Welcome to Deloitte’s fifth annual Technology Trends report. Each year, they study the ever-evolving technology landscape, focusing on disruptive trends that are transforming business, government, and society. Once again, they’ve selected 10 topics that have the opportunity to impact organizations across industries, geographies, and sizes over the next 18 to 24 months.
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Report discusses 2 types - disruptors and enablers. Disruptors are areas that can create sustainable positive disruption in IT capabilities, business operations, and sometimes even business models.
Enablers are those technologies in which many CIOs have already invested time and effort, but warrant another look because of new developments and new capabilities. Simply put, disruptors are trends that will disrupt current ways of doing things, while enablers will enable ways of doing things differently.
Mind maps are pictorial representations of connected ideas and information which can be used by individuals pursuing different kinds of vocation like by
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Visual representations are easier to understand and interpret in comparison to the written information. Mind maps can be easily analyzed by specialists working in different sectors of a business house to develop a good and effective business plan. It also helps to keep people working in different sectors of the business updated and informed, especially for enterprises that have branches throughout the world.
Here are few of the mind mapping tools to explore.
The practice of enterprise architecture is about your business – guiding decisions and designing solutions for better, more sustainable business outcomes.
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One of the awards is for... EA program in the National Bank of Abu Dhabi. Architecture program is now responsible for building the Global Business Transformation Roadmap, analysis and transformation road maps, ,transformation program design, and balanced scorecards for the overall bank as it seeks expand to 45 countries in five years.
A visual history of human sensemaking, from cave paintings to the world wide web.
Since the dawn of recorded history, we've been using vi
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Shows great visual representations, architectures and diagrams that transformed the world.
Scott Christianson chronicles the history of our evolving understanding of the world through humanity’s most groundbreaking sketches, illustrations, and drawings, ranging from cave paintings to The Rosetta Stone to Moses Harris’s color wheel to Tim Berners-Lee’s flowchart for a “mesh” information management system, the original blueprint for the world wide web.
Personalized content marketing is the next wave of the dynamic web. Find out how you can better incorporate personalization into your own strategies.
Delivering the right message to the right person at the right time is tricky. But existing techniques and new technology are upping the ante in an emerging trend called content personalization. Your content marketing could benefit big time from it — especially if you cater to different audience segments.
Content personalization (or customization — take your pick) is a strategy that relies on visitor data to deliver relevant content based on audience interests and motivations. It ranges from a highly targeted call to action to a revolving landing page based on geographic or industry-specific segments. It’s a user experience shortcut that connects your audience with the information it needs more quickly, enhancing the chance of converting the lead.
For example, B2B marketers targeting professional service firms may use personalization to deliver unique content to attorneys and engineers, respectively. There are countless use case scenarios where the strategy comes in handy. As a content marketer, a thorough audience analysis will help you weigh the value of using the strategy. From placing cookies in a visitor’s browser to simply asking for visitor information, content marketers have a variety of options to help them get started with personalizing their content.
Which data points are important for delivering personalized content?
Content personalization takes a variety of forms — all of which come down to audience segmentation. Typically, marketers can pare down how they segment the audience through categories like:
Location: If clothing is your niche, you may want to deliver different types of content to a visitor from Florida than one from Alaska. While collecting locational data has gotten easier, sometimes you need confirmation for a long-term commitment. Groupon, for instance, asks you to confirm your location as soon as you visit the site so it can deliver accurate geo-targeted offerings. Interest: If your content targets different industries, niches, or general interests, finding the visitor’s top-level motivation requires you to understand the goals of the category that visitor best fits into. Collecting this information may require asking for it on the landing page — or, in some lucky cases, sourcing it from social sign-in information. Behavior: How has the visitor interacted with your website in the past? Behavioral data continues to evolve in real time. Delivering targeted email content relies on past data. But revolving web content may revolve around timely data collection —and that data begs the question, “What do you want the visitor to see next?” Referral: Watching where your traffic comes from is also a powerful way to help segment your audience. You might want to deliver different content to a visitor who clicked a Google Ad for a specific keyword than you would an inbound visitor who arrived through a guest blog post, for example. Active participation and automation: How to deliver personalized content
For your content personalization strategy to perform well, you’ll need to follow a few critical paths.
