Tech Trends for Consumer Products 2013 Elements of postdigital

Preface

Welcome to Deloitte’s annual report examining trends in technology put to business use. Once again, we’ve selected ten topics that have the potential to impact businesses over the next 18 to 24 months.

Developing the list of trends is an ongoing process of primary and secondary research. The process includes:• Feedbackfromclientexecutivesoncurrentandfuturepriorities• InputfromDeloitteindustryandpracticeleaders• Perspectivesfromindustryandacademicluminaries• Researchfromalliancepartners,industryanalysts,andcompetitorpositioning• Crowd-sourcedideasandexamplesfromourglobalnetworkofpractitioners

This year’s theme, Elements of postdigital, examines the convergence and controlled collision of five forces – Analytics, Mobile,Social,Cloud,andCyber–asbusinessesmoveclosertoachievingthepossibilitiesofthePostdigitalEnterpriseTM,whereallfiveforcesaremature,implemented,integrated,andbaked-ininsteadofbolted-on.Thesefiveforcesofferanewsetoftoolsforbusiness,openingthedoortoanewsetofrulesforoperations,performance,andcompetition.ITcandeliver engagement and empowerment to business customers, both innovating and industrializing.

ThePostdigitalera,likethepost-industrialera,reflectsa“newnormal”forbusinessandanewbasisforcompetition.Inpost-industrialtimes,wedidn’tforegoindustrialization,weembracedit.ThePostdigitaleraissimilar,butwithdigitaliza-tion as its core.

It’sanuncommontimetohavefiveforces–allnewlyemerged,allevolving,alltechnology-centric–alreadyimpactingbusinesssostrongly.ItisanopportunityforITtodeliverextraordinaryvalueviamodestinvestmentsontopofastronglegacy technology footprint.

Our 2013 report shares ten trends grouped into two categories. Disruptors are opportunities that can create sustainable positivedisruptioninITcapabilities,businessoperations,andsometimesevenbusinessmodels.Enablers are technologies inwhichmanyCIOshavealreadyinvestedtimeandeffort,butwhichwarrantanotherlookbecauseofnewdevelopmentsoropportunities.Enablersmaybemoreevolutionarythanrevolutionary,butthepotentialisoftentherenonethelesstoelevate the business game.

For2013wehavealsoattemptedtopersonalizeourgeneralTechTrendsarticletoincludetopicsandexamplesspecificallyrelevanttotheConsumerProductindustry.Whilewehavemaintainedmuchoftherichcontentcontainedintheoriginalversionofthisarticle,we’vespecificallyincludedexamplesfromleadingConsumerProductscompaniessuchasSchwan’s(Mobile Only and Beyond) and OfficeMax (Design as a Discipline), and have also featured our collaboration on Big Data with the Grocery Manufacturers Association (GMA).

Eachtopicalsoincludesanexternalpoint-of-viewintheMy Take. This year, you’ll also find a new section called Flying Car Future,whichtakesaprovocativeviewintowherethetrendmaybeheadedinHorizon3–andbeyond.Lastbutnotleast,wherewedeemapplicable,we’veincludedourConsumerProductsperspectivetoshareourindustryinsightontheimplications of the respective trend.

Eachofthe2013trendsisrelevanttoday.Eachhassignificantmomentumandpotentialtomakeanimpact.Andeachwarrantstimelyconsideration.Forward-thinkingConsumerProductsorganizationsshouldconsiderdevelopinganexplicitstrategyineacharea–evenifthatstrategyistowaitandsee.Butwhateveryoudo,stepup.Provokeandharvest disruption. Don’t get caught unaware or unprepared.

Thankyouforyourinterestinthisyear’sreport.Wewelcomeyourfeedbackandquestions.TothemanyexecutiveswhohaveprovidedinputintoTechTrendsforConsumerProducts2013,thankyouforyourtimeandinsight.WelookforwardtohavingmoreoftheessentialdialogbetweenbusinessandIT.

2013 Technology Trends

AlanLanghalsPrincipalDeloitteConsultingLLP

SuketuGandhiPrincipalDeloitteConsultingLLP

MattLawPrincipalDeloitteConsultingLLP

Darwin DeanoSenior ManagerDeloitteConsultingLLP

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At a Glance

CIO as the Postdigital CatalystCatalyzing value from the elements of mobile, social, analytics, cloud and cyber CIOscanleadthemovetotomorrow–reshapingbusinessasusual,anddrivinginnovation.They are faced with unprecedented opportunity for innovation such as the potential to enable CustomerIntimacyatscaleforConsumerProductsOrganizations.Howshouldbusiness respond?WhenCIOsharnesstheconvergenceofthefivepostdigitalforces,theycanchange the conversation from systems to capabilities and from technical issues to business impact. Planbig,startsmall,failfast,scaleappropriately.

Mobile Only (and beyond) The enterprise potential of mobile is greater than today’s smartphone and tablet apps Mobileshouldbetopofmindfororganizations.Butdon’tlimityourideastoMobileFirst. ThinkMobile Only, imagining an untethered, connected enterprise. The next wave of mobile mayfundamentallyreshapeoperations,businessesandmarketplaces–deliveringinformation and services to where decisions are made and transactions occur. The very definition of mobile ischanging–asevidencedbyourfeaturedConsumerProductsorganizationthatalreadyimprovedcustomerserviceefficiencyandqualitythroughtheMobileOnlyparadigm.

Social Reengineering by DesignHow work gets done is no longer constrained by 19th century platforms Businesses are no longer building technologies just to enable interaction – they are now engineering social platforms for specific context – platforms that can relieve rather than serve traditionalorganizationalconstraintssuchasdeephierarchies,command-and-controlcultures,physical proximity and resource concentration. Social reengineering can fundamentally transformhowworkgetsdone,butitisn’tjusta“project.”It’sastrategy.It’stimetouncovertheopportunitiesforConsumerProductorganizationstoharnessthepowerofthecrowdtoaugment business operations through external communities.

