This site uses cookies to provide you with a more responsive and personalized service. By using this site you agree to our use of cookies. Please read our cookie notice for more information on the cookies we use and how to delete or block them.

Bookmark Email Print this page

Technology Disruptors and Enablers - A Consumer Products Perspective

2013 Technology trends: Elements of postdigital

Explore the individual consumer products (CP) technology trends disruptors and enablers below. Each includes an option to download more information regarding that specific trend. For the full 2013 Consumer products technology trends report, please visit, "Technology Trends 2013: A Consumer Products Perspective."

Disruptors for consumer products  

Opportunities that can create sustainable positive disruption in IT capabilities, business operations and sometimes even business models.

CIO as the post digital catalyst

Catalyzing value from the elements of mobile, social, analytics, cloud and cyber

CIOs can lead the move to tomorrow – reshaping business as usual, and driving innovation. On the one hand, they face unprecedented opportunity for innovation. On the other, the existential threat of disruption. How should business respond? And who better to lead than the CIO? When CIOs harness the convergence of the five postdigital forces, they can change the conversation from systems to capabilities and from technical issues to business impact. Plan big, start small, fail fast, scale appropriately.
  Download CIO as post digital catalyst
Mobile only (and beyond)

The enterprise potential of mobile is greater than today's smartphone and tablet apps

Mobile should be top of mind for organizations. But don’t limit your ideas to Mobile First. Think Mobile Only, imagining an untethered, connected enterprise. The next wave of mobile may fundamentally reshape operations, businesses and marketplaces – delivering information and services to where decisions are made and transactions occur. And the potential goes far beyond smartphones and tablets to include voice, gesture and location-based interactions; device convergence; digital identity in your pocket; and pervasive mobile computing. The very definition of mobile is changing.
  Download Mobile only (and beyond)
Social reengineering by design

How 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 traditional organizational constraints such as deep hierarchies, command-and-control cultures, physical proximity and resource concentration. Social reengineering can fundamentally transform how work gets done, but it isn’t just a “project.” It’s a strategy. And it’s not serendipity. It’s intentional – by design.
  Download Social reengineering by design
Design as a discipline

Inherent, pervasive and persistent design opens the path to enterprise value

Driven by consumer experience, intuitiveness and simplicity are moving from IT aspirations to enterprise mandates. Design is not a phase; it’s a way of thinking. Beyond look and feel, beyond user interfaces. Isolated in silos of user experience (UX), marketing and product development, individual design functions may be reaching their limits. What’s needed is a collaborative, immersive environment to work together. Design is not just an “IT thing” or a “marketing thing” or a “product engineering thing.” It’s an enterprise thing.
  Download Design as a discipline
IPv6 (and this time we mean it)

Ubiquitous connected computing is straining the underlying foundation of the Internet

Internet Protocol is the foundation of networking, but we’ve run out of addressable space for addressable items. The more important it is for your business to connect with the outside world, the more important IPv6 is for your future – and the more urgent this issue is for you today. IP addresses are woven deep into applications and infrastructure, and migration can bring challenges. While there’s no drop dead date for IPv6, the final IPv4 address blocks have already been allocated. Careful and proper adoption will take time for planning, execution and verification. The time to start is now.
  Download IPv6 (and this time we mean it)

Enablers for consumer products 

Technologies in which many CIOs have already invested time and effort, but which warrant another look because of new developments or opportunities.

Finding the face of your data

Fuse people and technology to discover new answers in data – and new questions, too

Humans do some things really well, while computers are better at other things. It is this particular combination that enables the identification of new patterns and relationships across dimensions of data – structured and unstructured, internal or external, big or otherwise. By combining human insight and intuition with machine number-crunching and visualization, companies can answer questions they’ve never answered before. More importantly, they can discover important new questions they didn’t know they could ask.
  Download Finding the face of your data
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 encourage behaviors that drive performance – sometimes in unlikely places. This trend has moved beyond hype and is already demonstrating business value. Gamification in the workplace incorporates social context and location services to motivate and reward desired behaviors in today’s mobile-social world.
  Download Gamification goes to work
Reinventing the ERP engine

Revving up data, hardware, deployment and business model architectures at the core

If you could really get ERP cheaper and faster, what would you do differently? Run materials requirement planning (MRP) many times each day? Close the books in a matter of minutes? Optimize delivery routes on-the-fly in response to new orders, traffic or customer preferences? What would it mean for business agility, capability and competitiveness? ERP is no stranger to reinvention, overhauling itself time and again to expand functionality. But the underlying engine has remained fairly constant. That’s now changing.
  Download Reinventing the ERP engine
No such thing as hacker-proof

If you build it, they will hack it. How do you deal with that?

You’ve either been breached – or you soon will be. Your boss knows it, your business knows it, your board knows it, your customers know it and hackers know it. It’s your job to deal with it. That means changing the way you think about defending yourself. Be more proactive about the threat – and react more rapidly when breaches do occur. Detect them quickly, respond, clean up and adjust your tactics. Be outward-facing, prepared and ready in advance. Anticipate and prevent when possible, but be ready to isolate and encapsulate intrusions to minimize impact. It’s better to lose a finger than to lose an arm.
  Download No such thing as hacker-proof
The business of IT

After reengineering the rest of the business, IT’s children deserve some shoes 


Fragmented processes and systems can prevent IT from effectively delivering on the changing demands of the business. IT may need to transform its own management systems to keep up. Is this ERP for IT? Maybe someday. Today, CIOs are crafting solutions from industry-leading products and testing business cases at each step. And the potential benefits are worth the investment – not only in driving down costs and better managing risks, but in positioning IT as the business partner in provoking and harvesting disruption in the post-digital era.
  Download The business of IT

[Return to top]

Receive Consumer Products updates

Subscribe to receive updates from Deloitte's Consumer Products industry:

email  Deloitte Views for Consumer Products 

Deloitte RSS Feed  Deloitte's RSS Feed (What is RSS?)  

Twitter icon   Twitter 

 

As used in this document, ‘Deloitte’ means Deloitte LLP (and its subsidiaries). Please see  www.deloitte.com/us/about  ;for a detailed description of the legal structure of Deloitte LLP and its subsidiaries.

Related links

Share this page

Email this Send to LinkedIn Send to Facebook Tweet this More sharing options

Stay connected