Be transparent: For content marketing, what’s more important than trust? It’s probably one of the goals of your strategy in the first place. Abusing that trust could transform content personalization from helper to hazard.
“Transparency is key to any content personalization strategy,” Loni explains. “If you’re using the personal data of your visitor, be explicit: Tell them why you need their data and what they get in turn. Visitors are so much more open to sharing data if it provides value.”
Think small: Content personalization doesn’t have to be complicated. Why would you need hundreds of different audience segments? Think small and you’ll avoid a convoluted nightmare.
“Personas should be limited to a handful, especially in the beginning,” Loni says. “Simple segmentation makes it easier to align your content strategy across the board. If you aren’t changing your content for each of your fifty attributes, why do you need them? Stick with the five major ones.”
Localize assets: We covered the importance of form-agnostic content a few weeks ago. It’s even more important for content personalization, which may require you to feature the same content in different presentations.
According to Loni, “GM has more than a hundred microsites. Some of the sites use the same digital assets — videos of cars, for instance. These assets are localized but simple to distribute over different channels — or, in a content marketer’s case, to different personas.”
Integrate your CRM: To simplify how you identify visitors, hook everything together with your CRM processes. After all, it’s easier to deliver personalized content to existing customers.
Building technology and communities to create, share and use open information.
“Open data is data that can be freely used, reused and redistributed by anyone – subject only, at most, to the requirement to attribute and sharealike.”
The key features are:
Availability and Access: the data must be available as a whole and at no more than a reasonable reproduction cost, preferably by downloading over the internet. The data must also be available in a convenient and modifiable form.
Reuse and Redistribution: the data must be provided under terms that permit reuse and redistribution including the intermixing with other datasets.
Universal Participation: everyone must be able to use, reuse and redistribute – there should be no discrimination against fields of endeavour or against persons or groups. For example, ‘non-commercial’ restrictions that would prevent ‘commercial’ use, or restrictions of use for certain purposes (e.g. only in education), are not allowed.
Highlights from Gartner Enterprise Architecture Summit 2013.
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Key characteristics of the new world of Enterprise Architecture.
Enterprise Transformation – EA is now and in the future focusing at the enterprise level and emerging out of the project and program level. This is necessary change to get the proper breadth to ensure that solutions are aligned to the business objectives but also maximized for the whole of the company rather than a specific function or business unit.
Innovation for Growth – Enterprise Architects will provide innovation services to the enterprise by distilling key market trends from a business and technology perspective. An example of this is the effect that mobility or cloud computing has on specific business models.
More than Technology – EA is often confused with IT architecture but EA is much more than technology and primarily focused on providing value for the business.
Meaningful Business Partnerships – We use the words align business to IT. For EA’s it’s much more. EA’s must partner with the business. This means we don’t just distill a set of goals and objectives but we work with the business to rationalize, challenge, propose and aid in the business transformation activities.
Corporate Sustainability – EA’s play a key role in ensuring the long term success of the business through the enterprise capabilities and solutions we enable. Companies will start to use EA as an insurance policy once we are able to prove this model in a consistent way.
Drive through Emotional Intelligence – This is a key theme for enterprise architects. It allows EA’s to have the social and emotional intelligence to lead an organization from these key characteristics.
2013 Enterprise Architecture Forecast: Cloud is the undercurrent for unusual, transformative synergies
Paul Aneja - eTrends's insight:
Innovation continues to evolve with increasingly intertwined uses of Cloud, Mobile, Social/Collaborative technologies, Devices, and Services, in transformative ways that herald new ways of doing business.