Design as a DisciplineInherent, pervasive and persistent design opens the path to enterprise value Drivenbyconsumerexperience,intuitivenessandsimplicityaremovingfromITaspirationstoenterprisemandates.Designisnotaphase;it’sawayofthinking.Beyondlookandfeel,beyonduserinterfaces.Isolatedinsilosofuserexperience(UX),marketingandproductdevelopment,individual design functions may be reaching their limits. What’s needed is a collaborative, immersiveenvironmenttoworktogether.Designisnotjustan“ITthing”ora“marketingthing”ora“productengineeringthing.”It’sanenterprisethingasevidencedbyourfeaturedConsumerProductsorganizationthatdramaticallyimproveduserproductivityandcustomerexperience.

IPv6 (and this time we mean it)Ubiquitous connected computing is straining the underlying foundation of the InternetInternetProtocolisthefoundationofnetworking,butwe’verunoutofaddressablespace for addressable items. The more important it is for your business to connect with the outside world,themoreimportantIPv6isforyourfuture–andthemoreurgentthisissueisforyoutoday.IPaddressesarewovendeepintoapplicationsandinfrastructure,andmigrationcan bringchallenges.Whilethere’snodropdeaddateforIPv6,thefinalIPv4addressblockshavealreadybeenallocated.Carefulandproperadoptionwilltaketimeforplanning,execution and verification. The time to start is now.

DisruptorsOpportunitiesthatcancreatesustainablepositivedisruptioninITcapabilities,businessoperations, and sometimes even business models.

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Finding the Face of Your Data Fuse people and technology to discover new answers in data – and new questions, too Humansdosomethingsreallywell,whilecomputersarebetteratotherthings.Itisthisparticular combination that enables the identification of new patterns and relationships across dimensions of data – structured and unstructured, internal or external, big or otherwise.Bycombininghumaninsightandintuitionwithmachinenumber-crunchingandvisualization,companiescananswerquestionsthey’veneveransweredbefore.ForConsumerProductsorganizations,Deloitte’scollaborationwiththeGroceryManufacturer’sAssociation is raising awareness of the business value of data visualization.

Gamification Goes to Work Driving engagement by embedding gaming in day-to-day business processes Gamification can encourage engagement and change employee, customer and supplier behavior, creating new ways to meet business objectives. The goal is to recognize and encouragebehaviorsthatdriveperformance–sometimesinunlikelyplaces.Thistrendhas moved beyond hype and is already demonstrating business value. More specifically, Deloitte’s collaboration with the Grocery Manufacturer’s Association is exposing the significantpotentialforconsumer-targetedapplications(suchasin-storegamification).

Reinventing the ERP Engine Revving up data, hardware, deployment and business model architectures at the core IfyoucouldreallygetERPcheaperandfaster,whatwouldyoudodifferently?Runmaterialsrequirementplanning(MRP)manytimeseachday?Closethebooksinamatterofminutes?Optimizedeliveryrouteson-the-flyinresponsetoneworders,trafficorcustomerpreferences?Whatwoulditmeanforbusinessagility,capabilityandcompetitiveness?Ifapproachedwithafocusonreinventingbusinesscapabilities,theevolutionoftheERPengine can yield significant competitive edge.

No Such Thing as Hacker-proof If you build it, they will hack it. How do you deal with that? You’veeitherbeenbreached–oryousoonwillbe.Yourbossknowsit,yourbusinessknowsit,yourboardknowsit,yourcustomersknowit,andhackersknowit.It’syourjobtodealwithit.Thatmeanschangingthewayyouthinkaboutdefendingyourself.Bemoreproactive about the threat – and react more rapidly when breaches do occur. Detect them quickly,respond,cleanupandadjustyourtactics.Beoutward-facing,preparedandreadyin advance. Anticipate and prevent when possible, but be ready to isolate and encapsulate intrusionstominimizeimpact.It’sbettertoloseafingerthantoloseanarm.

The Business of ITAfter reengineering the rest of the business, IT’s children deserve some shoes FragmentedprocessesandsystemscanpreventITfromeffectivelydeliveringonthechangingdemandsofthebusiness.ITmayneedtotransformitsownmanagementsystemstokeepup.IsthisERPforIT?Maybesomeday.Today,CIOsarecraftingsolutionsfromindustry-leadingproductsandtestingbusinesscasesateachstep.Andthepotentialbenefits are worth the investment – not only in driving down costs and better managing risks,butinpositioningITasthebusinesspartnerinprovokingandharvestingdisruption inthePostdigitalera.

Enablers TechnologiesinwhichmanyCIOshavealreadyinvestedtimeandeffort,butwhichwarrantanotherlookbecauseofnewdevelopmentsoropportunities.

Contents

CIO as the Postdigital Catalyst ...............................................................1

Finding the Face of Your Data .............................................................46

Mobile Only (and beyond) ...................................................................10

Gamification Goes to Work .................................................................55

Social Reengineering by Design ........................................................... 19

Reinventing the ERP Engine .................................................................64

Design as a Discipline ..........................................................................29

No Such Thing as Hacker-proof ...........................................................72

The Business of IT................................................................................80

IPv6 (and this time we mean it) ...........................................................38

Conclusion ...........................................................................................85

Contributors ........................................................................................86

Di Disruptors

292013 Technology Trends – Disruptors

Design as a Discipline4Design should be much more than a project phaseDesignisalreadypartoftheITvocabulary.Functional design. Technical design. Detail design. Testing design. Userinterface(UI)design.Technicalarchitecturedesign.And,morerecently,userexperience(UX)design–ahotarea of focus as consumer technology experiences are resettingexpectationsforcorporateIT.Throughoutits history, however, design has generally remained a discrete set of deliverables or project phases, completed by specialized teams at distinct points during a project’s lifecycle.Individualfacetsofdesignhavereflectedlittle understanding of other related project activities, much less the broader context of the business vision and expected outcomes.

Meanwhile, usability, intuitiveness, and simplicity have moved from aspiration to mandate, with the business having access to new ways to get what it wants: directly procuring cloud services, digital solutions, and mobile apps thatare“goodenough”tomeettheirneeds.Inthis openmarketplaceforIT,businessrelevanceanduser engagementarecompetitivecurrency.ManyCIOsfindtheir organizationslacktheskillsandcrafttomintthenewcoin.

