETA
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VELIKA SMENA Jedinice 100% Mobilni OS 75% 50% PC OS 25% 2008 2009 2010 2011 2012 2013 0% 2014 2015
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DO 2015 -PRIVATNE APLIKACIONE RADNJE
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DO 2015 -PRIVATNE APLIKACIONE RADNJE ĆE BITI ZASTUPLJENE U 60% IT ORGANIZACIJA
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DO 2015 -PRIVATNE APLIKACIONE RADNJE ĆE BITI ZASTUPLJENE U 60% IT ORGANIZACIJA DO 2016 - 300 MILIJARDI APLIKACIJA ĆE GODIŠNJE DA SE DOWNLOADUJE
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Prodaja softvera zapametne telefone će porasti 25% do 2014 godine
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STRATEŠKI I RAZARAJUĆIDOBAVLJAČI
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DO 2014, CIO ĆE IZGUBITI KONTROLU NAD 25% SVOJIH BUDŽETA
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DO 2017, CMO ĆEMOŽDA IMATI VEĆE BUDŽETE OD CIO
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OS za pametnetelefone 60 45 30 15 0 2011 2012 2013 2014 2015 Android iOS Symbian RIM Windows Phone Other
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90% preduzeća NEĆE instalirati Windows 8 do 2014 godine
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Velika debata ubudućnosti: - Da li sam opt-out?
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Proširena stvarnost (Augmentedreality)
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Proširena stvarnost (Augmentedreality)  Pokaži mi organski sertiﬁkat!
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Proširena stvarnost (Augmentedreality)  Pokaži mi organski sertiﬁkat!  Pokaži mi GMO hranu!
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Proširena stvarnost (Augmentedreality)  Pokaži mi organski sertiﬁkat!  Pokaži mi GMO hranu!  Pokaži mi sadrćaj soli i masnoća!
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Theory of Everything John Ellis (1946-) Britanski teorijski ﬁzičar The Superstring Theory of Everything or of Nothing Nature, Vol 323, 595-598 (16 October 1986)
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Internet of (Every)Things
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Internet of (Every)Things 50%+ Internet veza su stvari 2011: 15+ mlrd permanent, 50+ mlrd povremeno 2020: 30+ mlrd permanent, >200 mlrd povremeno
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Internet of (Every)Things 50%+ Internet veza su stvari Udaljeni senzori objekata i 2011: 15+ mlrd permanent, 50+ mlrd povremeno okruženja 2020: 30+ mlrd permanent, >200 mlrd povremeno Kamere i mikrofoni su svuda Sve ima URL
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Internet of (Every)Things 50%+ Internet veza su stvari Udaljeni senzori objekata i 2011: 15+ mlrd permanent, 50+ mlrd povremeno okruženja 2020: 30+ mlrd permanent, >200 mlrd povremeno Audio $0.5 Kamere i mikrofoni su svuda Sve ima URL 2 GB ﬂeš $3 LTE NFC GPRS $7/Wi-Fi $3 7" 800 x 400 displej $20
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Internet of (Every)Things 50%+ Internet veza su stvari Udaljeni senzori objekata i 2011: 15+ mlrd permanent, 50+ mlrd povremeno okruženja 2020: 30+ mlrd permanent, >200 mlrd povremeno Upravljanje infrastrukturam a i građevinama Nove putanje do tržišta na osnovu QR Audio $0.5 koda Kamere i mikrofoni su svuda Sve ima URL 2 GB ﬂeš $3 Sadržaj i usluge putem povezanih proizvoda Augmented Situaciona podrška LTE reality odlukama NFC GPRS $7/Wi-Fi $3 7" 800 x 400 displej $20
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gartner.com
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Izazov Interneta stvari Internetstvari Objekti, sistemi, ljudi, informacije, virtualni entiteti Access pointi i izvori podataka se šire
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Izazov Interneta stvari Internetstvari Objekti, sistemi, ljudi, informacije, virtualni entiteti Access pointi i izvori podataka se šire Streamovi događaja i objekti kao "korisnici" Nove strategije podataka — ne može sve da se sačuva
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Rej Kerzvejl (RayKurzweil) “Pa, ono što je moglo da stane u zgradu, sada staje u naš džep, a ono što dans staje u naš džep moći će da stane u krvnu ćeliju za 25 godina? Tako nešto još nismo videli.”
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dr Michio Kaku– Augmented Reality je sada
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Internet kontaktna sočiva
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Internet kontaktna sočiva
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Internet kontaktna sočiva
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Transparentni OLED ekrani i 3D TV
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Transparentni OLED ekrani i 3D TV
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Transparentni OLED ekrani i 3D TV CSI Miami
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Transparentni OLED ekrani
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Kako je svepočelo Star Trek - 1968 Altair 8800
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Franuski Telecom –Big Screen Video EyeWear
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Telefon sa savitljivimekranom – za 1 cent!