Development of personal Cloud ecosystems, with a requirement to integrate multiple devices and their data based on individual user requirements. This will become increasingly urgent in 2013, and will have a variety of consequences, including the need to maintain some separation between business and personal device Clouds. By YE2013, Personal Clouds will need to be integrated into IT management and security offerings, which will create new markets, and result in a re-adjustment of requirements for software and services meant to provide unified solutions.
Increased emphasis upon the Velocity Component in Big Data, resulting in a shift in emphasis from Hadoop – and from and concentration upon volume alone – toward a more complex vision. The increasing velocity of business will require changes to data warehousing, and it will definitely favor Cloud deployment. By YE 2013, we will see widespread business reliance on real-time predicative analytics within and across business functions and operations in all industries – which in turn will create new and unexpected business opportunities for user firms, and for the providers enabling those opportunities.
Significant move by telcos into mobile SaaS provisioning, as has started to happen, with a few missteps. This is being tried around the world as a way for the telcos to gain more margin. Since they have greater control over mobile networks than over fixed ones, they have special leverage here. Currently, they lack sophistication in this area, but that is likely to be temporary. This goes along with increasing channels for marketing SaaS solutions. By 2015, telcos grow their share of the mobile SaaS market by at least 15 percent.
Rapid Evolution of IT organizational processes, and therefore IT’s organizational responsibilities, roles, and influence, will occur as a result of widespread use of multiple emergent, shifting, and unstable enterprise Cloud ecosystems. By YE 2014, this evolution will require significant change in the roles and responsibilities of IT, while becoming a major cost center in at least thirty percent of large enterprises. By YE 2013, we will also see the beginnings of this with a transition of traditional enterprise systems integration into business process integration.
Cloud platforms and software suite offerings will expand quickly and substantially along industry verticals as customers realize the business value of integrative, industry / vertically-optimized Cloud solutions. By YE 2013, at least one-quarter of new business software will be acquired and delivered as industry / vertically-optimized solutions, including “suites” integrated from multiple vendors via a single Cloud platform.
Analytics will be increasingly woven into Cloud-based offerings. By YE 2013, at least fifty percent of major Cloud-based business management software offerings will include integrated Analytics to provide insights into usage of the offering (for vendors) and insights into value of the offering (for users).
Adoption of mobile commerce will be governed mostly by social factors, similar to those that governed the adoption of Smart Cards, rather than by technological factors. Through at least 2014, Mobile commerce will be primarily a user-driven innovation despite attempts of technology providers and participating businesses to shape its adoption and usage.
Mobility will catalyze better integration and interaction between IT and LOB leaders to a level not previously seen. This will happen partly because of Mobility’s massive scale of use, partly because of its promise to deliver benefit through integration with Cloud, Mobile, Social/Collaborative and Analytics, and in part because of its exceptionally-accelerated pace of development and change. By YE 2014, “Mobility” will be the leading force in all aspects of enterprise business and IT planning, budgeting, and management – and will be the pervasive force driving real Business and IT alignment as a result.
Mobility will dominate. Through at least YE 2015, the single greatest driver in IT and Business org and operational change will be Mobility, based on its “90/90/90” influence factoring: 90 percent of business users in 90 percent of IT vendors’ targeted markets have a mobile device in reach or in use 90 percent of the time.
The strategic business benefits of Cloud IT will not be realized, until development and integration efforts/investments focus on optimizing Cloud for business workloads and vice-versa. Until at least YE 2015, most Cloud implementations will exist as limited-scope, point-oriented and tactical paybacks, and will continue to increase IT and business management costs.
Top 10 list from Gartner, from the Gartner Symposium IT Expo 2012.
Mobile device battles: Mobile experiences eclipse the desktop experience. Consumerization drives tablets into the enterprise. Cloud and mobile are mutually reinforcing trends. Bring your own device trend accelerates. In 2013, mobile devices will pass PCs to be most common Web access tools. By 2015, over 80% of handsets in mature markets will be smart phones. 20% of those will be Windows phones. By 2015, tablet shipments will be 50% of laptop shipments, with Windows 8 in third place behind Apple and Android. Microsoft‘s share of overall client platform will fall to 60%, and could drop below 50%. In smartphones, Windows could pass RIM to be #3 player, and could be same size as Apple in units by 2015. Windows 8 will be “relatively niche,” with mostly appealing to enterprise buyers.