What’s missing may be a commitment to design as a businessdiscipline,acommitmentthattakesshapeby asking:What benefits would we gain if design were a pervasive and persistent aspect of each part of the enterprise? Thiskindofthinkingmovesdesignfromjustanothersoftwaredevelopmentlifecycle(SDLC)phasetoanintegralpartoftheITenvironment.Itshiftsthefocusfrom“HowdoImeettherequirements?”to“Whyisthisimportantinthefirstplace?”and“Howcouldweinnovatetoimproveit?”Enterprisescanreachthisvision,butitoftentakesadeliberateapproach,intentionallyapplied,byanewmixoftalent.TheCIOispositionedtomakeithappen.

Pocketsofdisciplineddesignareemerging,butrarelygobeyondthefront-endinterface.UIisimportant,tobesure,butdesignshouldn’tstopthere.Front-enddesignisonlyasgood as its foundational architecture – and only as valuable astheresultinguserengagement.Poorlydesigned transactional services, data feeds, social platforms, and

underlying infrastructure can derail even an elegant user interface.Utilityandergonomicsareimportant,butnot in the absence of reliability, security, scalability, and maintainability,particularlyinahyper-hybridcloud environment1.JackDorseyreflectedontheartistryand imagination behind the Golden Gate Bridge, but one of its most important features is rarely mentioned: resiliency. Seventy-fiveyearslater,theGoldenGateBridgeis still standing2.

Amindshiftislikelyrequiredtostarttheprocess.Think “system”asinsystemic, not as in software.Focuson designing experiences, not just user interfaces. Zoom abovethedevelopmentlifecycleandlookatdesignasacross-cuttingdiscipline.It’snotan“ITthing”ora “marketingthing”ora“productengineeringthing.”It’san“enterprisething.”Newskills,capabilities,tools,andmethodsareoftenrequiredtosustainthejourney.Takingideas from the fields of architecture and industrial design, or from the application of anthropology and behavioral psychology, into each stage of solution definition, ideation, andrealization.Multi-disciplinaryteamsshouldpracticeconcurrent design in a highly collaborative model, blending creative,UX,engineering,andfunctionalknowledgetoencouragethecross-breedingofideas.Transparencyistheultimatedesignobjective–wheretheUIisinvisibleandthingsjustwork.

Considerthebanana–anearlyperfectdesign.Itfits perfectlyintheuser’shand.Nomanualsarerequiredtounderstandoruseit.Thepackagingisnon-slip,easy-to-open,andbio-degradable.Anditdynamically communicatesstatusinformation.Theskincolor broadcasts its readiness for consumption – green is too early, brown too late, yellow just right. An unconventionalexample?Perhaps,butitillustratesthepoint.Andyoucanexpectthatitwilllikelybeboth challenging and humbling for technology designers.

ITcancreateanewnicheforitselfbycorneringthe marketondesign.Onthefront-end,ontheback-end,creative, user experience, applications, services, data, and infrastructure. Design weaponized as a repeatable, deliberate approach. Design as a Discipline.

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History repeating itself? Designhasspurredresearchanddebatethroughoutthemodernindustrialage–historicallybyvisionariessuchasHorstRittel,BryanLawson,andNigelCross,andtodaybythelikesofDieterRams,PhilippeStarck,andFrankGehry.Designalsohasapresenceinmanytopcompanies,thoughoftenassomethingthatlivesbetweensalesandmarketing,andlesssoasasetofskillsorunderlyingcorecompetencyacrossabusiness’functions.Toooftendesignhasbeenrelegatedtoaphaseof a project, or a silo of activity, with fixed inputs and outputs to the rest of the organization.

Design as a Discipline

What were the challenges? What’s different in 2013?

Design thinking •Design thinking is an old term that has seen a resurgenceofinterest.CoinedbyHerbertA.Simonin19693, it has gained recognition in recent years throughtheworkofthedesignfirmIDEO4, as wellasprogramssuchastheHassoPlattner InstituteofDesignatStanford5. Agencies and product vendors are trying to capitalize on the new-foundpopularity–crowdingthemarket with different messages on the what, why, and howofdesignthinking.

•Designthinkingisofteninterpretedasadistinctprocess, prescriptively combining divergent and convergentideation,anchoredinachievingawell-definedgoal.Inthismodel,designthinkingcanbecome compartmentalized, as opposed to a new, holistic, disciplined approach.

•Design as a Discipline represents a systemic expansion of design thinking.Itlooksattheimportant intersection between creative, business experience,domainknowledge,andtechnicalengineering – creating shared language, shared approaches, and shared goals toward problem solving across the enterprise.

•DesignasaDisciplinecanknockdownthe compartmentalized boundaries of design thinking,movingbeyondproductmarketingandR&Dtovariouspartsoftheorganization.Shiftingtoanenterprise-wideconversation–whereeachproject strives to include creative, business, and engineeringtalent.Itcantakeaniterative, experimental, and experiential approach across the technology lifecycle – from portfolio planningandrequirementsgatheringtonewcapabilities around monitoring, improvement, and release planning.

User engagement6 / User empowerment7

•Userengagementemphasizesworkingbackwardfromanend-userpersonatoguideexperiencesthat get automated. The mantra of designing from theuser-down–notsystem-up–continuestoholdtrue.Thedangerliesinstoppingatthefront-endorfocusingoncreativeanduser-interfacecomponents without understanding downstream, back-endimplications.

•Userempowermentaddstouserengagementtheforces of consumerization and democratization of IT.Usersandcustomersexpecttogettechnologyfrom the enterprise that is at least as good as the technology they have at home. And they expect to get it when they need it, without undue time, cost, or bureaucracy. The challenge has become how to be responsive to these demands yet remain true to thedisciplinesofriskmanagementandquality.

•Design as a Discipline builds on the user engagement and user empowerment mantras – extendingthepersona-basedapproachto the underlying data, application, and infrastructure services.

•Design as a Discipline shifts from separate, adjunct processes to being embedded in overall solutiondelivery.InsteadofhavingaseparateteamworkingtoenableERPthroughmobile,usabilityanduserexperiencedesignskillsareembeddedacrosstheentireERPproject,informing not only mobile use cases, but also moreconventionalthreadslikebusinessprocesstemplates, business intelligence visualization, and interface specifications.

312013 Technology Trends – Disruptors

Technology implicationsArt meets science at the heart of design as a discipline, but there is still plenty of science involved – in the underlying technology layer assisting solution development, and in the deliberate approach that infuses creativity into the system.