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Video zid od360 stepeni
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Računar za jednuupotrebu
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Računar za jednuupotrebu
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BMW 7 –Head Up displej
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Holografska projekcija
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Telepatija
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Teleportacija
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Telekineza
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Telekineza – interfejsna bazi moždanog računara
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Telekineza – interfejsna bazi moždanog računara
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Telekineza – interfejsna bazi moždanog računara
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Asimo Robot
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Film: Fantastično putovanje
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Nano Tehnologija
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Nano Tehnologija
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Nano Tehnologija Nanočestice ubijaju ćelije raka Reč: TUMOR će nestati iz rečnika
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Nano Tehnologija Nanočestice ubijaju ćelije raka Reč: TUMOR će nestati iz rečnika
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Nano Tehnologija Nanočestice ubijaju ćelije raka Reč: TUMOR će nestati iz rečnika
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Toalet će bitivaš doktor ... meriće: šećer u vašoj krvi, stanje vašeg zdravlja
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DNA čipovi –Genetski sadržaj Baza podataka sa DNK podacima: yaboravimo privatnost
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Trikorder – odmahotkriva svaku bolest
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Mini MRI IBM MiniMRI
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Mini MRI IBM MiniMRI
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Mini MRI IBM MiniMRI
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Ljudski genom –rast ljudskih organa
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Ljudski genom –rast ljudskih organa
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Ljudski genom –rast ljudskih organa
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Veliki podaci ...brzi podaci … svi podaci Ubrzo će opteretiti resurse u preduzeću
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Veliki podaci ...brzi podaci … svi podaci Mobilnosti i komunikacije Ubrzo će opteretiti resurse u preduzeću
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Veliki podaci ...brzi podaci … svi podaci RFID, Metri i ostali OT Mobilnosti i komunikacije Ubrzo će opteretiti resurse u preduzeću
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Veliki podaci ...brzi podaci … svi podaci d seball an ckey, ba aying ho s. I like pl mountain climbing th ns in Nor at civilizatio arvels th all and baseb I nt playi rin hockey, The ancie like gineeng g m use had en climbing mounca .s ce betains America and Gree 700 year d Rome t h ancie ntabou ations in Nort surpasse The the "0I"like playing hockn civiliz "golde ey, they invented discovered the g marvr baseball and eerin theiels that America had engin climbing mountains. ey also aspect of ce because eelier. Thsurpassed everyanci Gree prove Rome The and RFID, Metri i to im ring. ent civil 700 years t mean" they invented the had abou izations in North Americ "0" eng ew "golden enginee a ed in N discovered the ineering marvels eelier. They y invent Rom but t of their all also surpasse that was actu improve dn food and e every aspec Pizzamean" tothey invented at, Greece because Italia y. It is not th "0" about the York cit N only engineering. Dokumenti i earl ot n food. ier. The China. in New 700 years America wasinvented in y also discovered the actually invented "golden mean" Pizzawas i to n food but spaghett city. It is not Italiaimprove every aspect ostali OT York of their engineethat, . rican was Not only AmePizza food.actu ring ted in China. in New ally invented spaghetti was inven York city. It is not Italian food but sadržaj American food . Not only that spaghetti was , invented in Chin a. Mobilnosti i komunikacije Ubrzo će opteretiti resurse u preduzeću
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Veliki podaci ...brzi podaci … svi podaci d seball an ckey, ba aying ho s. I like pl mountain climbing th ns in Nor at civilizatio arvels th all and baseb I nt playi rin hockey, The ancie like gineeng g m use had en climbing mounca .s ce betains America and Gree 700 year d Rome t h ancie ntabou ations in Nort surpasse The the "0I"like playing hockn civiliz "golde ey, they invented discovered the g marvr baseball and eerin theiels that America had engin climbing mountains. ey also aspect of ce because eelier. Thsurpassed everyanci Gree prove Rome The and RFID, Metri i to im ring. ent civil 700 years t mean" they invented the had abou izations in North Americ "0" eng ew "golden enginee a ed in N discovered the ineering marvels eelier. They y invent Rom but t of their all also surpasse that was actu improve dn food and e every aspec Pizzamean" tothey invented at, Greece because Italia y. It is not th "0" about the York cit N only engineering. Dokumenti i earl ot n food. ier. The China. in New 700 years America wasinvented in y also discovered the actually invented "golden mean" Pizzawas i to n food but spaghett city. It is not Italiaimprove every aspect ostali OT York of their engineethat, . rican was Not only AmePizza food.actu ring ted in China. in New ally invented spaghetti was inven York city. It is not Italian food but sadržaj American food . Not only that spaghetti was , invented in Chin a. Interne aplikacije, Mobilnosti i Email ... komunikacije Ubrzo će opteretiti resurse u preduzeću