Personal Cloud: Cloud will be center of digital lives, for apps, content and preferences. Sync across devices. Services become more important; devices become less important.
Internet of Things: Internet of things is already here. Over 50% of Internet connections are things. In 2011, over 15 billion things on the Web, with 50 billion+ intermittent connections. By 2020, over 30 billion connected things, with over 200 billion with intermittent connections. Key technologies here include embedded sensors, image recognition and NFC. By 2015, in more than 70% of enterprises, a single exec will oversee all Internet connected things. Becomes the Internet of Everything.
Hybrid IT and Cloud Computing: Changes role of IT. IT departments must play more roles in coordinating IT related activities.
Strategic Big Data: Organizations need to focus on non-traditional data types and externa data sources. Hadoop and NoSQL gain momentum. Big data will meet social. Five richest big data sources on the Web include social graph, intent graph, consumption graph, interest graph and mobile graph. Concept of single corporate data warehouse is dead. Multiple systems need to be tied together.
Actionable Analytics: Cloud, packaged analytics and big data accelerates in 2013, 2014. Can now perform analytics and simulation on every action taken in business. Mobile devices will have access to the data, supporting business decision making. Mainstream In-Memory Computing: Changes expectations, designs and architectures. Can boost performance and response times.
Enables real-time self service business intelligence. SAP and others will accelerate delivery of applications in 2012/2013 to leverage in memory capability.
Integrated Ecosystems: More packaging of software and services to address infrastructure or application workload. There will be more shipment of “appliances,” with software delivered as hardware. New trend: virtual appliances, which Gartner sees gaining in popularity over the next five years.
Enterprise App Stores: By 2014, there will be more than 70 billion mobile app downloads from app stores every year. Also by 2014, most organizations will deliver mobile apps to workers via private application stores.
Innovation in technology brought us more efficient Web-based research tools, pagination to streamline production and mobile devices.
With the help of these innovations, we can use and edit the files from anywhere. The use of internet technology has changed all the traditional methods of business and helped to increase the growth of business.
Today’s organizations must manage the explosive growth of all types of information while addressing greater-than-ever business demand for insights into customer needs and the business environment. Meanwhile, the significant regulatory and compliance risk associated with information security has increased the urgency for tightly controlled information management capabilities. These requirements are hard to meet, with scant best practices available to tame the complexity that firms encounter when trying to manage their information architecture. Enterprise architects must define the organizational capabilities they need to develop and evolve their information resources — as well as the technology to exploit them. You can only achieve all this with a coherent information strategy that defines and prioritizes your needs and focuses resources on high-impact goals.
Crafting a detailed information strategy and successfully executing it is a tall order, one that has eluded most organizations. IT has been managing information ever since businesses embraced the use of computers — so why are most organizations so ill-prepared to maximize the potential in their information assets? One word: volume. The sheer magnitude implied by the term “enterprise information” turns organizations away from the Sisyphean task of managing at the enterprisewide level and toward the much more controllable scope of information in silos. However, the siloed view is an operational view, and maximizing information’s potential means looking across silos for relationships, strategic synergies, and insights. Unfortunately, few organizations are mature at harnessing subject matter expertise from the various business and IT areas and engaging in the collaboration necessary to establish the structure in information to make it available for analysis. But time’s up! You need to establish a clear information strategy and formalize your information architecture practice because:
Getting the right information to the right people at the right time.There’s little more frustrating than knowing that somewhere, inaccessible to you, your firm has collected the data that can inform the decision you’re trying to make. Does the loyalty of the customer on the phone warrant waiving your standard policy on returns? Is there a pattern to the process errors you’re experiencing in part of your operation? Is there conflicting information in the forms you’ve collected to comply with regulations before launching an expensive initiative? A well-defined information architecture tells you where that information is, and a well-executed information strategy provides the tools to access it to the staff that needs them, when it needs them.