Topic Description

Digital backbone The need for a reusable set of services and solutions across an organization’s digital domains is becomingcritical.Thesesolutionsareimportantbuildingblocksfordesignasadiscipline.Potentialareasincludecontent,rightsmanagement,mobile,social,web,eCommerce,customeranalytics, identity,credential,andaccessmanagement–aswellasheavysalesandmarketingcapabilities,including customer relationship management, sales force automation, campaign management, and searchmanagement.Anenterprise-widedigitalbackbonecanacceleratedesignasadiscipline adoption and create clarity about the integrated nature of foundational technologies.

Integration / orchestration

Being able to bring together data and transactional services for end users is a universal need. A detailedintegrationlayerisimportanttoallowtieredqualityofservicefororchestratingbetween dataandsystemsandformanagingtrade-offsbetweenreliability,speed,andperformance.

User experience (UX) UXisanindispensableingredientindesignasadiscipline–anditinvolvesmuchmorethanabstractaestheticsorscreenlayout.Itinvolvesamixoffieldresearch,thecreationofdetaileduserpersonasandstories,build-outofservicediagrams,informationarchitectureoftheactor,tasks,andbroadercontext,andconceptualdesignoftheend-userexperience.Thedesiredskillsetrequiresamixofcreative designer and anthropologist, ideally with a layer of specialization based on solution channel (e.g.,mobile,web,social,digitalERP).

Agile development Longago,industrialdesignleadingpracticesstandardizedonclosecollaborationacrossmulti- disciplinaryteams.ITdepartmentsspearheadingdesignasadisciplineshouldfollowsuit.Thatrequiresbusinessanddomainspecialists,creative,UX,engineers,andQAtoworktogetherthrougheachphaseoftheproject.Afocusontimelydevelopmentcanforcethebreakdownofprojectgoalsintodiscretedigestible components, with each iteration resulting in a potentially releasable end product. Design willlikelyevolveasincrementalfeaturesarebuilt,respondingnotjusttotechnicalspecifications,but also to the actual usability, utility, and experience of the end product. Many organizations claim to have dabbled with Agile in the past, but few ever moved beyond an iterative waterfall approach (affectionatelyknownas“wagile”or“agerfall”).Partofthechallengeinadoptionislikelytoincludeshedding biases, rewiring delivery models, and mechanically building out the tools for new ways of handlingrequirements,releaseandconfigurationmanagement,andtesting.

Prototyping Movingquicklyfromconcepttoprototypeisacoretenetofdesignasadiscipline.Justasindustrialdesignersusethree-dimensionalprinterstovetpotentialproductconcepts,ITdepartmentsneed theabilitytorealizeworkinginteractivemodelsofpotentialsolutions.HTML5-basedframeworks, nativemobiledevelopmenttools(suchasApple’sInterfaceBuilder,Eclipse’sGraphicalLayout EditorforAndroid,andMicrosoft’sVisualStudio11),andthird-partytools(e.g.,FluidUI,OmniGraffle,andWireframeSketcher)areviableapproaches.Chooseplatformsalignedwithyouroverarchingdigital strategy.

Design as a Discipline

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Design as a Discipline

Lessons from the frontlinesReady for takeoffTheairlineindustryisatoughnuttocrack,withhighfuelandequipmentcosts,shiftingdemand,androuteandairportcapacitylimitingmarketgrowth.Inthefaceofthesechallenges,VirginAtlanticAirwayshastakenadifferentpathtodistinguishitself–bankingonastrategyofmakingtravel an enjoyable and fun experience.

Virgin’semphasisondesignandstylepermeatestheuserexperiencefromthemomenttheybookaflightand experience the easy Web interface. The gate terminals offer relaxing lounges which include elevated laptop tables and dining areas featuring local food. On board the aircraft, customers encounter the signature purple mood lighting, custom cabins with chairs that can be converted to beds, an onboard bar, and an interactive entertainment system8 – all ofwhicharemeanttogivethefeelingofafive-starhotel.These features are the product of concerted efforts to build relationships with other parts of the company and communicatetheimportanceofthinkingaboutdesignatdifferentsteps.Theresultisintendedtobeaflightthatpeoplelookforwardto.

Design elements are also included in intangible aspects of customer experience. The company’s service design team lookstoimprovethewholecustomerserviceexperienceby imagining what the entire experience of traveling for customers could be – and then planning service guidelines aroundthatvision.OneofVirgin’sinnovationsistheUpperClassWing,whichaimstogetcustomersfromlimo toloungeintenminutes.Passengersarepickedupbychauffeuredcarservice,checkedinusingadrive-throughprocess, and then directed through a private security passagetotheVirginClubhouseloungearea9.

VirginAtlantichasworkedhardtoinfusedesignprinciplesacross the company and deliver a reputation built on customer experience, and the payoff has been dramatic. Whenthenewcabinconfigurationwasrolledout,VirginAtlantic’smarketshareincreasedby2%–orapproximately£50 million10 and customer satisfaction was over 90%11. The company has also been recognized with numerous industry awards for excellent customer experience and serviceawards.VirginAtlanticAirwayscontinuestotake-offthrough innovation and design.

One more thingFromwhiteearbudstotheroundedrectangularshape,Apple has helped to define technology product innovation fortheInternetage.Itsminimalisticstylecanbeidentifiedeasily–thelookoftheirwebsite,thestyleoftheirstores,the layout of their products, and more. Although Apple’s designethicisoftendiscussedinreferencetothelookandfeel of products, almost every aspect of the customer experienceiscarefullydesignedtoworktogether.

Fromtheoutset,Appleflippedtheideaofhowtodo designonitshead.Insteadofhavingengineerstelling industrialdesignerstomakecomponentsandbatterieslooknice,Applefirstdecideshowaproductwilllookontheoutside,andengineeringmakesthetechnologyfitthe vision. Apple’s design process also merges the talent of many different disciplines – from product design to mechanicalengineering.Thecompanyworkscloselywithmanufacturers to select materials, and stretches their capabilities by challenging them to develop new methods12. The result is a series of products designed to be easy to use and intuitive, even to users who are unfamiliar with technology.