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Veliki podaci ...brzi podaci … svi podaci d seball an ckey, ba aying ho s. I like pl mountain climbing th ns in Nor at civilizatio arvels th all and baseb I nt playi rin hockey, The ancie like gineeng g m use had en climbing mounca .s ce betains America and Gree 700 year d Rome t h ancie ntabou ations in Nort surpasse The the "0I"like playing hockn civiliz "golde ey, they invented discovered the g marvr baseball and eerin theiels that America had engin climbing mountains. ey also aspect of ce because eelier. Thsurpassed everyanci Gree prove Rome The and RFID, Metri i to im ring. ent civil 700 years t mean" they invented the had abou izations in North Americ "0" eng ew "golden enginee a ed in N discovered the ineering marvels eelier. They y invent Rom but t of their all also surpasse that was actu improve dn food and e every aspec Pizzamean" tothey invented at, Greece because Italia y. It is not th "0" about the York cit N only engineering. Dokumenti i earl ot n food. ier. The China. in New 700 years America wasinvented in y also discovered the actually invented "golden mean" Pizzawas i to n food but spaghett city. It is not Italiaimprove every aspect ostali OT York of their engineethat, . rican was Not only AmePizza food.actu ring ted in China. in New ally invented spaghetti was inven York city. It is not Italian food but sadržaj American food . Not only that spaghetti was , invented in Chin a. Društveno računarstvo Interne aplikacije, Mobilnosti i Email ... komunikacije Ubrzo će opteretiti resurse u preduzeću
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Veliki podaci ...brzi podaci … svi podaci d seball an ckey, ba aying ho s. I like pl mountain climbing th ns in Nor at civilizatio arvels th all and baseb I nt playi rin hockey, The ancie like gineeng g m use had en climbing mounca .s ce betains America and Gree 700 year d Rome t h ancie ntabou ations in Nort surpasse The the "0I"like playing hockn civiliz "golde ey, they invented discovered the g marvr baseball and eerin theiels that America had engin climbing mountains. ey also aspect of ce because eelier. Thsurpassed everyanci Gree prove Rome The and RFID, Metri i to im ring. ent civil 700 years t mean" they invented the had abou izations in North Americ "0" eng ew "golden enginee a ed in N discovered the ineering marvels eelier. They y invent Rom but t of their all also surpasse that was actu improve dn food and e every aspec Pizzamean" tothey invented at, Greece because Italia y. It is not th "0" about the York cit N only engineering. Dokumenti i earl ot n food. ier. The China. in New 700 years America wasinvented in y also discovered the actually invented "golden mean" Pizzawas i to n food but spaghett city. It is not Italiaimprove every aspect ostali OT York of their engineethat, . rican was Not only AmePizza food.actu ring ted in China. in New ally invented spaghetti was inven York city. It is not Italian food but sadržaj American food . Not only that spaghetti was , invented in Chin a. Društveno računarstvo B2B Interne aplikacije, Mobilnosti i Email ... komunikacije Ubrzo će opteretiti resurse u preduzeću
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Veliki podaci ...brzi podaci … svi podaci d seball an ckey, ba aying ho s. I like pl mountain climbing th ns in Nor at civilizatio arvels th all and baseb I nt playi rin hockey, The ancie like gineeng g m use had en climbing mounca .s ce betains America and Gree 700 year d Rome t h ancie ntabou ations in Nort surpasse The the "0I"like playing hockn civiliz "golde ey, they invented discovered the g marvr baseball and eerin theiels that America had engin climbing mountains. ey also aspect of ce because eelier. Thsurpassed everyanci Gree prove Rome The and RFID, Metri i to im ring. ent civil 700 years t mean" they invented the had abou izations in North Americ "0" eng ew "golden enginee a ed in N discovered the ineering marvels eelier. They y invent Rom but t of their all also surpasse that was actu improve dn food and e every aspec Pizzamean" tothey invented at, Greece because Italia y. It is not th "0" about the York cit N only engineering. Dokumenti i earl ot n food. ier. The China. in New 700 years America wasinvented in y also discovered the actually invented "golden mean" Pizzawas i to n food but spaghett city. It is not Italiaimprove every aspect ostali OT York of their engineethat, . rican was Not only AmePizza food.actu ring ted in China. in New ally invented spaghetti was inven York city. It is not Italian food but sadržaj American food . Not only that spaghetti was , invented in Chin a. Računarstvo u oblaku i podaci u oblaku Društveno računarstvo B2B Interne aplikacije, Mobilnosti i Email ... komunikacije Ubrzo će opteretiti resurse u preduzeću
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Šta je Internetof Everything? Sve ima URL. Primena u većini industrijskih grana uklučujući medicinu, logisitku, transport, medije, ﬁnansije i proizvodnju. Javljaju se nove kreativne poslovne mogućnosti.
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Šta je Internetof Everything? Sve ima URL. Primena u većini industrijskih informacije grana uklučujući medicinu, logisitku, transport, medije, ﬁnansije i proizvodnju. Javljaju se nove kreativne poslovne mogućnosti.
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Šta je Internetof Everything? Sve ima URL. Primena u većini industrijskih informacije grana uklučujući medicinu, logisitku, transport, medije, ﬁnansije i proizvodnju. ljudi Javljaju se nove kreativne poslovne mogućnosti.
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Šta je Internetof Everything? Sve ima URL. Primena u većini industrijskih informacije grana uklučujući medicinu, logisitku, transport, medije, ﬁnansije i proizvodnju. ljudi Javljaju se nove kreativne poslovne mogućnosti. mesta
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Šta je Internetof Everything? Sve ima URL. Primena u većini industrijskih informacije grana uklučujući medicinu, logisitku, transport, medije, ﬁnansije i proizvodnju. ljudi Javljaju se nove kreativne sistemi poslovne mogućnosti. mesta
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Šta je Internetof Everything? Sve ima URL. ﬁzički objekti Primena u većini industrijskih informacije grana uklučujući medicinu, logisitku, transport, medije, ﬁnansije i proizvodnju. ljudi Javljaju se nove kreativne sistemi poslovne mogućnosti. mesta
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Šta je Internetof Everything? Sve ima URL. ﬁzički objekti Primena u većini industrijskih informacije grana uklučujući medicinu, logisitku, transport, medije, ﬁnansije i proizvodnju. ljudi Javljaju se nove kreativne sistemi poslovne mogućnosti. virtualni mesta entiteti
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Šta je Internetof Everything? sve Sve ima URL. ﬁzički objekti Primena u većini industrijskih informacije grana uklučujući medicinu, logisitku, transport, medije, ﬁnansije i proizvodnju. ljudi Javljaju se nove kreativne sistemi poslovne mogućnosti. virtualni mesta entiteti
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Još nešto...
