1、Tech Trends 202320232022202120202019201820172016201520142013201220112010TrusteconomyEverything-as-a-serviceDarkanalyticsMachineintelligenceRiskimplicationsITunboundedInevitablearchitectureCIO survey:NavigatinglegacyMixedrealityAPIimperativeBlockchainto blockchainsEnterprise data sovereigntyRiskimpli

2、cationsThe newcoreNo-collarworkforceReengineering technologyCIO survey:ManifestinglegacyDigitalrealityNoOps in aserverless worldAI-fueledorganizationsDevSecOpsand the cyberimperativeConnectivityof tomorrowBeyondmarketingIntelligentinterfacesDigitaltwinsEthicaltechnologyand trustFinance andthe future

3、 of ITArchitecture awakensGlobal study:The kineticleaderHumanexperience platformsAPIeconomyAmplifiedintelligenceRiskimplicationsCorerenaissanceIT workerof the futureCIO as chiefintegrationofcerAmbientcomputingDimensionalmarketingSofware-definedeverythingDemocratizedtrustIndustrializedanalyticsRiskim

4、plicationsReimaginingcore systemsRight-speed ITAutonomicplatformsCIO survey:CreatinglegacyInternetof ThingsAR and VRgo to workCyber AIBlockchain:Readyfor businessCloud goesverticalData-sharingmade easyThe tech stackgoes physicalIT,disruptthyselfFinding the faceof your dataNo such thing ashacker-proo

5、fReinventingthe ERP engineBusinessof ITIPv6(and thistime we mean it)CIO as postdigitalcatalystMobile onlyand beyondGamificationgoes to workDesign asa disciplineSocialreengineeringCognitiveanalyticsCloudorchestrationTechnicaldebt reversalCyber-securityIn-memoryrevolutionReal-timeDevOpsCIO asventureca

6、pitalistWearablesDigitalengagementIndustrialcrowdsourcingSocial activationHyper-hybridcloudsGeospatialvisualizationBig datagoes to workDigitalidentitiesOutside-inarchitectureEnterprisemobilityUserempowermentGamificationSocialbusinessCapabilitycloudsVisualizationRealanalyticsCyberintelligenceAlmost-e

7、nterpriseapplicationsThe end of thedeath of ERPCIOs asrevolutionariesApplied mobilityUserengagementSocialcomputingValue-drivenapplication managementCloudrevolutionInformationmanagementInformationautomationVirtualizationCIO operationalexcellenceCyber-securityBest-of-breedenterprise applicationsServic

8、esthinkingWirelessand mobilityUserengagementAssetintelligenceMLOps:Industrialized AI Machine data revolution Corerevival ZerotrustDEI tech:Toolsfor equity SupplyunchainedRebooting thedigital workplace Strategy,engineered Bespokefor billionsExponentialswatch listExponentialswatch listBeyond thedigita

9、l frontierHorizonnextExponentialsSocial impactof exponentialsField notesfrom the futureExponentialsMeasuredinnovationHORIZONNEXTBUSINESS OFTECHNOLOGYCOREMODERNIZATIONCYBERAND TRUSTCOMPUTATIONINFORMATIONINTERACTIONThrough the glassOpening up to AIAbove the cloudsFlexibility,the best abilityIn uswe tr

10、ustConnect and extendTrending the trends:Fourteen years of researchCYBER AND TRUSTCOREMODERNIZATIONBUSINESS OF TECHNOLOGYQUANTUMDECENTRALIZED PLATFORMSCLOUDCOMPUTATIONAMBIENT EXPERIENCEEXTENDED REALITYDIGITAL ENGAGEMENTINFORMATIONEXPONENTIAL INTELLIGENCEARTIFICIAL INTELLIGENCEDATA AND ANALYTICSINTER

11、ACTIONAMBIENT EXPERIENCEEXTENDED REALITYDIGITAL ENGAGEMENT3Table of contents04 Executive summary16 Trend 1Through the glass:Immersive internet for the enterprise40 Trend 4Flexibility,the best ability:Reimagining the tech workforce70 Epilogue08 Prologue25 Trend 2Opening up to AI:Learning to trust our