As consumers demand that technology do more and more, it can be difficult to control technological complexity. Apple products have strictly adhered to a policy of simplicity, and their devotion to design has produced an identifiable brand which has attracted outsized media attention and a loyal customerbase.OnthefirstdayoftherecentiPhone5launch,Applesoldtwomillionunitsandwasback-orderedforatleastthreeweeks13.Inthesmartphoneindustry,Appleearnsasmuchas70%oftheprofitsinthemarket.Fortablets,thenumberis85%.14 Apple has become one of the most profitable companies in the world, at least in part bymakingtechnologyaccessibleandstylish.

Design everywhere (even on your wall)WhenlookingatNest,themodernisticconsumerther-mostatdesignedbyTonyFadell(thefatheroftheiPod),itwould be easy to get caught up in the product’s aesthetics. TheminimalisticLEDdisplay.Theeaseofusebyrotatingtheentiredeviceasacontrolknob.Thesimplicityofmenusforset-upandprogramming.Butit’sclearthatdesign disciplineextendsthroughoutthecompany.Pre-sales are centered on a simple interactive Web app to help determine compatibility with existing furnaces and thermostatconfigurations.Installationinvolvestwoscrewsandsnapconnectorsforwiring.Amulti-headscrewdriverisincludedinthepackaging–withoptionscoveringnotonlyNest’sneeds,butthoseyou’lllikelyencounterwhenremoving your old thermostat. A carpenter’s level is even built into the mounting hardware.

Control–usingthedeviceitself,across-platformmobileapp,ortheWeb–isintuitiveandconsistent.Aplatform-based operating system allows A/B testing of system menus,lettingthecompanycaptureuserfeedbackandfine-tuneitsoverallUX.Self-updatesandpatchingarehandledviaembeddedInternetconnectivity.Andaself-learningfunctionaimsforahands-offapproachtoenergyefficiency – combining analytics of past behavior and sensorstotrackwhetheryouarehomeornot–toself-regulate temperatures. The result? Glowing reviews and growingmarketshare15,inanunlikelyproductcategory.

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Design as a Discipline

CRM MaxIntoday’sdynamicbusinessenvironment,userswanttoimprove productivity by seeing all relevant information presented in a single application, eliminating the need for access to multiple systems and documents, so that they can performdailytaskseffectivelyandefficiently.Across-plat-formdesignframeworkprovidesthecapabilityofconsoli-datingdatafrommultiplesystems,includingERPsolutions,and displaying it in an intuitive way. This combination can provide a simplified, lean process for the functional user. Not only does the user have visibility to internal company activities, but also to upstream and downstream partner activities within the supply chain. Thismovesenterprisetechnologyintoaneraofrole-basedcomputing.Puttingtheend-useratthecenterofthe solution design and providing them the ability to performalltasksinasingleintuitiveuserinterface(UI).Thecomplexityofback-endsystems,includingongoingsystemtransformations, can now be made more efficient to users. Puttingtheuseratthecenterofattention,andengagingthe user throughout the iterative design, build and test processes drives adoption and a sense of ownership of the solution. This alone can have a tremendous positive impact on organization change management and training.

OfficeMax redefined and implemented their contact center processes while incorporating industry leading practices for their customer services and telesales division. They replaced theirexistingCRMsystemandleveragedaflexibleuserinterface technology to improve user experience.

The solution design for OfficeMax was driven with the contact center environment in mind and this resulted in a fully-integratedUIwithalltransactionalandmasterdatafromtheCRMsystemandcustomermulti-channelintegra-tion through telephony tools.

This solution met OfficeMax’s circumstances by providing threespecificfeatures:UnifiedfrontendanduserfriendlyUI,CTIintegration,andCRMservicefunctionality.TheintuitiveUIdesignaddressedspecificopportunitiestoimproveprocessautomation,datainputquality,andcustomertransactiontimes.Withacustomer-focusedapproach, OfficeMax achieved an efficient front end design toincreasethebreadthandqualityofcustomerserviceoutreach with an efficient interface between voice, email, andchatcommunications.Finally,thenewuserinterfaceallowedbusinessownerstoconsolidateworkflowprocessinto one system and reduce routing and data errors.

By leveraging design as a discipline to help redefine and implement the contact center processes, OfficeMax has achieved:• A66%increaseinagentproductivity.• Enhanceduserexperiencewith60%fewerclicksto

complete calls.• Unifiedcommunicationenabledthroughmulti-channel(phone,chat,e-mail,andfax)interactions.

• Fully-integratedagent-facingUIwithaoneclick360degree view of the customer.

• Real-timeanalysisthroughdashboardreporting.• RedesignedIVRprovidingincreasedcustomervalue.

2013 Technology Trends – Disruptors

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Iliveandbreatheandbleeddesign–butI’malsoextremely critical of the formal discipline and programscommonlytaughttoday.Igrewupmakingthings,andgotintodesignbecauseIthoughtitwasaboutcreativeproblemsolving.InschoolIbecamedisenchanted with how architecture and product design felt disconnected from real world challenges. That’swhyIstartedmyownnonprofittopracticethekindofdesignIbelievein:thenitty-gritty,rigorousproblemsolving,physical,makingkindofdesign.

IteachdesignandconstructionskillsatREALMCharterSchoolinBerkeley,California.Dubbed“StudioH,”it’sanengagingprogramthatdevelopsverymarketablepeople,butit’snotaboutresumebuildingorvocation.It’saboutenablingthe4Csofdesign–critical,creative,complex,andcommunicativeskills.

Previously,ItaughtthesameStudioHprogramin ruralNorthCarolinawithstudentswhohadnevertakenanartclassandcouldnotevenreadaruler.After 12 months in our program including one summer with us, they had designed and constructed anaward-winningbuilding–acommunityfarmers’marketfortheirhometownthatcreatedadozennewjobs and two new businesses. Many of our students walkedawayfeelinglikeeverythingispossible,andthattheyhadthetoolstomakethingshappen.Theylearned that you don’t need to settle. The designer’s “yes,and…”mentalitytaughtthemtokeeppushingtheconstraintsofthesituationandthequalityof theirownworktocreatesomethingbothfunctionaland beautiful.