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petar.kocovic@gmail.com
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INTERNET OF THINGS INFORMATICA POSTMODERNA Petar Kočović Gartner Serbia Novembar 14, 2012

Editor's Notes

#2 \n
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#22 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#23 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#24 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#25 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#26 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#27 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#28 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#29 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#30 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#31 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#32 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#33 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#34 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#35 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#36 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#37 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#38 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#39 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#40 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#41 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#42 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#43 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#44 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#45 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#46 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#47 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#48 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#49 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#50 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#51 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#52 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#53 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#54 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#55 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#56 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#57 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#58 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#59 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
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#70 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#71 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#72 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
#73 Key Issue: What are CEOs' views on their CIOs' current and next positions?\nWe ran this question in a form that was very close to this year's EXP CIO survey in order to compare and contrast for differences of opinion and expectation. Though the detail comparison analysis is not complete, it appears that responses from CEOs and CIOs were in fact quite well aligned.\nA few of points to note:\n About a quarter of CIOs come from a business background. Here we see about a fifth of CEOs anticipating their CIO moving on to a business leadership role internally. It's likely this represents the cycling of business background people through the CIO position and that relatively few IT background CIOs are seen by their CEOs as internal business leaders next.\n In total, 40% of CEOs see their CIO as moving to a CIO in another company in a different industry. This suggest many see the role as an industry agnostic, itinerant professional and that makes it much less likely to be a closely held relationship.\n Only one CEO out of 229 thinks their CIO could be his or her successor. We may be at the apex of the information age but CIO is not a strong CXO route to the top job. \n
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#80 \n
#81 An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not "crowded out" and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as "broad banding" (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called "digital natives" are people who have grown up with IT as an ingrained part of their lives. ("Digital immigrants" are people who have learned to use IT as an adaptation in the way they work. See "Transforming Value in Digital Publishing Companies" [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
#82 An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not "crowded out" and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as "broad banding" (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called "digital natives" are people who have grown up with IT as an ingrained part of their lives. ("Digital immigrants" are people who have learned to use IT as an adaptation in the way they work. See "Transforming Value in Digital Publishing Companies" [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
#83 An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not "crowded out" and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as "broad banding" (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called "digital natives" are people who have grown up with IT as an ingrained part of their lives. ("Digital immigrants" are people who have learned to use IT as an adaptation in the way they work. See "Transforming Value in Digital Publishing Companies" [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
#84 An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not "crowded out" and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as "broad banding" (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called "digital natives" are people who have grown up with IT as an ingrained part of their lives. ("Digital immigrants" are people who have learned to use IT as an adaptation in the way they work. See "Transforming Value in Digital Publishing Companies" [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
#85 An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not "crowded out" and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as "broad banding" (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called "digital natives" are people who have grown up with IT as an ingrained part of their lives. ("Digital immigrants" are people who have learned to use IT as an adaptation in the way they work. See "Transforming Value in Digital Publishing Companies" [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
#86 An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not "crowded out" and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as "broad banding" (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called "digital natives" are people who have grown up with IT as an ingrained part of their lives. ("Digital immigrants" are people who have learned to use IT as an adaptation in the way they work. See "Transforming Value in Digital Publishing Companies" [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
#87 An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not "crowded out" and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as "broad banding" (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called "digital natives" are people who have grown up with IT as an ingrained part of their lives. ("Digital immigrants" are people who have learned to use IT as an adaptation in the way they work. See "Transforming Value in Digital Publishing Companies" [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
#88 An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not "crowded out" and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as "broad banding" (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called "digital natives" are people who have grown up with IT as an ingrained part of their lives. ("Digital immigrants" are people who have learned to use IT as an adaptation in the way they work. See "Transforming Value in Digital Publishing Companies" [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
#89 An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not "crowded out" and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as "broad banding" (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called "digital natives" are people who have grown up with IT as an ingrained part of their lives. ("Digital immigrants" are people who have learned to use IT as an adaptation in the way they work. See "Transforming Value in Digital Publishing Companies" [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
