Inspiring Disruption

Tech Trends 2014

Tech Trends 2014 SnapshotDisruptors Enablers

CIO as Venture CapitalistCIOs are borrowing from the playbooks of

venture capitalists and reshaping how they run

the business of IT

Cognitive AnalyticsCognitive analytics offers a way to bridge the gap

between big data and the reality of practical

decision making

Industrialized CrowdsourcingToday, technology makes crowdsourcing

possible on an industrial scale, with potentially

disruptive impacts on both cost and innovation

Digital EngagementWith more and more parts of the business

becoming digital, the CIO has an opportunity to

build a new legacy for IT

WearablesWearables hold possibilities for driving down

costs and increasing competitiveness. What

could it mean for your organization?

Technical Debt ReversalUnderstanding, containing, and mitigating

technical debt can be a platform for a renewed

level of trust and transparency with the business

Social ActivationThe power of social activation is unleashed when

others advocate an organization’s message in

their own words to their network

Cloud OrchestrationCIOs should be making deliberate investments in

developing advanced integration and data

management capabilities to support cloud-to-

cloud and cloud-to-core models

In-memory RevolutionThe sweet spot for in-memory technology is

where massive amounts of data, complex

operations, and business challenges demanding

real-time support collide

Real-time DevOpsEarly adopters of real-time DevOps have the

opportunity to profoundly impact their IT shop,

accelerating IT delivery, improving quality, and better

aligning with the business

ExponentialsArtificial Intelligence Robotics Cyber Security Additive Manufacturing Advanced Computing

Exponentials represent unprecedented opportunities as well as existential threats. Explore five with far-reaching,

transformative impact.

Disruptors

CIO AS VENTURE

CAPITALIST

COGNITIVE

ANALYTICS

INDUSTRIALIZED

CROWDSOURCING

DIGITAL

ENGAGEMENTWEARABLES

CIO as Venture Capitalist

Thinking like venture capitalists to reshape business

Like venture capitalists, CIOs should actively manage their IT portfolio in a way that drives

enterprise value and evaluate portfolio performance in terms that business leaders

understand—value, risk, and time horizon to reward.

CIO as Venture Capitalist

1 CIO Journal by Wall Street Journal, “The four faces of the CIO,” October 28, 2013, http://deloitte.wsj.com/cio/2013/10/28/the-four-faces-of-the-cio/, accessed

December 19, 2013. 2 Colleen M. Young, The CIO’s role in executing enterprise strategy, Gartner, Inc., November 21, 2013.3 Ibid.

Bits & BytesCIOs spend more than twice as much time as they’d like as an operator of IT services

and just over half the time they’d like on strategic IT initiatives1

Gartner estimates that a “‘run the business’ focus often consumes up to 60% to 70%

of all IT spend, thereby starving innovation and the investments necessary to grow or

transform the business.”2

Garter states that “approximately 90% of enterprises fail to execute against their

strategies; the dismal track record behind strategy execution is not a failure of the

strategies themselves, but of enterprise-level program management”3

Lessons from the front linesGrowth and change – At Cisco, line-of-business CIOs actively manage a portfolio of

assets with an understanding of cost, return, risk, and strategic importance

A view from the Valley – Hummer Winblad Venture Partners provides a VC

perspective on how CIOs can shift focus from cost, compliance, and maintenance to

being in the business of “new.”

CIO as Venture Capitalist

Bottom line

There’s a lot to learn from the portfolio mindset that VCs bring to their work:

balancing investments in legacy systems, innovation, and even bleeding-edge

technologies; understanding—and communicating—business value; and aligning

talent with the business mission. Venture capitalists operate in a high-stakes

environment where extraordinary value creation and inevitable losses can coexist

inside a portfolio of calculated investments. So do CIOs.

Where do you start?

1 Inventory your portfolio: Consider technology procured inside and outside of IT

2 Evaluate your portfolio: Define the risk, value, and strategic importance of each item

3 Double down on winners: Take intelligent risks, and be prepared to pull the plug

4 Direct line of sight to revenue: Vet technologies & discuss investments with the business

Applying technology to enhance human decisions

Cognitive Analytics

Inspired by how the human brain processes information, draws conclusions, and codifies

instincts and experiences into learning, it is now possible for machines to learn from

experience and to penetrate the complexity of data to identify associations.

