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2016 技术趋势报告.pdf

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2016 技术趋势报告.pdf

1、Tech Trends 2016 Innovating in the digital era Deloitte Consulting LLPs Technology Consulting practice is dedicated to helping our clients build tomorrow by solving todays complex business problems involving strategy, procurement, design, delivery, and assurance of technology solutions. Our service

2、areas include analytics and information management, delivery, cyber risk services, and technical strategy and architecture, as well as the spectrum of digital strategy, design, and development services offered by Deloitte Digital. Learn more about our Technology Consulting practice on . Contents Int

4、rs, contributors, and special thanks | 126 Tech Trends 2016: Innovating in the digital era Introduction In a business climate driven by powerful digital forces, disruption, and rapid-fire innovation, every company is now a technology company. Whereas technology was traditionally confined largely to

5、operations and execution, its digital expression now informs all aspects of business, from ideation to delivery. We witness daily how it drives product design, upends venerable business models, and rewires competition. The ascendance of exponential technologies to a place of strategic primacy has oc

6、curred within a turbulent context. Globalization is driving borderless growth across established and emerging markets. Barriers to entry are being lowered, if not demolished. In this climate, new entrants focused on niches, specific functions, and overlooked domains can make meaningful impacts on a

7、global stage traditionally dominated by the worlds biggest players. At the same time, customers are demanding evolved methods of engagement that are personalized, contextual, and tailored for individual usability and utility. Likewise, the very nature of employment is evolving as new skill sets beco

8、me bargaining chips. Talent scarcity complicates efforts to rethink operating and delivery models across functions and domains. To help make sense of it all, we present Deloittes seventh Technology Trends report, our annual in-depth examination of eight trends that are likely to disrupt businesses i

9、n the next 1824 months. From blockchain and augmented reality to the Internet of Things and the socially responsible applications of technology, these trends embody the macro forces fueling innovation: digital, analytics, cloud, and the changing role of IT within the enterprise. We balance our cover

10、age of each trend by also considering the implications of cyber risk in the areas of security, privacy, regulatory mandates, and compliance. We intentionally examine cyber risk not as a separate topic, but as an enterprise discipline embedded in the planning, design, and realization of each individu

11、al trend. The theme of this years report is innovating in the digital era, which is inspired by the opportunities todays CIOsacross industries, geographies, and company sizeshave to shape tomorrow for every corner of their organizations by transforming “business as usual.” These leaders are in a rar

12、e position to imagine a future, and then harness innovation to build it responsibly from the realities of today. 2 Introduction Tech Trends features perspectives from client executives, industry and academic luminaries, and our global network of Deloitte professionals, all exploring major trends tha

13、t are helping organizations innovate in the digital era. We also examine the roadmaps and investment priorities of start-ups, venture capitalists, and leading technology vendors. As you read the following chapters, we challenge you to think beyond the “what” of digital innovationthe shiny objects, a

14、pplications, and capabilitiesto the “so what”how you will harness emerging trends, innovation, and disruption to create real business value. Viewing the horizon through this paradigm, recognize that the precision to which weve all become accustomed may no longer be a given; in the age of digital inn

15、ovation, we are exploring largely uncharted territory. Moreover, any digital transformation journey should also address the more practical realities of todayreimagining core systems, industrializing analytics capabilities, building autonomic platformswhich are by no means trivial. Over the next 1824

16、 months, the only constant may be the specter of constant change. Amid this turmoil, organizations that can confidently and purposefully harness technology trends will find great opportunities to refocus, to revitalize, or even to inspire. Think beyond incremental adoption patterns. Look not only fo

17、r ways to do familiar things differently, but also to do fundamentally different things. Launch new processes, products, and services, and seek out new ways to compete. No matter what the scope, the time for you to act is now. Build tomorrow, starting today. Bill Briggs Chief technology officer Delo