#90 An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not "crowded out" and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as "broad banding" (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called "digital natives" are people who have grown up with IT as an ingrained part of their lives. ("Digital immigrants" are people who have learned to use IT as an adaptation in the way they work. See "Transforming Value in Digital Publishing Companies" [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
#91 An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not "crowded out" and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as "broad banding" (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called "digital natives" are people who have grown up with IT as an ingrained part of their lives. ("Digital immigrants" are people who have learned to use IT as an adaptation in the way they work. See "Transforming Value in Digital Publishing Companies" [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
#92 An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not "crowded out" and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as "broad banding" (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called "digital natives" are people who have grown up with IT as an ingrained part of their lives. ("Digital immigrants" are people who have learned to use IT as an adaptation in the way they work. See "Transforming Value in Digital Publishing Companies" [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
#93 An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not "crowded out" and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as "broad banding" (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called "digital natives" are people who have grown up with IT as an ingrained part of their lives. ("Digital immigrants" are people who have learned to use IT as an adaptation in the way they work. See "Transforming Value in Digital Publishing Companies" [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
#94 An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not "crowded out" and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as "broad banding" (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called "digital natives" are people who have grown up with IT as an ingrained part of their lives. ("Digital immigrants" are people who have learned to use IT as an adaptation in the way they work. See "Transforming Value in Digital Publishing Companies" [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
#95 An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not "crowded out" and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as "broad banding" (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called "digital natives" are people who have grown up with IT as an ingrained part of their lives. ("Digital immigrants" are people who have learned to use IT as an adaptation in the way they work. See "Transforming Value in Digital Publishing Companies" [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
#96 An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not "crowded out" and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as "broad banding" (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called "digital natives" are people who have grown up with IT as an ingrained part of their lives. ("Digital immigrants" are people who have learned to use IT as an adaptation in the way they work. See "Transforming Value in Digital Publishing Companies" [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
#97 An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not "crowded out" and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as "broad banding" (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called "digital natives" are people who have grown up with IT as an ingrained part of their lives. ("Digital immigrants" are people who have learned to use IT as an adaptation in the way they work. See "Transforming Value in Digital Publishing Companies" [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
#98 An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not "crowded out" and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as "broad banding" (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called "digital natives" are people who have grown up with IT as an ingrained part of their lives. ("Digital immigrants" are people who have learned to use IT as an adaptation in the way they work. See "Transforming Value in Digital Publishing Companies" [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
#99 An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not "crowded out" and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as "broad banding" (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called "digital natives" are people who have grown up with IT as an ingrained part of their lives. ("Digital immigrants" are people who have learned to use IT as an adaptation in the way they work. See "Transforming Value in Digital Publishing Companies" [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
#100 An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not "crowded out" and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as "broad banding" (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called "digital natives" are people who have grown up with IT as an ingrained part of their lives. ("Digital immigrants" are people who have learned to use IT as an adaptation in the way they work. See "Transforming Value in Digital Publishing Companies" [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
#101 An older workforce, along with increasing healthcare costs, will pressure employers to look for ways to reduce costs. We expect to see benefits administration capabilities that help to automate internal processes (for example, self-service), to offer better connectivity to providers and governments, and to lower overall administrative costs. In addition, especially in the U.S., we expect better tools to help employers understand healthcare spending and use, and to help them negotiate better with insurance carriers. By 2008, the aging workforce and rising healthcare costs will cause 40% of Fortune 1000 enterprises to adopt healthcare cost management tools. With workers staying in the workforce for longer, many enterprises will also face promotion impasses in middle- and upper-management positions. Smart enterprises will be creative in terms of career and succession planning to ensure that high-potential younger workers are not "crowded out" and, in turn, choose to leave the enterprise to advance to the next career level. These enterprises will use techniques such as "broad banding" (that is, enabling higher compensation levels at current positions), as well as alternative career paths (including lateral moves) that encourage more-diverse experience and better preparation for promotions. These trends will lead to improvements and interest in career and succession planning and recruiting tools. Large enterprises that have not invested in career and succession planning and recruiting tools should plan to do so by 2007 so that they are prepared to meet the demographic trend. Utilities face further complications because retiring workers will take with them knowledge and understanding of the working environment, much of it undocumented and based on experience. The gap in age between the retiring workers and the new generation of technical staff will also mean a vastly different perspective on the use of technology. New-generation workers will have more comfort with, and expect, advanced Web-based and mobile technology. These so-called "digital natives" are people who have grown up with IT as an ingrained part of their lives. ("Digital immigrants" are people who have learned to use IT as an adaptation in the way they work. See "Transforming Value in Digital Publishing Companies" [G00139904] for a detailed explanation of the digital native and digital immigrant concepts.) As the experience pool retires, energy and utility companies must increase their dependence on IT to continue to drive performance. On average, field workers nearing retirement have struggled with the small form factors of most mobile computing devices. However, digital natives use these small computing devices as a way of life. Effective utilities will find ways to better leverage technology to drive performance in the age of the digital natives. \n