Cognitive Analytics

1 HP Autonomy Whitepaper: Transitioning to a New Era of Human Information, http://www.frost.com/prod/servlet/cpo/2702137562 http://www.scienceworldreport.com/articles/10537/20131028/human-brain-project-neuroscientists-count-on-technology-evolution.htm

Bits & Bytes

The volume of unstructured data is growing by 62% a year1

The Human Brain Project aims to build a working model of the brain by 2023 using

neuromorphic computing, or machines that learn like the brain2

Lessons from the front linesChanging the world of health care – As part of an integrated ecosystem, WellPoint

used cognitive analytics to provide patient treatment recommendations

Coloring outside the lines – Qualitative data transformed into actionable insights

drove design changes for one consumer goods company

Intelligent personal assistants – New companions have factored in past behavior

and preferences when responding to commands

Safeguarding the future: Energy well spent – Curtiss-Wright endeavored to

improve power plant safety through use of a predictive intelligence system which can

foresee future issues

Cognitive Analytics

Bottom lineAs the demand for real-time support in decision making intensifies, cognitive

analytics can help businesses address some key challenges: It can improve

prediction accuracy, provide augmentation and scale to human cognition, and allow

tasks to be performed more efficiently (and automatically). Cognitive analytics offers

a powerful way to bridge the gap between the promise of big data and the reality of

practical decision making.

Where do you start?

1 Start small: Prototype a cognitive analytics platform with the cloud & open-source tools

2 Plant seeds: Invest in next-generation data scientists & business domain knowledge

3 Tools second: Explore what you have as tools evolve and consolidate

4 Context is king: Decide which domains to target and work through a concept map

5 Don’t scuttle your analytics ship: Supplement, don’t replace, traditional analytics

6 Divide and conquer: Break initiatives into small, accessible projects

7 Know which questions you’re asking: Stay grounded in the business “so what”

8 Explore ideas from others: Look outside your company and industry

Harnessing the power of the crowd

Industrialized Crowdsourcing

Enterprise adoption of the power of the crowd allows specialized skills to be dynamically

sourced from anyone, anywhere, and only as needed. Companies can use the collective

knowledge of the masses to help with tasks from data entry and coding to advanced

analytics and product development.

1Peter Diamandis, How a $500K investment netted $3 billion in one year, February 13, 2013, http://www.xprize.org/blog/ceo-corner/2013/02/13/how-a-500k-investment-

netted-3-billion-in-one-year, accessed January 7, 2014.2Doug Gross, "Google boss: Entire world will be online by 2020," CNN, April 15, 2013, http://www.cnn.com/2013/04/15/tech/web/eric-schmidt-internet/, accessed

January 20, 2014.

Industrialized Crowdsourcing

Bits & BytesGoldcorp is a mining company that shared its top-secret geological data with the

crowd, offering $500,000 for finding six million ounces in untapped gold. This

$500,000 investment yielded $3 billion in new gold in one year1

The number of people online is projected to increase from 2.4 billion today to 5 billion

by 20202

Lessons from the front lines

Crowding store shelves – One retailer used Gigwalk to improve processes and reduce

the risk of lost sales

Crowd wars: The “fan”tom menace – Pringles teamed up with Star Wars to launch a

Tongal-enabled contest for fans to design the next Pringles television commercial

Civic crowdsourcing – The cities of Boston and Chicago and the Khan Academy

crowdsourced tools and services at a fraction of the cost of traditional approaches

Have patents, will innovate – GE partnered with Quirky for product development and

innovation recommendations, shortening invention timelines from years to weeks

Industrialized Crowdsourcing

Bottom line

Crowdsourcing is still in its early stages, but today’s online platforms are

sophisticated enough to provide substantial benefits in solving many kinds of

problems. It’s important that your organization has the ability to embrace new ideas

that may be generated by your crowdsourcing initiatives. That means industrializing

not just for scale and reach but also for outcome.

Where do you start?

