Cloud and infrastructure End users and data everywhere

array of delivery capabilities. From mobile apps to mainframe MIPS, and from in-house servers to sourced vendor services, managing this broad range requires a view on how much can change by when, an appropriate operating model, and a balanced perspective on what should be developed and controlled, and what needs to be monitored and governed. To help equip the IT executive in forming those views and making those judgements we present points of view on key trends and topics.

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Contents

About the series

The state of play

A point of view on device and usage trends

The business converges on the person

Practical CIO considerations

Conclusion

About the seriesOverviewIn order to enable new business and preserve existing value, global Information Technology (IT) executives should address the growing dichotomy between the agility companies want and the stability they need. This dichotomy is becoming exacerbated as legacy data centers become farther and farther removed from the cloud and from mobile end-users. Meanwhile, delivering data to devices and taking advantage of platforms often means giving up some control over operating systems, hardware, and data centers. It’s 9 a.m. on Monday. Do you know where your data is?

IntroductionAs IT executives look to provide value from their IT portfolios, they are balancing a mix of emerging, current, and legacy technologies. With the world of technology’s ever-evolving pace, the gulf between emerging and legacy continues to widen. The consumer market drives advances in end user devices and end user expectations. Service vendors invest in cloud, virtualization, and orchestration, while manufacturers attempt to deliver more computing horsepower at lower cost. Behind the tablets, clouds, and chips, there still sits a data center and a room full of legacy infrastructure waiting for refresh.

This widening gap between end user devices, data mobility, cloud services, and back office legacy systems can challenge the IT executive to manage and maintain technology in a complex

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The end user data singularityThe physical location of your service and data could now be anywhere, and is reaching your user via wireless and mobile networks. In this article, we look at the challenges and responses to managing data and services everywhere.

End userAccess point, interface, data

App developmentProcessing need, developer intervention, operating model

OperationsExecution control, operator intervention, IT infrastructure, stack, compute, data center

• the emergence of a truly mobile and evolving workforce an increasing volume of compute power and data flow associated with each end user

• changing application user interface needs• expanding consumer market capabilities end

users disregarding IT policies to bring new technologies to the workplace a need to balance a legacy back end with digitalization needs

The state of playFrom desktop to appThere was a time not so long ago when a CIO knew precisely where the end users were located and with which tools they performed their work. End users were employees sitting in corporate offices using desktop PCs. They accessed business application software using bespoke user interfaces. And those applications were hosted by dedicated hardware housed in known data center locations. Furthermore, revenue generating customers of a firm didn’t get anywhere near these technologies.

Today’s CIO manages some of the above legacy, but largely delivers browser or app-based capabilities for both internal end-user employees to perform work, and for external customers to engage with the firms’ products and services. They are presented with the ever-growing demand for the functionality to be device agnostic—whether accessible by desktop, tablet, or smartphone, regardless of operating system. The processing power behind those services is supported by a mix of stand-alone and shared hardware platforms perhaps in-house and/or sourced.

User interface evolutionProducts and devices are now becoming smarter, predictive, and autonomous. The user interface may evolve from “click or push” (e.g. mouse, touchscreen) to “show and tell” (e.g. Siri, Kinect). The continued democratization of devices and bandwidth means that end users will increasingly drive demand over the coming years. Given that the future user could be interacting as an employee or as a customer as they wear their technology, or have it embedded within them, the nature of work and customer engagement will continue to change.

A point of view on device and usage trendsToday, people are choosing to use and carry multiple devices and despite some devices becoming more central than others, this is unlikely to change. Some devices will be carried, others worn or even embedded in the person.

Primary devices are used more often for graphical data presentation and user input. These include the current generation of desktops, laptops, tablets and smartphones. Wearable devices are likely to be for specific use cases. For example health-monitoring wristbands, smart watches, cameras and the emergence of other types of sensors and monitors. Embedded devices may be used for access and security controls, but also for transactions and data enrichment—carried in the person, not on the person.

This multiple device trend is due to the likelihood that, at least in the short term, devices compute power may not increase at the same exponential rate we’ve seen in the past. Dennard scaling at the

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The front-end leading-edge technology of the modern corporate office sits with the end user experience. Only today, end users are no longer sitting, and are no longer in the office. They are on the move, using an array of devices that continue to proliferate in number and capability. Meanwhile, customer and enterprise data move outside the data center, and outside the normal confines of the office as it transits both internal and external telephony and wireless networks.