12、 AI colleagues51 Trend 5In us we trust:Decentralized architectures and ecosystems78 Acknowledgments33 Trend 3Above the clouds:Taming multicloud chaos61 Trend 6Connect and extend:Mainframemodernization hits its stride P 01 02 03 04 05 06 EExecutive summary 4ExecutivesummaryDeloittes 14th annual Tech

13、Trends report explores the impact of emerging technology opportunities in the innovation areas of interaction,information,and computation,and the foundational areas of business of technology,cyber and trust,and core modernization.Through the stories of pio-neering organizations,we note whats happeni

14、ng now across sectors and geographies,highlight new technologies and approaches that stand to become the norm within 18 to 24 months,and project where the trends could be headed next during the coming decade.Prologue:A brief history of the futureThe entire history of IT has been a steady evolution o

15、f the same three enduring eternities:interaction,information,and computation.The future of IT will continue to march along these same three tracks toward specific,convergent endgames:simplici-ty,intelligence,and abundance.Three additional categoriesthe business of technology,cyber and trust,and core

16、 modernizationacknowledge the reality that business drives technology,not the other way around,and that extant systems and investments need to play nicely with pioneering innovations so that businesses can seamlessly operate while they grow.Taken together,these six macro technology forces are the ba

17、ckbone of information technology.P 01 02 03 04 05 06 EExecutive summary 5around the unique capabilities afforded by an“unlimited reality,”others provide immersive envi-ronments for employees to streamline operations or collaborate and learn.As technology advances further over the next decade,organiz

18、ations should be ready for reality to move online through expanded ways of interacting with mixed reality.Trend 2Opening up to AI:Learning to trust our AI colleaguesWith AI tools increasingly standardized and commoditized,few businesses may realize true competitive gains from crafting a better algor

19、ithm.Instead,what will likely differentiate the truly AI-fueled enterprise from its competition will be how robustly it uses AI throughout its processes.The key element here,which has developed much slower than machine learning technology,is trust.As machines encroach on humanlike tasks that go beyo

20、nd basic number crunching and enter the realm of discernment and decision-making via AI,the business world is having to develop a new un-derstanding of what it means to trust machines.Trend 3Above the clouds:Taming multicloud chaosTo simplify multicloud management,some enter-prises are beginning to

21、turn to a layer of abstraction and automation that sits above the burgeoning multicloud.Known alternately as metacloud or supercloud,this family of tools and techniques can help cut through the complexity of multicloud en-vironments by providing access to common services such as storage and computat

22、ion,AI,data,security,operations,governance,and application development and deployment.Metacloud offers a single pane of control for organizations feeling overwhelmed by multicloud complexity.Eyes to the sky:Three enduring eternitiesThe history of IT has been a steady evolution of pioneering innovati

23、ons in interaction,information,and computation,the three enduring eternities of modern computing.Trend 1Through the glass:Immersive internet for the enterpriseFor a generation,the connection to the digital world has been mediated through an ever-shrinking series of rectangular screens.Now,as technol

24、o-gists recognize that screens cant keep shrinking forever,the paradigm is shifting again,toward interfaces that take users through the glass and into immersive virtual experiences,including the digital world known as the metaverse.Over the next few years,tangible,conversational,and virtual interfac

25、es will likely continue to graduate from tech to toy to enterprise tool.While some companies build lucrative business models P 01 02 03 04 05 06 EExecutive summary 6into creative sources for finding talent,and pro-viding a compelling talent experience,companies can meet their talent goals.In the lon

26、ger term,organizations should plan to brush up on their humanities,as AI technology advances enough to carry out many of the lower-order tasks that IT teams are burdened with today.Trend 5In us we trust:Decentralized architectures and ecosystemsBlockchain-powered ecosystems are becoming key not only

27、 to developing and monetizing digital assets but also to creating digital trust.As orga-nizations begin to understand blockchains utility,theyre realizing that building stakeholder trust could be one of its primary benefits.From every-day enterprise applications to blockchain-native business models,

28、decentralized architectures and ecosystems disintermediate trust,placing it not in a single person or organization but distributing it across the community of users.Organizations may be able to cement their cred-ibility by helping reinvent a more decentralized internetWeb3in which a single,immutable