Whileittakesspecifictraining,skills,andexperiencetobeastrongdesigner,Iarguethatalmostanyonecan–andshould–usedesign-thinkingprinciples.Iequateittobeingabletopullthescientificmethodout of a scientist’s process and apply it generally at work.Somepeoplemistakedesignassolelyaboutthecreativeprocess.Itis,butit’salsoveryrigorous.Youmighthavetostartyourthinkingovermanytimesduring the design journey, because you don’t initially knowwhereyou’llenduporwhichpathorpathsyoushouldtake.Youshouldbecomfortablewiththat.You should be brave, vulnerable, and raw enough to

Emily PillotonFounderandExecutiveDirectorProjectHDesign

allow change to really happen. You can’t be all about control.Inmanyways,designthinkingisantitheticalto the modes of operation business leaders have been socializedtouse–wherethingsarelinear,step-by-step, replicable, and homogenous.

The good news? You don’t have to throw schedule and budget out the window. Some of the best designs typically happen within really tight constraints, so use them in a positive way rather thanasashackle.TheprojectinNorthCarolinahada$70,000budgetforeverything–studentstipends,permits, contractors, nuts, and bolts – and the students had only 90 days to complete the building. Thoseconstraintspushedthestudentstomakereallycreative decisions.

Ibelieveyoucan’tdesignagoodproductunlessyoutalktopeople.Wecaneachbeaspecialistinour own area and have our own awesome thing. It’smoreaboutopennessandcollaborationandahealthycodependence.Adeveloperisn’ttakingawayfromhisabilitiesbytalkingtoamarketer;he’senhancing his ability to do his job. You can’t do your own awesome thing well unless you open your arms to others.

Incorporatingdesignasanenterprisedisciplinerequiresstrongleadership:youneedachampionwho can help others see the value. Sometimes, those who do embrace design do it with about 10% of theintensitytheyshould.Manypeoplehear“designthinking”andsay“Iwantthatinmyteam.”Butittends to become just another meeting people have to go to, and it doesn’t permeate the culture.

Design as a discipline is not for every business or organization.Itcanrequirebeingcomfortablewithbeing uncomfortable, and innovating at the core insteadofaroundtheedges.Ifyou’regoingto attemptit,thenIsay“gobigorgohome.”Not everyone needs to get on the design bandwagon, but if you do, get on and stay on.

34

Design as a Discipline

My take

352013 Technology Trends – Disruptors

Design as a Discipline

Flying car futureLeonardoDaVinciestablishedthecredothat“simplicity istheultimateformofsophistication”16. Design as a discipline is following this cue – moving towards transparency and smooth integration across computing devices, applications, and increasingly connected physical devices.

Transparency is the evolutionary path of the user interface. We’vemovedfromcharacter-basedinteractionwithmain-frameandDOSprograms,tomouse-basedinteractionwithclient/serverandWeb-basedsolutions,totouch-basedinteractionwithtoday’smobiledevices.Allrequireanexplicit step of tactile manipulation of a computing node. Thefuturewilllikelycontinuethejourney,relyingonvoicecontrols,gestures,andcontext–knowingwhoyouare,whereyouare,andwhatyou’relikelytryingtodo–to triggerambientfunctionality.Forexample,walkingthroughthecheck-outwithyourcartfullofgoodscouldtrigger: facial recognition to confirm identity, calculation of the amount due, searching through social profiles to determine coupons or other promotions, and processing paymentfromamobilewallet–allwithoutrequiringyouto directly interact with any explicit piece of technology.

Behindthescenes,thisscenariorequiresastaggeringlevelof integration – in both the design of solutions to pair user experience with the underlying technical demands, and also across the various components allowing for the end-to-endexperience.Intheexampleabove,identityandentitlement management services are performing the user authentication,point-of-salescannersareworkingwithpricing engines to determine amount due for the specific cartofgoods,salesandmarketingenginesareinteractingwith public social profiles and loyalty services to determine potential savings, and mobile wallet services are interacting withcheckoutscannersandback-endpaymentprocessorsto settle the transaction.

Manyoftheseserviceswilllikelybedesignedwithoutknowingexactlyhowtheywillbeused,orwithwhatsystemsthey’llbeinterfacing.Theback-endaspectsofdesignasadisciplinerequireaservices-basedapproach–at the business level (what problems they’re trying to solve) andatthetechnicallevel(havingawell-defined,contract-based interface compatible with Web services standards). SolutioncomponentsneedtorepresentequalpartsLegoandPlay-Doh–well-definedstandardizedbuilding blocks,complementedbysolutionsthatcanadaptto less-prescribedneeds.

Industrystandardswilllikelyevolvetohelpunifydatamodels(similartowhatFIXandSWIFTdidforelectronicexchange of financial information in the early 1990s), and technicalcomponentswilllikelycontinuetosupportopen,standards-basedprotocolsforsessionmanagementandinformationexchange.Butanotherturningpointwilllikelybe when policies are encapsulated and externalized – the business rules and analytical models that drive the behavior ofcompanies’underlyingsystems.The“plugandplay”nirvanaofourflyingcardesignasadisciplinecanlikelyberealized only if semantic meanings of data and underlying business logic can be shared and more universally understood – within and across organizational boundaries.

36

Design as a Discipline

Where do you start? Design as a discipline efforts often encounter two broad objections. They are seen as either too daunting given existingtalentpools,ortoonebulousandfluffy.Modestbeginnings can lead to profound changes.

• Userfirst.Beginbytakingapersona-based, user-focusedapproach–understandingwhothe stakeholdersare,howtheyliveandwork,andthecontextoftheproblemyou’retryingtosolve.Empathyiscritical – from field research on how users are behaving today,todivergentthinkingtocapture“outthere”ideasabout how they might behave tomorrow. Design as a discipline prioritizes user stories, conceptual designs, andprototypestosolicitfeedbackonpotentialdesignoptionsusing“show,”not“tell,”techniques–often discovering features and capabilities that would be missedinconventionalrequirementsJADsessions.

• Solution design.It’snotenoughtofocusongorgeousvisualsandintuitivefront-ends.Solutionengineersshouldparticipateineachphaseoftheproject–fromup-frontvisioning to solution ideation to finalizing conceptual design.Thishelpskeepthe“artofthefeasible”presentas concepts are being explored. Technical complexity mightberequiredbecauseoftrulydifferentiatedfeaturesorcomplexend-userneeds,butitshouldbeaconsciouschoice. Don’t get caught in a situation where technical lightweightsdrivescopingandfront-enddesignwithoutunderstandinghowtomakeconceptsreal.