As devices, technologies, and networks continue to improve, computing capabilities, data availability, and dataflow are becoming ubiquitous. Many users begin to interact with their devices in new ways and demand mass-market capability and mobility from their Chief Information Officer (CIO). They may demand to perform their business functions wherever they are via the multi-device technologies on their person. And the business lines too are demanding a focus on digitalization and automation to keep pace with the rapid changes.

These trends attempt to wrest control of end user technology and interface decisions from the IT executive. They present growing challenges in control and management of enterprise IT and data flow to and from the data center (which may now be external). And can they also present the risk for users and business lines to (consciously or not) create Shadow IT structures.

In this article we examine some of these trends, and ways the IT executive can respond to:

Device proliferation in 20151

Tablets0.5 billion

Personal Computers (PC)1.4 billion

Smartphones2 billion

Internet of Things 5 billion

Shadow ITThe speed at which the consumer device market moves will likely continue to outpace that of a large enterprise adoption and implementation. To upgrade to the latest experience, users and business lines will invariably leverage mass-market software themselves skipping organization approval creating shadow IT services outside CIO control and governance. Do we fight Shadow IT or embrace it?

transistor level has stopped, and clock rates have reached optimal heat and power levels on current technologies. It becomes more cost effective for device manufacturers to use a current chip for longer, thus slowing the possibility that any one device could do everything.

Emergence of differentiated devicesThis will likely increase the importance of features and data transfer rates over brute processing power in the user hand. And it forces manufacturers to create use-specific devices that are superior or differentiated as opposed to a “super device” that can do all things. The emergence of smaller, wearable devices and built-in infrastructure in the landscape around them negate the notion of the single super tablet or phone platform doing everything. The end user both carries and moves through ubiquitous computing capabilities and a wireless sea of data.

As devices proliferate and interfaces advance, the trend of physical interaction with a device will likely continue to evolve more quickly than audio interaction. The click or push/touch interface is less intrusive and often more socially acceptable in a wider variety of settings as opposed to giving spoken commands to your device. The click or touch will likely evolve to motion sensing and non-verbal cues. The physical swipe becomes a gesture or look.

Connectivity and increase in data flowAlready today the performance of an end user device is less about processing speed than about data delivery. The back-end data center provides the processing, hosting, and analytics. The user

device needs to get more information more quickly and sustainably. Coverage and signal strength are everything. In telephony 4G coverage will likely increase and stabilize and 5G will emerge. Wireless network capabilities will become more widely available, and likely more seamless to move between. More and more data will be flowing between data centers and wireless networks anywhere, doing more and more work that today may still be within the confines of the corporate environment.

The business converges on the personThese advances can mean that the employee and customer now not only browse emails and websites on various apps and browsers, but also perform the full extent of their work responsibilities or consume any service from anywhere. Their location indicates proximity to a person or service with which to interact. They could manage and complete tasks with simple gestures, eye movements, or voice commands irrespective of time or location. They transact and pay for things seamlessly via a worn or carried device. They can show/present/share materials anywhere on any surface. The devices or

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Thinkers

Sixth Sense: From the MIT fluid interfaces group, this is a wearable gestural interface that augments the physical world around us with digital information and lets us use natural hand gestures to interact with that information2

JackIn: Jun Rekimoto and the Rekimoto Lab at the University of Tokyo are working on a human-human communication framework for connecting two or more people. With JackIn, people’s activities can be shared and assistance or guidance can be given through other people’s expertise3

Project Beyond: Led by Pranav Mistry, the Think Tank team at Samsung is now designing a 3D omni-view system that allows you to see another reality as if you were physically there4

Embedded technology

SoftKinetic Systems S.A. of Belgium, recently acquired by Sony Corporation develops and licenses “Time of Flight range image sensors, and imaging software for range image signal processing and gesture recognition5

SOMNIUM® Technologies is a privately held UK based supplier of embedded software development tools. ‘Somnium DRT’ optimizes code for embedded systems, optimizing memory constrained systems and enabling power efficiency6

QuickLogic Corporation is a provider of sensor processing platforms, display, and connectivity semiconductor solutions for smartphone, tablet, wearable, and mobile enterprise OEMs7

Products

“Project Underskin” by New Deal Design: A smart digital tattoo designed to help you in all aspects of life, from unlocking doors, making payments, monitoring health and understanding your emotions8

“MindRDR” by This Place: Measures brainwaves to translate brain activity into action. This allows users to control actions on the TV and tablet by simply changing their mental state9