Establishing and maintaining trustworthy information in a secure manner.Forrester has found that in many cases the catalyzing event that has driven firms to information management maturity was a business disaster that could have been avoided. For example, a pharmaceutical firm looking to market a drug in a new region included incorrect molecule data that delayed the regulatory acceptance of the drug — as well as the revenue from selling it in the new market. The root cause? Conflicting changes to information due to a poor understanding of who had access to what — something that a basic RACI chart (responsible, accountable, consulted, and informed) and standard governance processes would catch. That firm now has mature information management practices, complete with a strategy and a formal information architecture practice. This is not an isolated story — can you afford to wait for a high-profile incident involving inaccurate or insecure information to be the trigger for better management?
Taking advantage of the new business opportunities in new information sources.The unprecedented level of detail coming from newly digitized processes, such as smart grids in the utilities industry or customer location data available from ubiquitous smartphones, has created opportunities in new information sources. The opportunities range from more effective marketing to entirely new business models. Any firm that does not pursue them leaves money on the table and cedes competitive advantage to the firm that does.
The White House has released an enterprise architecture framework to help the federal government save money on information technology costs.
Federal Chief Information Officer Steven VanRoekel released the “Common Approach to Federal Enterprise Architecture” that directs agency leaders to develop an agencywide enterprise architecture that brings together strategic drivers, business requirements and technology.
The common approach provides integration points with other governance areas including strategic planning, capital planning, program management, human capital management and cybersecurity.
“EA is uniquely positioned as the management best practice which can provide a consistent view across all program and service areas to support planning and decision-making,” the document said. “EA standards also promote mission success by serving as an authoritative reference, and by promoting functional integration and resource optimization with both internal and external service partners.”
The document aims to drive home the following general principles:
Future-Ready: EA helps the Federal Government to be successful in completing the many missions that the Nation depends on. Mission requirements continually change, and resources are often limited – EA is the key business and technology best practice that enables Agencies to evolve their capabilities to effectively deliver needed services.
Investment Support: EA supports intra- and inter-agency investment decision-making through an “architect – invest – implement” sequence of activities. Agencies must ensure that investment decisions are based on architectural solutions that result in the achievement of strategic and/or tactical outcomes by employing technology and other resources in an effective manner.
Shared Services: Agencies should select reusable and sharable services and products to obtain mission or support functionality. Increasingly, the Federal Government is becoming a coordinator and consumer as opposed to the producer of products and services. Standardization on common functions and customers will help Federal Agencies implement change in a timely manner. Interoperability Standards: Federal EA promotes intra- and inter-agency standards for aligning strategic direction with business activities and technology enablement. Agencies should ensure that EA solutions conform to Federal-wide standards whenever possible.
Information Access: EA supports Federal Government transparency and service delivery through solutions that promote citizen, business, agency, and other stakeholder access to Federal information and data, balanced by needs for Government security and individual privacy. EA solutions should support a diversity of public and private access methods for Government public information, including multiple access points, the separation of transactional fromanalytical data and data warehousing architecture. Accessibility involves the ease with which users obtain information. Information access and display must be sufficiently adaptable to a wide range of users and access methods, including formats those with sensory disabilities. Data standardization, including a common vocabulary and data definitions are critical.
Security and Privacy: EA helps to secure Federal information against unauthorized access. The Federal Government must be aware of security breaches and data compromise and the impact of these events. Appropriate security monitoring and planning, including an analysis of risks and contingencies and the implementation of appropriate contingency plans, must be completed to prevent unauthorized access to Federal information. Additionally, EA helps Agencies apply the principles of the Privacy Act of 1974 and incorporate them into architecture designs.
Technology Adoption: EA helps Agencies to select and implement proven market technologies. Systems should be decoupled to allow maximum flexibility. Incorporating new or proven technologies in a timely manner will help Agencies to cope with change.