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#169 The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere's a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&#x2014;integrators, vendors and outsourcers&#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&#x2014;and often the only way complex solutions can be delivered and managed.\n
#170 The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere's a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&#x2014;integrators, vendors and outsourcers&#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&#x2014;and often the only way complex solutions can be delivered and managed.\n
#171 The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere's a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&#x2014;integrators, vendors and outsourcers&#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&#x2014;and often the only way complex solutions can be delivered and managed.\n
#172 The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere's a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&#x2014;integrators, vendors and outsourcers&#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&#x2014;and often the only way complex solutions can be delivered and managed.\n
#173 The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere's a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&#x2014;integrators, vendors and outsourcers&#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&#x2014;and often the only way complex solutions can be delivered and managed.\n
#174 The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere's a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&#x2014;integrators, vendors and outsourcers&#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&#x2014;and often the only way complex solutions can be delivered and managed.\n
#175 The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere's a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&#x2014;integrators, vendors and outsourcers&#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&#x2014;and often the only way complex solutions can be delivered and managed.\n
#176 The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere's a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&#x2014;integrators, vendors and outsourcers&#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&#x2014;and often the only way complex solutions can be delivered and managed.\n
#177 The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere's a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&#x2014;integrators, vendors and outsourcers&#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&#x2014;and often the only way complex solutions can be delivered and managed.\n
#178 The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere's a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&#x2014;integrators, vendors and outsourcers&#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&#x2014;and often the only way complex solutions can be delivered and managed.\n
#179 The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere's a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&#x2014;integrators, vendors and outsourcers&#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&#x2014;and often the only way complex solutions can be delivered and managed.\n
#180 The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere's a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&#x2014;integrators, vendors and outsourcers&#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&#x2014;and often the only way complex solutions can be delivered and managed.\n
#181 Building out the nexus of technologies will set up the right platform and skill set to take advantage of the Internet of Everything.\n
#182 The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere's a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&#x2014;integrators, vendors and outsourcers&#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&#x2014;and often the only way complex solutions can be delivered and managed.\n
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#188 The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere's a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&#x2014;integrators, vendors and outsourcers&#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&#x2014;and often the only way complex solutions can be delivered and managed.\n
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#190 The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere's a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&#x2014;integrators, vendors and outsourcers&#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&#x2014;and often the only way complex solutions can be delivered and managed.\n
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#197 The Post-Modern Business reinvents itself focused on the customer experience, driven by the explosion in information, collaboration, and mobility and the intersection of these rapidly evolving capabilities. And enabled by the cloud. These changes are enabled not merely through the use of technology, but taking advantage of new ways that people interact with technology, create new use and architectural patterns, and managing with increasing levels of abstraction and recombination. These are disruptive technologies that fundamentally change business processes, business strategies and business models and they are coming at us faster than ever before. This is creating unprecedented uncertainty and opportunity. Services and applications can be developed and delivered faster, thanks to a suite of impressive innovations in applications development, and in the way we think about applications &#x2014; pace layers. The payoff: IT-based solutions that are flexible, timely and able to be tailored to short-term business needs.\nThere's a catch, however. To tap into the true power of this next generation of solutions, companies need to collaborate across a broader business and IT ecosystem: business units, alliance partners, the IT function, system and service integrators, vendors, outsourcers and more. No one can go it alone anymore. Indeed, organizations unable to collaborate&#x2014;those that cannot effectively manage the kinds of partnerships that encourage innovation and direct that innovation toward new strategic capabilities and business growth&#x2014;will find themselves at a severe disadvantage. For some years, CIOs have seen their sourcing partners&#x2014;integrators, vendors and outsourcers&#x2014;as a way to perform standard processes at less cost. Now, however, these partners are a source of innovation&#x2014;and often the only way complex solutions can be delivered and managed.\n
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#203 The world is not just going mobile &#x2014; it already happened. \n&#xA0;Last year, the installed base of mobile PCs and smartphones exceeded that of desktop PCs. Our industry spent two decades designing around the desktop. But if you want to reach people, you need to go to where they are. \nDevices themselves are changing. Only 20 million tablets were sold in 2010, but by 2016, nearly a billion of them will be purchased &#x2014; that's one for every seven people on the planet. They'll be in the hands of your customers.\nTablets are one element of a bigger shift toward a new era of pervasive IT.\nBy 2014, the installed base of devices based on new lightweight mobile operating systems, such as Apple's iOS, Google's Android and Microsoft's Windows 8, will exceed the total installed base of all PC-based systems. \n
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#223 The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
#224 The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
#225 The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
#226 The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
#227 The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
#228 The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
#229 The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
#230 The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