“Doppel” by Team Turquoise: A wearable device that “helps you focus or relax on demand10

Community

The MIPI® Alliance has a vision for the entire mobile industry by establishing standards for hardware and software interfaces in mobile devices

A few other communities are:

• ACM International Joint Conference on Pervasive and Ubiquitous Computing (UbiComp)

• Wearable Sensors and Electronics Annual Conference and Exhibition

Examples of the end userGesture-based interfacesStudies show that 35 percent of collaboration activity uses gestures11

infrastructure around them may respond to stimuli and automatically perform or suggest a course of action. Voice, video, graphics, and end-to-end business operations could converge on the person.

Aligned to these possibilities the CEO looks for teams to be collaborative and mobile, cutting the link to a fixed workplace. More and more they want the “digitalization” of their business model. A drive for more self-service needs easy to access and easy to use services. The desire for superior customer service and business operations means self-correcting procedures, predictive automated self-help, all supported by staff armed with targeted data analytics and knowledge cases to quickly

resolve issues. And an efficiency goal is often less people in the back office performing work—which means higher straight through processing rates and improved scaling of knowledge.

Practical CIO considerations

In response to these trends and issues there are a number of IT infrastructure considerations.

Enterprise computers will continue to thriveMore mobility will not stop the need for back-end processing, so enterprise compute and storage are not going away anytime soon. Architectures and infrastructure capabilities should adjust and cater for the changing landscape and data needs. The firm should be considering platforms and services that provide that compute power in ways suited to deliver information to mobile users wherever and whenever they want. The CIO should have a focus on how enterprise compute is made available.

Embrace the abstractionBreaking the traditional link of application software to the operating system and hardware is vital to stay nimble, as is avoiding highly proprietary technologies. To take advantage of future platforms and cloud-based services, the CIO should embrace application architectures and development approaches that produce software truly fungible with any platform or service provide.

Use device compute powerMost data continues to be processed somewhere before it gets to the end user. Yet some appropriate activities can surely also be processed at the end user, and perhaps leverage the variety of inter-connected end-user technologies on the person. Where can, and where should the processing take place? How best to optimize the transfer of both data and information to the user? One needs to think of end user devices not as glorified “dumb terminals” but a computing resource to leverage.

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The evolving scenario of our business end user

Before the Internet The present The near future

Infrastructure Office physical files Servers in-situ Cloud, virtual servers

Value-add Accessing information Transacting with information

Enriching information

Technologies Analog machines Digital process and web IoT and smart machines

Data size Low ~4 zettabytes13 ~40 zettabytes13

Examples of change

Introducing PCs and word processors

Shift to smartphones, tablets, and cloud

Embedded and wearable devices

Note: 40 zettabytes is 40,000,000,000 terabytes

Digitalization in focusThe percentage of CIOs who indicated that their firm has a digitalization strategy jumped to 46 percent from 23 percent in the span of a year12

The CIO should consider balancing the compute capability and data flow between devices on the person versus those in the data center.

The state departmentHowever a related issue becomes managing the ever-growing dimension of distributed concurrency control and data persistence. Somewhere there still needs to be a “stateful” foundation to a “stateless” mix of cloud and end user interactions. Can users themselves become the stateful point in specific use cases? The CIO should be aware of the increasing importance of having a data architecture, a chief data officer, and robust reference data.

Leveraging human resourcesYour development resources should provide rich and efficient user experiences, available in the ways and means that end users expect—i.e. currency with their personal devices and consumer market

trends, and capabilities that predict user needs and interpret their gestures. One should ideally be working with the most current platforms and capabilities, and ensure flexibility and diversity in the resources being called upon. The CIO should have the people with the capabilities and skills to leverage fast moving end user trends and technologies.

Focus on the app, not on the deviceInternal corporate clients and partners may already be creating shadow IT functions in their demand for devices, mobility, and collaboration, and stressing moves to establish common standards and governance. A focus on secure apps with known and secure data flows allows more flexibility regarding the device itself. Focus on your app functionality, and data and information security instead of trying to control device and operating system choice. The CIO should provide consumer market like portals, choices, and time to market capabilities balanced with appropriate spend approval governance.

Interdependence of software and IT operationsConsider operating models that enable the requisite capabilities, and the ongoing support and maintenance challenges. If separated, consider merging a value chain of analytics, development, deployment, and enterprise operations with end user/desktop and device services. A “DevOps+” model could be more responsive and integrates and streamlines the delivery of business value. And the more business software becomes independent of hardware, the greater the orientation of your teams to business function and value over physical technicians.