29、 version of the truth is based on public blockchains.In this world,digital natives are increasingly likely to demand higher-quality proof and higher-order truth.Digital ledger technologies and decentralized business models that achieve consensus through code,cryptography,and technology protocols are

30、 demonstrating that none of us is as trustworthy as all of us.Trend 6Connect and extend:Mainframe modernization hits its strideRather than rip and replace legacy core systems,enterprises are increasingly looking to bring them into the modern era by connecting and extending them to emerging technolog

31、ies.Through tried-and-true approaches to legacy system modernization,businesses are leveraging mainframesand their precious datato drive digital transformation.Feet firmly on the ground:Three foundational forcesExisting systems and investmentsrepresented by the business of technology,cyber and trust

32、,and core modernizationshould integrate well with pioneering innovations so that businesses can seamlessly operate while they grow.Trend 4Flexibility,the best ability:Reimagining the tech workforce In the last year,many organizations have been en-gaged in a heated competition for a limited sup-ply o

33、f technology talent.Yet with technical skills becoming outdated every few years,hiring for current needs is not a winning long-term strategy.Rather than competing in scarcity,savvy leaders consider an abundance frame,wherein technolo-gy talent can be curated,created,and cultivated.Companies should b

34、e prepared to eschew IT or-thodoxies and prize flexibility as the best ability.By building a skills-based organization,tapping P 01 02 03 04 05 06 EExecutive summary 7Epilogue:Widening the aperture From infoTech to xTechHistorically,to enterprise audiences,“technology”has served as shorthand for inf

35、ormation technology.But separate and distinct from enterprise IT,an extended set of technologiesor xTechare on the horizon.Rooted in the formal,natural,and social sciences,these academic and research areas are brimming with patent and startup activity,technology maturity and advancements,academic an

36、d grant investments,and venture capital funding.And theyre attracting the best and brightest talent.We anticipate six emerging technology disciplines to eventually rival IT in their impact on business innovation:space and aeronautical engineering;cellular and biomolecular engineering;brain and nervo

37、us systems applications and interfaces;climate,sustainability,and the environment;autonomous and precision robotics;and power,energy,and battery technologies.P 01 02 03 04 05 06 EPrologue 8Several years ago,at a demo day at Silicon Valleys Computer History Museum,I came face to face with the history

38、 of the future.At the time,I was a venture capitalist on the hunt for the next big thing.During a break from startup pitches from the best and brightest entrepreneurs,I wandered among the museum exhibits,where I stumbled upon a modern recreation of the first comput-er,designed in the 1840s by Englis

39、h polymath Charles Babbage.I was fascinated to read about Babbages Victorian-era designs,particularly his Analytical Engine,a mechanical general-purpose computer that he worked on with fellow mathematician Ada Lovelace.The Analytical Engine shared many fea-tures with modern digital computers,includi

40、ng three key components:the reader,the mill,and the store.The reader took in punch cards,permitting user interaction with the machine.The store held informationnumbers and interim resultsuntil they could be acted upon by the mill,which per-formed mathematical computations.Babbage couldnt have known

41、then that these three fundamental functions would still exist today,serving as the enduring foundation of modern computing.In fact,as we demonstrated in a joint research report with the World Economic Forum,the entire history of IT has been a steady evolution of these same three eternities:interacti

42、on,infor-mation,and computation.1 In turn,it stands to reason that the future of IT will continue to march along these same three tracks toward specific,convergent endgames:simplicity,intelligence,and abundance(figure 1).A brief history of the futurePrologue P 01 02 03 04 05 06 EPrologue 9Interactio

43、n:Toward simplicity Electronic,digital general-purpose computers appeared about 100 years after Babbages design.Room-sized computers weighed tons and were programmed with punch cards,but within three decades,users interacted with desk-sized com-puters using the command-line interface.By the 1990s,de

44、sktop-sized computers boasted graphical user interfaces,and simple iconog-raphy replaced arcane computer syntax.Later,point-and-click evolved to touch-and-swipe on portable computers carried in pockets and worn on wrists,and to virtual assistants that can un-derstand voice commands.Today,extended re