18、itte Consulting LLP Twitter: wbdthree Janet Foutty Chief executive officer and chairman Deloitte Consulting LLP Twitter: janetfoutty Craig Hodgetts US national managing directorTechnology Deloitte Consulting LLP Twitter: craig_hodgetts 3 A long-standing phenomenon has garnered much mindshare in rece

19、nt years: the essential tension between stability and agility in IT. On one side are the predictability and controls necessary to manage risk while delivering large-scale enterprise IT with reliability, scalability, security, and other “ilities.”1 On the other is the push to drive discovery and expe

20、rimentation around new features, tools, and technologies. Popular memes have oversimplified the conflict between these extremes, suggesting a bifurcated, either/or proposition, while offering little guidance on managing the unavoidable gap between the two priorities. There are also several unfortuna

21、te misconceptions linked to the bimodal theory. First, theres the fallacy that the pivot point is solely around speed, trading “high torque” for scale versus “high speed” for responsiveness. This paints traditional enterprise delivery with the plodding caricature that plagues many IT departments. Se

22、cond, the debate is often framed between waterfall and agile delivery methods, as if agile techniques were the mythical savior of digital innovation and growth, yet inappropriate for larger enterprise- delivery models. For most organizations, speeding up the development process is only part of the e

23、quation to accelerate time to value. Leading organizations are building on the simple two-speed IT mindset and recognizing they must be able to support a continuum of speeds in order to dial in the right approach for a specific initiative, with the underlying disciplines, capabilities, platforms, an

24、d talents to appropriately support the actual breadth of business needs. The speed of IT should be as fast as possible, balancing business value, risks, and technical feasibility. Critically, the approach must handle the governance around the appropriate speed as well as the inevitable collision bet

25、ween teams and efforts running at different speeds. This transmission turns out to be the essential ingredient missing in other constructs. It helps identify the appropriate Right-speed IT Living between black and white Many IT organizations are progressing beyond the traditional single-speed delive

26、ry models that work well for high-torque enterprise operations but not for high-speed innovation. While some do have needs at both ends of the speed spectrum, they often find that bridging the gap between the two is difficult. A growing number of CIOs are building capabilities that link the two edge

27、 points or operate along the continuum, with targeted investments in process, technology, and talent to reengineer the business of IT, enabling delivery at the right speed for the business. Right-speed IT 5 treatment for a given initiative, assists in finding solutions, and navigates what controls a

28、re required. Right-speed IT must address three broad categories: procedural, architectural, and organizational. Lets move beyond rhetoric and dig into each area. Procedure beyond process Many IT transformation prescriptions portray delivery methodology as the hero of the story. For this reason, bimo

29、dal is often misinterpreted as a waterfall-versus-agile showdown. Delivery is an important ingredient, but upstream capabilities are actually just as important when codifying right-speed IT. Consider how building reach and rigor in the following IT capabilities may help organizations reach the right

30、 speed for the job at hand: Finance management: Budgeting, prioritization, allocations, and accounting treatments all need more flexibility than annual appropriations, rigid planning cycles, and depreciation schedules do. project program delivery management portfolio Finding a balance between high-t

31、orque enterprise IT and high-speed innovation IT can allow companies to optimize technology operations. CIOs can calibrate the interrelated core capabilities below to fi nd a point along the spectrum between the two models that meets the needs of a given program, project, or product. Figure 1. Right

32、-speed IT operating model dashboard investment strategy builduse buy operatorcatalyst it priorities strategist delivery model single speedmultimodal bimodal waterfallagile development methodology hybrid strategy Making decisions about technology investments and new sources of business based on the m

33、arketplace, internal development capacity, and fi nancial and human capital commitment levels process Determining how software developers and IT operations teams integrate, collaborate, automate, and deliver solutions through standards, processes, and methodologies people Defi ning culture, responsi

34、bilities, roles, and approval workfl ows, coordinating management methods, and optimizing employee skill base and productivity through training and recruiting workforce management ecosystem partnering organization design talent renewal t e c h n o l o g y d i s c i p l i n e s a r c h i t e c t u r