• Productmindset. Similar to their industrial design brethren,ITshopsshouldadoptproductmarketingandengineeringmentalities–committedtofrequent incremental releases, with freedom to react in a timely mannertoopportunities.ProductownersfromthebusinessbecomecriticalmembersoftheextendedITcommunity – owning the product vision and roadmap. Goodbyebloatedonce-a-yearbudgetingandstatic portfolioprioritizationexercises.“Justgoodenough” releases may become standard, releasing partially completesolutionstogarnerreal-worldusagefeedbackand drive the next iteration of features and fixes.

• Avoidtissuerejection.Chooseanearlybusiness sponsor with simpatico sensitivities. The big picture goal of design as a discipline involves extending across the enterprise at large. But manufacturing or finance might notbetherightplacestostart.SomeCIOshaveinitiallyfocusedonmarketingdepartments–groupswho appreciatedesignandUXskill-sets,havegrownwaryoftraditionalITapproachesandsolutions,butarechargedwithmakingmassiveITinvestmentsasdigitalchangestheir worlds. Sales is another good place to start, where you’lllikelyfindvocaluseradvocatesworkinginwell-defined processes with potential improvement from a user-based,design-orientedapproach.

372013 Technology Trends – Disruptors

Bottom lineHaving in-house design knowledge is a strategy to stay relevant to business executives who are enticed by new ways of procuring technologies outside of the CIO’s purview – from one-off cloud purchases to departmental and line-of-business technology initiatives. Consumerization and democratization can be threats to the IT department, or they can be the impetus for design as a discipline – moving information technology from its existing cross-roads forward, with intent, to a preferred state.

For corporate IT, design as a discipline is the “so what” and the “or else” of today’s consumerization wave. It is a chance to change how solutions are delivered – borrowing from industrial designers and architects – by combining highly complementary skill sets to foster divergent ideation, innovation, and streamlined product build-out. It is also a chance to change perceptions of what to expect from IT, setting a baseline of engaging, elegant solutions that combine intuitive interfaces with reliable, secure, scalable, performing technology stacks. And as importantly, it is a way to bring new approaches to the realization of business needs – showing responsiveness to the new normal of usability in consumer technologies.

Design as a Discipline

AuthorsJR ReaganPrincipal,Deloitte&ToucheLLP jreagan@deloitte.comJRReagan,CISSP,CISM,CRISC,istheU.S.FederalChiefInnovationOfficerandalsoleads theHIVE(HighlyImmersiveVisualEnvironment),astate-of-the-artdemonstrationand developmentcenterlocatedwiththeCenterforFederalInnovationinArlington,Virginia.

Nelson KunkelDirector,DeloitteConsultingLLP nkunkel@deloitte.comNelsonistheNationalCreativeDirectoratDeloitteDigital,leadingagroupofexperiencedcreativeanddesignthinkerstotransformthepostdigitallandscape.Hisprimaryfocusistoevangelize the role of design in technology, and the ways in which we can affect the lives of othersthroughourclient’swork.

Endnotes 1 AdditionalinformationisavailableinDeloitteConsultingLLP(2012),“TechTrends2012:ElevateITfordigitalbusiness”,www.deloitte.com/us/techtrends2012,Chapter5.

2 Schonfeld,E.Jack Dorsey & The Golden Gate Bridge (Exclusive Video).RetrievedDecember9,2012,fromhttp://techcrunch.com/2011/03/24/jack-dorsey-golden-gate-bridge/

3 HerbertA.Simon,The Sciences of the Artificial (First Edition),(Cambridge:MITPress,1969).4 See: http://www.ideo.com/about/5 PollyLaBarre,Inside Stanford’s creativity factory,http://management.fortune.cnn.com/2012/08/17/inside-stanfords-creativity-factory/(August17,2012).6 AdditionalinformationisavailableinDeloitteConsultingLLP(2010),“DepthPerception:AdozentechnologytrendsshapingbusinessandITin2010”,http://www.deloitte.com/us/2010technologytrends,Chapter9,andDeloitteConsultingLLP(2011),“TechTrends2011:ThenaturalconvergenceofbusinessandIT”,http://www.deloitte.com/us/2011techtrends,Chapter8.

7 AdditionalinformationisavailableinDeloitteConsultingLLP(2012),“TechTrends2012:ElevateITfordigitalbusiness”,www.deloitte.com/us/techtrends2012,Chapter1.

8 Ben Mutzabaugh, New Virgin Atlantic suites: More ‘chic,’ less ‘bling’,http://travel.usatoday.com/flights/post/2012/04/virgin-atlantic-shows-off-its-new-upper-class-suites/678355/1(April23,2012).

9 JoeFerry,TheBigRethink,http://www.designcouncil.org.uk/joeferry?WT.dcsvid=NDA5OTYwMzk2NQS2&WT.mc_id=(March2010).Transcript10 Eleven Lessons: managing design in eleven global brands,http://www.designcouncil.org.uk/elevenlessons(2007).11WhatVirginAtlanticDidNext,http://www.designcouncil.org.uk/publications/Design-Council-Magazine-issue-3/What-Virgin-Atlantic-did-next/(DesignCouncilMagazine,Issue3,Winter2007).

12 Daniel Turner, The Secret of Apple Design,http://www.technologyreview.com/featuredstory/407782/the-secret-of-apple-design/(May1,2007).13CatherineKaputa,5 Marketing Tools Apple Exploits To Build The Hype,http://www.fastcompany.com/3001650/5-marketing-tools-apple-exploits-build-hype

(September 28, 2012).14 Tim Bajarin, 6 Reasons Apple Is So Successful,http://techland.time.com/2012/05/07/six-reasons-why-apple-is-successful/(May7,2012).15Fehrenbacher,K.“Hundreds of thousands” of Nest learning thermostats sold.RetrievedDecember9,2012,fromhttp://gigaom.com/cleantech/hundreds-of-

892013 Technology Trends

ConclusionFaithfulreadersofourTechTrendsreportswillfindsome familiar topics in these pages. The postdigital forces have seen extraordinary attention in the past four years – and each is still in the early stages of adoption.Thebookonhoweachcanfundamentallyreshape business is still being written.