45、ality can take us to immersive 3D universes where our digital doppelgangers interact and engage in virtual experiences.EternitiesTIME(years)t175t75t50t25t10tt+10t+nBabbages designFirst digital computerMid-20th centuryLate-20th centuryEarly 21st century2023TodayHorizon nextFurthest starsInteractionIn

46、formationComputationFIGURE 1:A brief history of the futureEndgamesReaderStoreMillPunchedcardsArithmeticcalculationMainframeCommand-lineRelationaldatabasesMini-computerGraphicaluser interface(GUI)DescriptiveanalyticsClient serverMobiledevicesPredictiveanalyticsCloudarchitecturesExtendedrealityCogniti

47、veautomationDecentralizedplatformsAmbientexperiencesExponentialintelligenceSpatial webNeuralinterfacesGeneral-purpose AIQuantumcomputingSimplicityIntelligenceAbundance P 01 02 03 04 05 06 EPrologue 10Whats next for interaction?The technologies that power human-computer interaction get more complex,b

48、ut user experi-ences get simpler.So whats simpler still?Ambient experiences,in which ubiquitous digital assistants monitor the environment,awaiting a voice,gesture,or glance,reacting to(or proactively anticipating)and fulfilling our requests.And beyond that?Neural interfaces that afford direct commu

49、nication be-tween biological thought and digital response.Todays smart thermostats accept voice control;tomorrows will know you feel chilly and proac-tively adjust to ensure your comfort.Researchers are already exploring how neural interfaces might help people with certain disabilities use brain sig

50、nals to control external devices.Information:Toward intelligenceWhen Babbage designed his Analytical Engine,information meant numbers and,later,mathe-matical operations.Over time,arithmetical calcu-lations gave way to relational databases of clearly defined and structured data.By the aughts,da-tabas

51、es became advanced enough to manage unstructured data such as text,audio,and video.This structured and unstructured data could,in turn,be mined for patterns and trends.So began the era of descriptive analytics.The last decade or so saw the rise of predictive analytics:what we can expect to happen ba

52、sed on observed patterns and trends.Today,cog-nitive automation systems combine predictive analytics with algorithms and AI to make useful data-driven decisions in real time.Whats next for information?As our information systems continue to advance,machine intelligence itself will become increas-ingl

53、y well rounded.Computer scientist Larry Tesler once quipped,“Artificial intelligence is whatever hasnt been done yet.”2 The future of AI,then,might be broadly defined as exponential intelligence:a progression up the curve of capabilities that have,to date,seemed“uniquely human.”Affective AIempathic

54、emotional intelligencewill result in machines with personality and charm.Well eventually be able to train mechan-ical minds with uniquely human datathe smile on a face,the twinkle in an eye,the pause in a voiceand teach them to discern and emulate human emotions.Or consider generative AI:creative in

55、telligence that can write poetry,paint a picture,or score a soundtrack.P 01 02 03 04 05 06 EPrologue 11After that,we may see the rise of general purpose AI:intelligence that has evolved from simple math to polymath.Todays AI is capable of single-tasking,good at playing chess or driving cars but unab

56、le to do both.General purpose AI stands to deliver versatile systems that can learn and imitate a col-lection of previously uniquely human traits.Computation:Toward abundanceComputation turns inputs into outputs.From mill to mainframe to minicomputer to client server,advances in computation were a s

57、tory of minia-turization:Moores law and the relentless march towards better,faster,cheaper,and stronger.In practice,that changed over the decades with advances in virtualization,culminating in modern cloud architectures.Computing became a dis-tributed utility,promising elasticity,flexibility,and pos

58、sibility to those embracing it.Today,the shift to the cloud has,in turn,given further rise to decentralizationtechnologies and platforms rooted in the cryptographically secure blockchain.Decentralization recognizes that millions of processors,disks,and resources sit idle for much of the time,and tha

59、t they can be marshaled as resources.Decentralized stor-age,compute,domain name system(DNS)and yes,currenciesspread the work and the trust across a community of network participants,demonstrating that none of us is as capable,or as trustworthy,as all of us.Whats next for computation?As computers con