35、e d e s i g n i n t e g r a t i o n Tech Trends 2016: Innovating in the digital era 6 Failure to address the differences in time-consuming finance management processes as part of an overall right- speeding initiative is a missed opportunity. Addressing these differences can increase efficiencies ups

36、tream in finance and downstream in IT processes. Procurement and sourcing: Similarly, multi-month RFP processes, drawn-out vendor assessments, and sourcing strategies focused on cost takeout are sometimes appropriate. But they also are not the only game in town. Codify paths to adopt open-source sol

37、utions such as platforms, libraries, and code-bases that could jump-start efforts across the continuum. Consider alternative talent pools, from crowdsourcing to code-a-thons to academia to externships. The underlying building blocks need to be available so you can shift gears to accommodate the need

38、s of individual initiatives. Vendor and contract management: Revisit nondisclosures, intellectual property protection clauses, and traditional segmentation of provider tiers. Consider creating new categories of engagement that can be deployed against efforts beyond simple fixed-scope and traditional

39、 service-level agreements. Encourage value-based arrangements where vendors are compensated based on outcomes, potentially along with co-investment scenarios involving joint solution development and go-to- market arrangements beyond traditional supplier/vendor or contractor/consultant relationships.

40、 Revisit nondisclosures, intellectual property protection clauses, and traditional segmentation of provider tiers that may unnecessarily constrain potential partnering arrangements. Solution shaping: Beyond determining the recommended end-to-end architecture, ascertain the appropriate speed for a gi

41、ven project or product. Offer the team guardrails as they combine governance, controls, delivery model, enabling processes, and stage gates to balance business impact, technical vision, and risk. Stakeholder communications and expectation management: Dont hold back for a large periodic release. Inst

42、ead, increase the number of releases or user previews to demonstrate progress. Gamify testing and reward members of the user community for providing feedback. Even if these releases are not destined to be put into production immediately, providing users and stakeholders with evidence of tangible pro

43、gress can make the process seem quicker. DevOps: Try to determine the granularity of control points, formality of reviews, and the appropriate level of automation that will be needed for the effort. Right-speed IT efforts often coincide with investments in autonomic platforms 2 that can help move mo

44、re of ITs underlying workload to labor-free, seamless tasks (or at least introduce automation to eliminate waste in the end-to-end lifecycle). The scope could include environment management, requirements management, testing automation (regression and beyond), and configuration, build, and release ma

45、nagement. Importantly, that also includes the ability to roll back deployed solutions from production. Architecture is destiny Right-speed IT should also be informed by overarching principles and programs that form the underpinnings of responsive, fungible IT capabilities. These are, after all, the

46、same principles and programs that will also inform future architectures and applications. As such, it is important to create an engineering culture in IT and a product management mind-set: Both can help IT leaders balance tradeoffs Right-speed IT 7 of opposing constraints and find the best solutions

47、 for problems at hand.3 Specifically, consider focusing on three main domains: design, master data and integration, and building to run. Design as a discipline:4 Emphasize user engagement and a persona-based approach to project delivery. Regardless of speed or mode, solutions should approach problem

48、s from the user down, respecting but not being constrained by systems and data implications. Detailed behavior studies, journey maps, user personas, storyboards, wireframes, prototypes, and other techniques for creating intuitive, simple designs may not be appropriate for every initiative. But by pl

49、acing some techniques and associated artifacts into your arsenal, usability will be part of the DNA of future projects. Master data and integration: Individual projects should be expected to reuse underlying services and data. Likewise, designing new capabilities specifically for eventual reuse can help expand the library of APIs and extend the reach of data management efforts. Though expectations will vary based on the size and mode of the project, adherence to existing data and interface standards should be a universal mandat

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2016 技术趋势报告.pdf

2016 技术趋势报告.pdf