#231 The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
#232 The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
#233 The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
#234 The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
#235 The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
#236 The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
#237 The Internet of Things (IoT) is a concept that describes how the Internet will expand as physical items such as consumer devices and physical assets are connected to the Internet. The vision and concept have existed for years; however, there has been an acceleration in the number and types of things that are being connected and in the technologies for identifying, sensing and communicating. This leads to the important trend of imbuing IT tools and practices into operational technology (OT), plus value can be gained when these newly smart and connected objects can be linked to traditional IT systems to inject purchases and other business transactions. They can also use this link to receive updated behavioral orders, adjusting the way those OT objects act to the situation and the objectives determined by the business strategy and IT systems. Key elements of the IoT include:\nEmbedded sensors: Sensors that detect and communicate changes (e.g., accelerometers, GPS, compasses, cameras) are being embedded not just in mobile devices but in an increasing number of places and objects. \nImage recognition: Image recognition technologies strive to identify objects, people, buildings, places, logos and anything else that has value to consumers and enterprises. Smartphones and tablets equipped with cameras have pushed this technology from mainly industrial applications to broad consumer and enterprise applications.\nNFC payment: NFC allows users to make payments by waving their mobile phone in front of a compatible reader. Once NFC is embedded in a critical mass of phones for payment, industries such as public transportation, airlines, retail and healthcare can explore other areas in which NFC technology can improve efficiency and customer service.\n
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#239 Mobile no longer refers only to use of cellular handsets or tablets. Cellular technology is being embedded in many new types of devices including pharmaceutical containers and automobiles. Smartphones and other intelligent devices don't just use the cellular network they communicate via NFC, Bluetooth, LE and Wi-Fi to a wide range of devices and peripherals such as wristwatch displays, healthcare sensors, smart posters, home entertainment systems and so on. This Internet of things will enable a wide range of new applications and services while raising new challenges. For example, objects will increasingly act as "users" of other systems. Imagine a scenario where a warehouse robot interfaces with the ERP system for self replenishment or a truck schedules it's own maintenance. IT will increasingly have to consider how these scenarios impact issues such as software licensing. \n
#240 Mobile no longer refers only to use of cellular handsets or tablets. Cellular technology is being embedded in many new types of devices including pharmaceutical containers and automobiles. Smartphones and other intelligent devices don't just use the cellular network they communicate via NFC, Bluetooth, LE and Wi-Fi to a wide range of devices and peripherals such as wristwatch displays, healthcare sensors, smart posters, home entertainment systems and so on. This Internet of things will enable a wide range of new applications and services while raising new challenges. For example, objects will increasingly act as "users" of other systems. Imagine a scenario where a warehouse robot interfaces with the ERP system for self replenishment or a truck schedules it's own maintenance. IT will increasingly have to consider how these scenarios impact issues such as software licensing. \n
#241 Mobile no longer refers only to use of cellular handsets or tablets. Cellular technology is being embedded in many new types of devices including pharmaceutical containers and automobiles. Smartphones and other intelligent devices don't just use the cellular network they communicate via NFC, Bluetooth, LE and Wi-Fi to a wide range of devices and peripherals such as wristwatch displays, healthcare sensors, smart posters, home entertainment systems and so on. This Internet of things will enable a wide range of new applications and services while raising new challenges. For example, objects will increasingly act as "users" of other systems. Imagine a scenario where a warehouse robot interfaces with the ERP system for self replenishment or a truck schedules it's own maintenance. IT will increasingly have to consider how these scenarios impact issues such as software licensing. \n
#242 Mobile no longer refers only to use of cellular handsets or tablets. Cellular technology is being embedded in many new types of devices including pharmaceutical containers and automobiles. Smartphones and other intelligent devices don't just use the cellular network they communicate via NFC, Bluetooth, LE and Wi-Fi to a wide range of devices and peripherals such as wristwatch displays, healthcare sensors, smart posters, home entertainment systems and so on. This Internet of things will enable a wide range of new applications and services while raising new challenges. For example, objects will increasingly act as "users" of other systems. Imagine a scenario where a warehouse robot interfaces with the ERP system for self replenishment or a truck schedules it's own maintenance. IT will increasingly have to consider how these scenarios impact issues such as software licensing. \n
#243 Mobile no longer refers only to use of cellular handsets or tablets. Cellular technology is being embedded in many new types of devices including pharmaceutical containers and automobiles. Smartphones and other intelligent devices don't just use the cellular network they communicate via NFC, Bluetooth, LE and Wi-Fi to a wide range of devices and peripherals such as wristwatch displays, healthcare sensors, smart posters, home entertainment systems and so on. This Internet of things will enable a wide range of new applications and services while raising new challenges. For example, objects will increasingly act as "users" of other systems. Imagine a scenario where a warehouse robot interfaces with the ERP system for self replenishment or a truck schedules it's own maintenance. IT will increasingly have to consider how these scenarios impact issues such as software licensing. \n
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#276 Big data has such a vast size that it exceeds the capacity of traditional data management technologies; it requires the use of new or exotic technologies simply to manage the volume alone. But processing matters, too. A complex statistical model can make a 300 GB database seem bigger than a 110 TB database, even if both are running on multicore, distributed parallel processing platforms. Big data has quickly emerged as a significant challenge for IT leaders. The term only became popular in 2009. By February 2011, a Google search on "big data" yielded 2.9 million hits, and vendors now advertise their products as solutions to the big data challenge. Inquiries about big data from Gartner clients have risen sharply as well. \nMany new technologies are emerging, with the potential to be disruptive (e.g., in-memory DBMS), while others are hyped in the market and, although interesting, add no real value to the market (e.g., noSQL). Many new vendors are also emerging with this technology (see "Cool Vendors in Data Management and Integration, 2011" [G00211777]).\nIn addition to these, other new forces are coming into play. Analytics has become a major driving application for DW, with in-DBMS analytics (as delivered by Teradata and SAS, as well as others), use of MapReduce outside and inside the DBMS, and the use of self-service data marts, implemented in EMC/Greenplum and Teradata as a private cloud for internal implementation. \n