60、tinue to miniaturize,virtualize,and decentralize,our capacity to process data,create and curate content,develop and code,and solve problems is on an unstoppable march toward abundance.Fueled by decentralized networks,edge comput-ing,and advanced connectivity,the spatial web is likely to blur the lin

61、es between physical and virtual environments.As reality itself increasingly comes online,digital content will be seamlessly woven into our physical spaces,inseparable from our shared personal and professional experiences.And waiting in the wings?Quantum computinggoing beyond bits entirely,and harnes

62、sing the quirky laws of quantum mechanics to speedily solve previously intractable problems with physics rath-er than mathematics.P 01 02 03 04 05 06 EPrologue 12Tech Trends 2023:Eyes to the skies,feet firmly on the groundFuturists dont have crystal balls.Instead,we sub-scribe to the notion that“the

63、 future is already here,albeit unevenly distributed.”Our Tech Trends team has spent the better part of 14 years looking across all sectors and geographies for glimpses of pioneering leaders building distinct facets of the future,today.Fully half of the trends that weve chronicled fit into the three

64、enduring categories of interaction,information,and computation de-scribed above.But why only half?Startups often embrace the mantra“move fast and break things.”Its easier for them to be disruptive because theyre definitionally starting from zero and dont yet have a legacy to protect.Established orga

65、nizations,on the other hand,very much do.Successful businesses realize they cant risk breaking“now”in pursuit of“new.”Our responsibility is to balance our pioneering inclina-tions with the solemn duty of stewardship;to do no harm,the Hippocratic oath of IT.Responsible enterprise professionals must n

66、urture what they have now as they seek to navigate to whats next.P 01 02 03 04 05 06 EPrologue 13To this end,we further chronicle emerging trends in three additional categoriesthe business of tech-nology,cyber and trust,and core modernizationto acknowledge the reality that business drives tech-nolog

67、y,not the other way around,and that extant systems and investments need to play nicely with pioneering innovations so that businesses can seamlessly operate while they grow.Taken together,we call these the six macro tech-nology forces of information technology(figure 2).Weve arrived at this years tr

68、ends through both primary research and lived experience,interview-ing both industry and public sector leaders who have developed innovations in everything from resilient manufacturing and data repatriation to digital and biometric credentialing.Their input helped us shape the six trends chronicled i

69、n Tech Trends 2023.FIGURE 2:Six macro forces of information technologyFIGURE 1:Six macro forces of information technologyQUANTUMDECENTRALIZED PLATFORMSCLOUDCYBER AND TRUSTCOREMODERNIZATIONBUSINESS OF TECHNOLOGYINTERACTIONINFORMATIONCOMPUTATIONAMBIENT EXPERIENCEEXTENDED REALITYDIGITAL ENGAGEMENTEXPON

70、ENTIAL INTELLIGENCEARTIFICIAL INTELLIGENCEDATA AND ANALYTICSAMBIENT EXPERIENCEEXTENDED REALITYDIGITAL ENGAGEMENTFIGURE 1:Six macro forces of information technologyQUANTUMDECENTRALIZED PLATFORMSCLOUDCYBER AND TRUSTCOREMODERNIZATIONBUSINESS OF TECHNOLOGYINTERACTIONINFORMATIONCOMPUTATIONAMBIENT EXPERIE

71、NCEEXTENDED REALITYDIGITAL ENGAGEMENTEXPONENTIAL INTELLIGENCEARTIFICIAL INTELLIGENCEDATA AND ANALYTICSAMBIENT EXPERIENCEEXTENDED REALITYDIGITAL ENGAGEMENT P 01 02 03 04 05 06 EPrologue 14As we prepare for launch,Id encourage a mo-ment of perspective-cum-humility.Futurists are secretly historians.And

72、 as Mark Twain reportedly said,“History doesnt repeat itself,but it often rhymes.”3 Having worked in all things newfan-gled for 25 years,Ive seen literally thousands of self-styled“world-changing technologies,”but none that have marked“the end of history.”Its a sobering thought to realize that today