Although the topics are familiar, the underlying trends continuetoevolveatanastoundingpace.Takemobile,forexample.In2010thestorywasaboutubiquitousconnectivityanddevice(i.e.,smartphone)advances.In2011,thefocuswasonthe“app”–andtheadventofthetablet.In2012,wecoveredenterpriseimplicationsfor prioritization of opportunities, as well as the operational realities of governing, managing, and delivering mobile solutions. And now in 2013, we consider mobile’s place as an utmost strategic priority. The very notionof“devices”isexplodingintonear-ubiquitousconnectivity of many physical objects. The fundamental element of mobile still applies – the innovative idea of removing limitations based on physical location, and of a truly untethered enterprise. But the supporting nuanceanddetailsaremovingatarapidclip,makingitparamountforITexecutivestokeeppacewithchange.

Postdigital’spotentialcanspurbothoffensiveanddefensive responses. On one side lies opportunity for innovation. On the other, the existential threat ofdisruption.Everyindustrymaybeaffectedbytheunderlyingdigitalforces.Everymarketmaybe reshaped by their controlled collision.

Whowillleadthecharge?ThereportsofIT’sdemisemay be exaggerated, but there is often truth behind therhetoric.HowwillCIOsreimaginetheirrolesinbusinessstrategy?WhatwillthecorrespondingITdepartmentlooklike?Onethingisforcertain:theelements of postdigital will play a foundational role.

Weclosethisyear’sreportwiththefamiliarquotefromfuturistWilliamGibson:“Thefutureisalreadyhere…itisjustnotevenlydistributed.”Ourhopeisthat the Tech Trends reports will help you discover the elements of postdigital in your enterprise.

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JeffAnderson,RajeswariChandrasekaran,IanClasbey,GregComline,TeresaDannemiller,AlexDea,LeeDittmar,RafeDyer,ChrisGaribaldi,MichelleHernandez,JonHoehler,DanHousman,KristiLamar,NicoleLeung,AndrewLuedke,ChrisMartin,TaimurMohammad,BlairNicodemus,IzzyPark,AaronPatton,AaronReabow,FarhanSaeed,GordonSandford,TerryStuart,TammySwartz,VikashTiwari,EmadToukan.

Research Leads:ChrisChang,JustinFranks,TomGleason,NickJohnson,AbhishekMishra,JoseMunoz,ParidhiNadarajan,SamSoneja,JeremyYoung.

Team Members: JacobArtz,FelixChang,JennaChen,JosiahDavis,PhilipDavis,KevinDowns,JeffEiden,JasonFebery,AndrewFisher,RamyaGaneshan,DwijGarg,LeksiGawor,AnilGopala,TaylorHedberg,SamJamison,CoreyKe,KanishaKhaitan,RebeccaKim,AdrianKosciak,KarthikKumar,JoyLi,RyanMalone,SimyMatharu,EstefiMedina,SeanMullins,HollyMusemeche,AbhishekNarula,AudreyNguyen,DanNieves,Chinyelu Offodile,AkshaiPrakash,NathanRabold,AdamRe,TalalRojas,BradShivley,DilysSun, YairTon,JennyZheng.

Consumer Products ContributorsAlLanghals,SuketuGandhi,MarcusShingles,MattLaw,KarlRupilius,DarwinDeano,OliverPage,JarrodPhipps,MaratSurenovichMamedov,DavidTobin,AprilAsico.

Special ThanksHeidiBoyer,CyndiSwitzer,andStuartFano–theveteranheartandsoulofourTechnologyTrendsteam.Youcontinuetoamazewithboundlessenergy,selflessteamspirit,and pushingustoconstantlyraisethebar(andhitdeadlines).MariahnaMoore,JillGramolini,andKellyGanis–formakingahugeimpactinyourfirstyearTechTrending.Thisyear’sreport would not have been possible without your drive, enthusiasm, and willingness to takeon(anddeliver)meatycontent.

Contributors

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Authors

2013 Technology Trends

CIO as the Postdigital CatalystSuketuGandhi Principal,DeloitteConsultingLLP sugandhi@deloitte.com

Bill Briggs Director,DeloitteConsultingLLP wbriggs@deloitte.com

Mobile Only (and beyond)Shehryar Khan Principal,DeloitteConsultingLLP khans@deloitte.com

MikeBrinker Principal,DeloitteConsultingLLP mbrinker@deloitte.com

Social Reengineering by Design

StephenRedwood Principal,DeloitteConsultingLLP sredwood@deloitte.com

ChrisHeuer SpecialistLeader,DeloitteConsultingLLP cheuer@deloitte.com

Design as a DisciplineJRReagan Principal,Deloitte&ToucheLLP jreagan@deloitte.com

NelsonKunkel Director,DeloitteConsultingLLP nkunkel@deloitte.com

IPv6 (and this time we mean it)Bruce Short Director,DeloitteConsultingLLP bshort@deloitte.com

EdwardReddick Director,DeloitteConsultingLLP ereddick@deloitte.com

Finding the Face of Your DataDavid Steier Director,DeloitteConsultingLLP dsteier@deloitte.com

VikramMahidhar Director,DeloitteLLP vmahidhar@deloitte.com

Gamification Goes to WorkAndreHugo Director,DeloitteDigitalRSA anhugo@deloitte.co.za

DougPalmer Principal,DeloitteConsultingLLP dpalmer@deloitte.com

Reinventing the ERP EngineBill Allison Principal,DeloitteConsultingLLP wallison@deloitte.com

RickKupcunas Director,DeloitteConsultingLLP rkupcunas@deloitte.com

No Such Thing as Hacker-proofKelly Bissell Principal,Deloitte&ToucheLLP kbissell@deloitte.com

Kieran Norton Principal,Deloitte&ToucheLLP kinorton@deloitte.com

The Business of ITPeterVanderslice Principal,DeloitteConsultingLLP pvanderslice@deloitte.com

BryanFunkhouser Principal,DeloitteConsultingLLP bfunkhouser@deloitte.com

MarkWhiteChiefTechnologyOfficerPrincipal,DeloitteConsultingLLPmawhite@deloitte.com

Bill BriggsDeputyCTODirector,DeloitteConsultingLLPwbriggs@deloitte.com

Disruptors Enablers

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