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Exit legacy infrastructureAt the back end of the back office there is still the need to sustain business valuable services on legacy infrastructure, improve transactional STP rates, provide the requisite data analytics, and control and ship the right information at the right pace to the end users. Legacy transformation remains outside the top 10 spending priorities of CIOs (Gartner). This should change. The CIO should look to refresh dated and difficult legacy technology on a priority basis, and should also look at how these systems can be moved to cloud or other virtualized shared resources. [More in Article 5]

ConclusionWe’ve presented a point of view where end user technology trends imply that more and more information and capability centralize on the person, and the nature and manner of work and customer engagement continues to evolve rapidly. Technology and information likely will increasingly move out of the in house data center to enable and service a diverse and mobile set of employees and customers. These emerging capabilities extend the domain of the IT executive beyond the traditional data center and corporate office. In so doing they present new challenges to manage and opportunities to leverage. One of those new opportunities is cloud and platform services. The next article in this series considers the maturity of these services and asks—how much you can realistically use them?

The movement to cloud

By 2018, Cloud data center workloads are forecast to increase at a CAGR of 24 percent14

From 2014 through 2017, vertical specific business applications will see the largest growth of all types that organizations expect to deploy via public cloud SaaS15

For more informationRanjit BawaPrincipalDeloitte Consulting LLPrbawa@deloitte.com

Brian BurrusPrincipalDeloitte Consulting LLPbburrus@deloitte.com

Chris ThomasSenior ManagerDeloitte Consulting LLPchrthomas@deloitte.com

ContributorRichard Ponerpone@deloitte.com

A summary of the CIO considerationsTrends in the existing environment

Internal enterprise computePlatform and applicationsInterconnection of devicesData

Key takeaways for CIOsStringent IT governanceAdoption of cloudLeveraging practitioners’ skill setsDevOps+ business modelRobust data architecture

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1 Middleton, P. (2015). Forecast Alert: Internet of Things— Endpoints and Associated Services, Worldwide.

2 Mistry, P., & Maes, P. (2009). SixthSense—A Wearable Gestural Interface. Yokohama, Japan: SIGGRAPH Asia.

3 Kasahara, S., & Rekimoto, J. (2014). JackIn: Integrating First-Person View with Out-of-Body Vision Generation for Human-Human Augmentation. 5th International Conference on Augmented Human (AH2014).

4 Samsung. (n.d.). Project Beyond, Samsung Think Tank Team. Retrieved from http://www.thinktankteam.info/beyond/

5 Sony. (2015, October 8). Sony Acquires Belgian Innovator of Range Image Sensor Technology, Softkinetic Systems S.A., in its Push Toward Next-Generation Range Image Sensors and Solutions. Retrieved from http://www.sony.net/SonyInfo/News/Press/201510/15-083E/index.html

6 Somnium Technology. (n.d.). Somnium Technology. Retrieved from http://www.somniumtech.com/company

7 Quicklogic Corporation. (n.d.). Quicklogic Corporation. Retrieved from http://www.quicklogic.com/corporate/ about-us/history/

8 Prote.in. (2014, 11). Project Underskin. Retrieved from https://www.prote.in/en/feed/2014/11/project-underskin

9 This Place. (2015, June 18). Smart TVs Just Got Smarter: Now You Can Control TV With Your Mind. Press release. Retrieved from www.thisplace.com

10 Doppel. (n.d.). Doppel, Team Turquoise, Press Kit,. Retrieved from http://www.doppel.co.uk/press/

11 Tang, J. C. (1991). Findings from observational studies of collaborative work. In Proc. Man-Machine Studies 1991.

12 Mok, L., & Berry, D. (2015). Survey Analysis: CIOs are reshaping IT workforce profiles for digitalization.

13 Adshead, A. (2014, April 09). Data set to grow 10-fold by 2020 as internet of things takes off. Retrieved from Computerweekly: http://www.computerweekly.com/news/2240217788/Data-set-to-grow-10-fold-by-2020-as-internet-of-things-takes-off

14 Middleton, P. (2015). Forecast Alert: Internet of Things— Endpoints and Associated Services, Worldwide.

15 Anderson, E. (2015). Cloud Adoption Trends Highlight Buyer Preferences and Provider Opportunities.

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Endnotes