1 Scope: Focus on a clear and specific problem to solve

2 Focus on gaps: Identify and target gaps in your organization’s abilities

3 Keep an open mind: Let your employees orchestrate the crowd

4 Get ready for what’s next: Start thinking now about policies and processes

Reshaping and rewiring the customer experience

Digital Engagement

Digital engagement involves using technology to design more compelling, personally

relevant, engrossing experiences that lead to lasting, productive relationships, higher

levels of satisfaction, and new sources of revenue.

1 Emarketer, "Digital set to surpass TV in time spent with US media," http://www.emarketer.com/Article/Digital-Set-Surpass-TV-Time-Spent-with-US-

Media/1010096#cS7GHCclhaKGYp0k.99, accessed December 19, 2013.2 Deloitte Development LLC, 2014 outlook on media and entertainment: Interview with Gerald Belson, http://www.deloitte.com/view/en_US/us/Industries/industry-

outlook/9ced365249afa310VgnVCM3000003456f70aRCRD.htm, accessed December 31, 2013.

The one-stop digital shop – Adobe transformed its website into a seamless product

marketing & e-commerce site, increasing revenue by 39 percent since the project started

Driving new savings, sales, and loyalty – A leading auto manufacturer identified tens of

millions of dollars in potential savings with a new, global digital marketing approach

Calling all content – Verizon launched its Digital Media Services division to provide a

digital media supply chain solution for media and entertainment companies

Reimagining the online experience – Intel re-architected its existing website to create

an engaging, innovative, and scalable experience for its users and vendors

Digital Engagement

Bits & BytesIn 2013, for the first time, US adults spent more time online and on mobile devices

than consuming TV, radio, or print1

The media and entertainment industry has been leading the charge2

In the longer term, 3D printing may bring about a rise in digital-only products that can

be downloaded and produced by customers

Lessons from the front lines

Digital Engagement

Bottom lineBeyond efficiency and cost savings, digital engagement presents new ways to

enhance customer loyalty and competitive advantage – riding the wave of changing

behaviors and preferences for contextual interactions. And with more parts of the

business becoming digital, the CIO has the opportunity to build a new legacy for

IT—a responsive, forward-looking organization, an enabler of innovation, and a

driver of digital engagement.

Where do you start?

1 Web, mobile and social content enablement: Engage seamlessly across channels

2 Self-service and governance: Mix global control with localization

3 Ease of access: Make content easily accessible across multiple channels

4 Digital IP and asset management: Proactively plan for digitalization

5 Cost reduction: Streamline the distribution and management of digital content

Wearables

Enabling businesses with digital information

Hands-free, heads-up technology has the potential to reshape how work gets done, how

decisions are made, and how you engage with employees, customers, and partners.

While consumer wearables are in the spotlight today, we expect business to drive

acceptance and transformative use cases.

Wearables

1 Deloitte Consulting LLP, TMT Predictions 2014, 2014.2 Angela McIntyre and Jessica Ekholm, Market trends: Enter the wearable electronics market with products for the quantified self, Gartner, Inc., July 1, 2013.

Bits & BytesDeloitte predicts that smart glasses, fitness bands, and watches should sell about 10

million units in 2014, generating $3 billion1

Gartner predicts that worldwide revenue from wearable electronic devices, apps, and

services for fitness and personal health is anticipated to be $1.6 billion in 2013

increasing to $5 billion by 20162

Lessons from the front linesA new vision for training – CraneMorley’s training software delivered via smart

glasses allowed car dealership salespeople to learn vehicle technology on the go

The doctor is in (your stomach) – Medicine usage and health is tracked through a

system that includes both a body-worn patch and a small ingestible sensor

Wearable wardrobe – A large range of products from smart socks to sensing diapers

are driving the “quantified self” movement

Hands-free patient care – Philips Healthcare explored how surgeons could use a

headset display to view a patient’s vital signs or medical history hands free

Wearables

Bottom line

As consumer devices, wearables represent a very personal buying decision in

which aesthetics and fashion are almost as important as function. But in the

workplace, experience and engagement matter. Rethink how work could get done

with the aid of an ever-present computing device that delivers the desired

information when it’s needed.

Where do you start?