#277 Big data has such a vast size that it exceeds the capacity of traditional data management technologies; it requires the use of new or exotic technologies simply to manage the volume alone. But processing matters, too. A complex statistical model can make a 300 GB database seem bigger than a 110 TB database, even if both are running on multicore, distributed parallel processing platforms. Big data has quickly emerged as a significant challenge for IT leaders. The term only became popular in 2009. By February 2011, a Google search on "big data" yielded 2.9 million hits, and vendors now advertise their products as solutions to the big data challenge. Inquiries about big data from Gartner clients have risen sharply as well. \nMany new technologies are emerging, with the potential to be disruptive (e.g., in-memory DBMS), while others are hyped in the market and, although interesting, add no real value to the market (e.g., noSQL). Many new vendors are also emerging with this technology (see "Cool Vendors in Data Management and Integration, 2011" [G00211777]).\nIn addition to these, other new forces are coming into play. Analytics has become a major driving application for DW, with in-DBMS analytics (as delivered by Teradata and SAS, as well as others), use of MapReduce outside and inside the DBMS, and the use of self-service data marts, implemented in EMC/Greenplum and Teradata as a private cloud for internal implementation. \n
#278 Big data has such a vast size that it exceeds the capacity of traditional data management technologies; it requires the use of new or exotic technologies simply to manage the volume alone. But processing matters, too. A complex statistical model can make a 300 GB database seem bigger than a 110 TB database, even if both are running on multicore, distributed parallel processing platforms. Big data has quickly emerged as a significant challenge for IT leaders. The term only became popular in 2009. By February 2011, a Google search on "big data" yielded 2.9 million hits, and vendors now advertise their products as solutions to the big data challenge. Inquiries about big data from Gartner clients have risen sharply as well. \nMany new technologies are emerging, with the potential to be disruptive (e.g., in-memory DBMS), while others are hyped in the market and, although interesting, add no real value to the market (e.g., noSQL). Many new vendors are also emerging with this technology (see "Cool Vendors in Data Management and Integration, 2011" [G00211777]).\nIn addition to these, other new forces are coming into play. Analytics has become a major driving application for DW, with in-DBMS analytics (as delivered by Teradata and SAS, as well as others), use of MapReduce outside and inside the DBMS, and the use of self-service data marts, implemented in EMC/Greenplum and Teradata as a private cloud for internal implementation. \n
#279 Big data has such a vast size that it exceeds the capacity of traditional data management technologies; it requires the use of new or exotic technologies simply to manage the volume alone. But processing matters, too. A complex statistical model can make a 300 GB database seem bigger than a 110 TB database, even if both are running on multicore, distributed parallel processing platforms. Big data has quickly emerged as a significant challenge for IT leaders. The term only became popular in 2009. By February 2011, a Google search on "big data" yielded 2.9 million hits, and vendors now advertise their products as solutions to the big data challenge. Inquiries about big data from Gartner clients have risen sharply as well. \nMany new technologies are emerging, with the potential to be disruptive (e.g., in-memory DBMS), while others are hyped in the market and, although interesting, add no real value to the market (e.g., noSQL). Many new vendors are also emerging with this technology (see "Cool Vendors in Data Management and Integration, 2011" [G00211777]).\nIn addition to these, other new forces are coming into play. Analytics has become a major driving application for DW, with in-DBMS analytics (as delivered by Teradata and SAS, as well as others), use of MapReduce outside and inside the DBMS, and the use of self-service data marts, implemented in EMC/Greenplum and Teradata as a private cloud for internal implementation. \n
#280 Big data has such a vast size that it exceeds the capacity of traditional data management technologies; it requires the use of new or exotic technologies simply to manage the volume alone. But processing matters, too. A complex statistical model can make a 300 GB database seem bigger than a 110 TB database, even if both are running on multicore, distributed parallel processing platforms. Big data has quickly emerged as a significant challenge for IT leaders. The term only became popular in 2009. By February 2011, a Google search on "big data" yielded 2.9 million hits, and vendors now advertise their products as solutions to the big data challenge. Inquiries about big data from Gartner clients have risen sharply as well. \nMany new technologies are emerging, with the potential to be disruptive (e.g., in-memory DBMS), while others are hyped in the market and, although interesting, add no real value to the market (e.g., noSQL). Many new vendors are also emerging with this technology (see "Cool Vendors in Data Management and Integration, 2011" [G00211777]).\nIn addition to these, other new forces are coming into play. Analytics has become a major driving application for DW, with in-DBMS analytics (as delivered by Teradata and SAS, as well as others), use of MapReduce outside and inside the DBMS, and the use of self-service data marts, implemented in EMC/Greenplum and Teradata as a private cloud for internal implementation. \n
#281 Big data has such a vast size that it exceeds the capacity of traditional data management technologies; it requires the use of new or exotic technologies simply to manage the volume alone. But processing matters, too. A complex statistical model can make a 300 GB database seem bigger than a 110 TB database, even if both are running on multicore, distributed parallel processing platforms. Big data has quickly emerged as a significant challenge for IT leaders. The term only became popular in 2009. By February 2011, a Google search on "big data" yielded 2.9 million hits, and vendors now advertise their products as solutions to the big data challenge. Inquiries about big data from Gartner clients have risen sharply as well. \nMany new technologies are emerging, with the potential to be disruptive (e.g., in-memory DBMS), while others are hyped in the market and, although interesting, add no real value to the market (e.g., noSQL). Many new vendors are also emerging with this technology (see "Cool Vendors in Data Management and Integration, 2011" [G00211777]).\nIn addition to these, other new forces are coming into play. Analytics has become a major driving application for DW, with in-DBMS analytics (as delivered by Teradata and SAS, as well as others), use of MapReduce outside and inside the DBMS, and the use of self-service data marts, implemented in EMC/Greenplum and Teradata as a private cloud for internal implementation. \n
#282 Big data has such a vast size that it exceeds the capacity of traditional data management technologies; it requires the use of new or exotic technologies simply to manage the volume alone. But processing matters, too. A complex statistical model can make a 300 GB database seem bigger than a 110 TB database, even if both are running on multicore, distributed parallel processing platforms. Big data has quickly emerged as a significant challenge for IT leaders. The term only became popular in 2009. By February 2011, a Google search on "big data" yielded 2.9 million hits, and vendors now advertise their products as solutions to the big data challenge. Inquiries about big data from Gartner clients have risen sharply as well. \nMany new technologies are emerging, with the potential to be disruptive (e.g., in-memory DBMS), while others are hyped in the market and, although interesting, add no real value to the market (e.g., noSQL). Many new vendors are also emerging with this technology (see "Cool Vendors in Data Management and Integration, 2011" [G00211777]).\nIn addition to these, other new forces are coming into play. Analytics has become a major driving application for DW, with in-DBMS analytics (as delivered by Teradata and SAS, as well as others), use of MapReduce outside and inside the DBMS, and the use of self-service data marts, implemented in EMC/Greenplum and Teradata as a private cloud for internal implementation. \n
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