1 Imagine “what if”: Identify advances if workers had data at the moment they need it

2 Kick the tires: Experiment with platforms and organizations

3 Become an early adopter: Team with manufacturers to explore possibilities

4 Simplify. Simplify. Simplify: Create “glanceable” awareness of information

5 Anticipate data and device management: Consider how to manage these devices

6 Engage the workforce: Ask employees to participate in the imagination process

Local Ratings

Disruptors

AdoptTrialAssess Trial Assess

Digital EngagementWearables

CIO as Venture Capitalist

Cognitive Analytics

Industrialised Crowdsourcing

Very Ready Not Ready

Enablers

TECHNICAL DEBT

REVERSAL

SOCIAL

ACTIVATION

CLOUD

ORCHESTRATION

IN-MEMORY

REVOLUTION

REAL-TIME

DEVOPS

Technical Debt Reversal

Reversing technical debt to support growth

For most organizations, technical debt comes with the territory, an unavoidable outcome

of decades of technology spend. Understanding, containing, and mitigating technical debt

can be a platform, not only for a stronger IT foundation, but for a renewed level of trust

and transparency with the business.

Technical Debt Reversal

1 http://www.castsoftware.com/research-labs/technical-debt-estimation2 Andy Kyte, “Measure and manage your IT debt,” Garner, Inc., Originally released August 9, 2010 and last reviewed June 19, 2013;

Bits & Bytes

An average of $3.61 of technical debt exists per line of code, or an average of more

than $1 million per system1

Gartner states that current global IT debt is estimated to stand at $500 billion, with the

potential to rise to $1 trillion by 20152

Lessons from the front lines

Countdown to zero technical debt – NASA’s approach to mitigating technical debt

gives new life to a mission to Mars

Express delivery of quality – USPS improved application quality and implemented

project standards to remediate technical debt

Cleaning up shop – DB Systel employed development tools to detect architectural

risks and correct them accordingly

Combating system complexity – A technical maturity analysis and subsequent

rationalization effort by the Military Health System saved the organization over $50M

Technical Debt Reversal

Bottom line

While it’s important not to get obsessed with technical debt, it’s also critical to

understand and plan for it. Every new project automatically comes with technical

debt as a cost of doing business. Reversing technical debt is a long-term

investment, but if left unaddressed, it can bankrupt your ability to build for the future.

Where do you start?1 Assess the status of code for all significant investments: Calculate your debt

2 Find out how future investments are dependent on your legacy systems: Consider

whether your architecture is ready for new initiatives.

3 Think through the availability of talent to support debt remediation: Factor talent

into your debt analysis to define priorities and timelines

4 Hold developers accountable: Consider rewarding developers on the quality of code

5 Spread the wealth (and the burden): Use communities to identify and address debt

6 Determine your debt repayment philosophy: Accumulation should be a conscious

decision

Not just passive monitoring—it’s active influencing

Social Activation

Companies can activate their audiences to drive their messaging outward – handing them

an idea and getting them to advocate in their own words to their own networks through

social channels.

Social Activation

Bits & Bytes69% of executives thought social business would be critical to their organization in the

next three years1

27% of global time spent on the Web is via a social media channel2

84% of global respondents of a recent Nielsen study trust word-of-mouth

recommendations from friend and family – the most highly rated among digital and

traditional methods3

Lessons from the front lines

Community outreach – Parallels cultivated a passionate community of customers

through its “influencer” and “advocate” programs

The social TV experience – FOX launched an engaging second screen experience

using social media and the voices of its dedicated viewers

Unleashing the power of social – Hartz introduced a multifaceted social media

strategy designed to educate and foster relationships with pet enthusiasts

1 MIT Sloan Management Review in collaboration with Deloitte University Press, Social business: Shifting out of first gear, http://dupress.com/articles/social-business-study/,

accessed December 31, 2013.

2 Experian, Experian Marketing Services reveals 27 percent of time spent online is on social networking, http://press.experian.com/United-States/Press-Release/experian-

marketing-services-reveals-27-percent-of-time-spent-online-is-on-social-networking.aspx, accessed December 31, 2013.

3 Nielsen, Global trust in advertising and brand messages, http://www.nielsen.com/us/en/reports/2013/global-trust-in-advertising-and-brand-messages.html, accessed

December 31, 2013.

1 Focus: Avoid extending initial efforts across too many desired outcomes

2 Insight: Understand existing communities, channels, and content

3 Perception: Uncover what people really think and feel about your brand

4 Audience: Gather, monitor, and enlist targeted community members over time

5 Campaigns: Focus on the ideation, creation, and monitoring of social experiences

Social Activation

Bottom line

Social can drive real business performance through measurable, sustainable

results, but it requires a shift in mindset – with a focus on perception, engagement,

and activation. In today’s recommendation economy, educating and empowering

your audience can lead to impactful, long-lasting results.

Where do you start?

A new class of cloud offerings

Cloud Orchestration

CIOs should be making deliberate investments in developing advanced integration and

data management capabilities to support cloud-to-cloud and cloud-to-core models. Build

the components to orchestrate the cloud today, and you’ll be ready to adopt more

compelling services tomorrow.

Cloud Orchestration

Bits & BytesForrester predicted that by the end of 2013, enterprises will use an average of 9.6

software-as-a-service (Saas) applications1

A recent Gartner survey shows that over 70% of organizations that are using or

planning to use cloud services expect internal IT organizations to assume the role of

cloud services broker2

Lessons from the front linesHybrid high tech – A software and hardware company created disciplines around

cloud-to-cloud and cloud-to-core integration: tools, architectural standards, and a

dedicated team to drive growth and adoption

Linking the network – LinkedIn integrated a cloud-based platform to enhance sales

and CRM capabilities and build a scalable solution for future orchestration

Orchestrated banking – SunTrust Banks sought an integrated, scalable cloud

solution to expedite the delivery of services to customer – and pave the way for future

cloud adoption

Espresso with a shot of cloud – Nestlé Nespresso SA transformed its home-grown,

complex ERP system with a more scalable architecture and integrated cloud solution1 Stefan Ried, The Hybrid² integration challenge, Forrester Research, Inc., May 1, 2013, http://www.forrester.com/The+Hybrid178+Integration+Challenge/fulltext/-/E-

RES94881, accessed December 31, 2013.2 Michele Cantara, Hype cycle for cloud services brokerage 2013, Gartner, Inc., July 31, 2013 (revised October 28, 2013).

Cloud Orchestration

Bottom line

As enterprises use disparate cloud offerings to handle critical business processes,

the desire to link these offerings to core legacy systems and data grows. CIOs who

have the disciplines of data management and integration architecture in place will

be positioned to create harmony out of the existing landscape and to leverage

orchestration services when they arrive.

Where do you start?1 Petition for a new cloud business model: Voice opinions on pricing & orchestration

2 Build an integration foundation: Lay the groundwork for a cloud-to-core environment

3 Connect the dots: Understand how each application defines its dataset

4 Read the fine print: Understand your rights to data ownership, portability, and migration

5 Build a strong chain: Consider the performance of each cloud service in the process

6 Explore edge architecture: Connect enterprise core, private, and public offerings

Crunching massive amounts of data in real time

In-memory Revolution

As in-memory technologies move from analytical to transactional systems, the potential to

fundamentally reshape business processes grows. Technical upgrades of analytics and

ERP engines may offer total-cost-of-ownership improvements, but potential also lies in

using in-memory technologies to solve tough business problems.

In-memory Revolution

1 Neil McAllister, “Oracle's Ellison talks up 'ungodly speeds' of in-memory database. SAP: *Cough* Hana,’ The Register, September 23, 2013,

http://www.theregister.co.uk/2013/09/23/openworld_ellison_keynote/, accessed January 2, 2014.2 Hey SAP, SAP HANA® performance: Efficient speed and scale-out for real-time business intelligence, https://www.sap.com/bin/sapcom/downloadasset.sap-hana-

performance-pdf.html, accessed January 2, 2014.3 Eric Savitz, "IT revolution: How in-memory computing changes everything," Forbes, March 8, 2013, http://www.forbes.com/sites/ciocentral/2013/03/08/it-revolution-

how-in-memory-computing-changes-everything/, accessed January 2, 2014.

Bits & BytesWith the removal of disc I/O, in-memory vendor claims vary from a thousand-fold

improvement in query response times1 to transaction processing speed increases of

20,000 times2

The shift from physical to logical data storage reduces the hardware footprint, allowing

more than 40 times the data to be stored in the same finite space3

Lessons from the front linesCommunicating at light speed – T-Mobile US, Inc. enlists a multi-channel approach

to connect with customers made possible with in-memory technology

Reinventing production planning – A leading aerospace company used in-memory

computing to increase on-time delivery by 45%

Drilling for better performance – Pacific Drilling tracked performance using a single

in-memory data platform for both advanced analytics and an upgraded ERP system

Next-generation ERP – SAP and Oracle take on in-memory updates

In-memory Revolution

Bottom lineOn one hand, in-memory technology enables significant gains in speed, with

analytics number-crunching and large-scale transaction processing able to run

concurrently. At the same time, it has opened the door to real-time operations, with

analytics insights informing transactional decisions at the individual level in a

virtuous cycle. The result? Opportunities for continuous performance improvement

are emerging in many business functions.

Where do you start?

1 Understand what you’ve already bought: Define benefits and gaps

2 Push the vendors: Get them thinking about – and investing in – solutions you can use

3 Ask for roadmaps: Ask product developers for detailed roadmaps to guide the future

4 First stop: analytics: Find immediate opportunities by fueling advanced analytics

5 Focus on one or two capabilities: Prioritize high-potential functions for buy-in

6 Watch competitors: As competitors experiment, be ready to adopt new capabilities

Empowering the business of IT

Real-time DevOps

Real-time DevOps bridges the gap between development and operations, supercharging

the investments that currently exist in siloed automation by integrating the end-to-end

delivery model.

A new policy for IT – A leading insurance company centralized its application

development center and created a services-based IT model

Moving at the speed of commerce – John Lewis PLC launched a new e-commerce

platform with the help of increased communication between operations and

development teams

Supporting IT’s health and well-being – West Virginia’s Department of Health and

Human Resources adopted automated build and deployment processes to better

support its mission

A healthy dose of collaboration – A leading healthcare provider streamlined

collaboration across its enterprise to accelerate delivery of new business solutions

Real-time DevOps

Bits & BytesGartner “found that only one-third of companies surveyed were either in-process or

planning to implement DevOps, and close to 44 percent of respondents were still

trying to figure out what DevOps means.1

A survey of 1,300 Senior IT decision makers revealed that only 39% had already

invested in DevOps2

Lessons from the front lines

1 Laurie F. Wurster, et. al., “Emerging Technology Analysis: DevOps a culture shift, not a technology,” Gartner, Inc., August 8, 2013.2 Computer Associates, "TechInsights report: What smart businesses know about DevOps," https://www.ca.com/us/register/forms/collateral/techinsights-report-what-

smart-businesses-know-about-devops.aspx, accessed January 3, 2014.

Real-time DevOps

Bottom line

By arming IT with the tools to automate and integrate their core disciplines, real-

time DevOps has the opportunity to profoundly impact the IT shop – accelerating IT

delivery, improving quality, and better aligning IT with the business.

Where do you start?1 Establish the need: Conduct benchmarking to identify areas for improvement

2 Build new skills: Develop your core team’s hard and soft skills

3 Employ services thinking: Break down complex systems into modular services

4 Lay down the bases: Begin automating individual components

5 Connect the dots: Link components into a stream of continuous integration

6 Get vendors on board: Build on vendor successes to accelerate improvements

7 Make the leap to test-drive or behavior-driven design: Move from build-to-run to

build-to-verify

8 Look beyond cost & speed: Recognize benefits from enhanced delivery models

9 Commit: Make hard changes instead of falling for one-off, surface-level investments

Local Ratings

Enablers

AdoptTrialAssess Trial Assess

Real Time DevOps

Very Ready Not Ready

Technical Debt Reversal

Social Activation

Cloud Orchestration

In-Memory Revolution

AI can simulate

reasoning, develop

knowledge, and

allow computers to

set and achieve

goals

The next robotics

frontier is machines

which can perform

tasks that involve

gathering and

interpreting data in

real time

Breakthroughs in

speed, resolution,

and reliability

demonstrate

potential not only for

scale, but also for

unlocking new

possibilities

Companies should

be prepared to

survive in an

environment where

threats by cyber

criminals are

commonplace

The combination of

computing and

network advances

result in profound

civic and

commercial

implications

Exponentials

ARTIFICIAL

INTELLIGENCEROBOTICS CYBER SECURITY

ADDITIVE

MANUFACTURING

ADVANCED

COMPUTING

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