73、s white-hot innovations will indeed become tomorrows legacy applicationsthat our pioneering advances might one day be dismissed by the new generation as“the old way.”This is not meant to depress,but to embolden.It might be said that success for us as makers is building something significant and sust

74、ainable enough that our successors take notice and flag it for further modernization.Our job,dear reader and fellow leader,is not to hubris-tically chase“future-proof,”but to humbly target“future-friendly.”Onward,!mbSpoiler alert:What if I told you that information technology is just the tip of the

75、proverbial iceberg?Were witnessing the rise of many additional tech-nology areas that will have an equally significant impact on business innovation.Well spill the tea in our epilogue.In the meantime,enjoy Tech Trends 2023.Mike BechtelChief futurist,Deloitte Consulting LLP P 01 02 03 04 05 06 EProlo

76、gue 151.Deloitte,Technology Futures Report 2021,accessed October 28,2022.2.ThinkAutomation,“Teslers theorem and the problem of defining AI,”accessed October 27,2022.3.The quote is often attributed to Mark Twain,although no evidence exists that he said it.See:“History does not repeat itself,but it rh

77、ymes,”QuoteI,January 12,2014.Endnotes P 01 02 03 04 05 06 ETrend 1Through the glass:Immersive internet for the enterpriseThrough the glass:Immersive internet for the enterprise 17Since the first computer was built,businesses and consumers have enjoyed a progression toward sim-pler and more intimate

78、interactions with technolo-gy.Professors wielding punch cards gradually gave way to business people brandishing PCs and,more recently,mobile and wearable devices.In a sense,the connection to the digital world has been medi-ated through a series of ever-shrinking rectangular screens.Networking and co

79、mputational advance-ments have led users to constantly switch back and forth between their devices and physical real-ity.Now,as technologists recognize that screens cant keep shrinking forever,the paradigm is shifting again,toward interfaces that take us through the glass and into immersive virtual

80、experiences,includ-ing the digital world known as the metaverse.While the term metaverse was coined in 1992,and virtual worlds have been popular in online games over the past two decades,a marked shift has occurred in recent years.The proliferation of affordable augmented and virtual reality(AR/VR)t

81、echnology and the cultural shift brought on by the COVID-19 pandemic have catalyzed the acceptance and importance of digital worlds as viable places for human connection.In addition,architectural challenges that slowed previous in-carnations of immersive spaces,such as Second Life,have since been pa

82、rtially mitigated by the elasticity of cloud computing.1 Businesses have also doubled down on virtual worlds,with tens of billions in venture capital investment in the past year,and analysts esti-mating a US$800 billion market by 2024.2 Despite the hyperbole around the metaverse,leaders should consi

83、der it not as a diminished proxy for in-person experiences but instead as an enriched alternative to email,text chat,and heads in square boxes.In other words,the metaverse is best thought of as a more immersive incarnation of the internet itself:“internet plus”as opposed to“reality minus.”Technologi

84、es such as augmented and virtual reality are transforming the metaverse from specialized tech to enterprise toolpotentially paving the way to new business models.P 01 02 03 04 05 06 EThrough the glass:Immersive internet for the enterprise 18Over the next couple of years,virtual interfaces will likel

85、y continue to graduate from tech to toy to tool as companies build business models around the capabilities afforded by an“unlimited reality.”3 Innovative companies are likely to reduce costs,in-crease customer engagement,and pioneer entire-ly new offerings for a piece of the budding market.Investing

86、 in technologies such as edge computing and AR/VR devices may become table stakes,so intentional,strategic adoption will be crucial.NowThe metaverse has graduated from tech to(lucrative)toy on its path to enterprise toolConsider the metaverse use case that has defined the market up to now:gaming.The

87、 entire digital gaming industry is expected to surpass US$220 bil-lion in revenue in 2023,more than streaming video,digital music,and e-books combined.4 Specifical-ly,the online gaming industry is poised to exceed US$26 billion in 2023,5 boasting an audience of 1.1 billion gamers.6 Crucially,these g

88、amers often gather online not just for gameplay but for the social and commercial possibilities offered by the immersive internet.About a quarter of US gamers have attended an in-game event in the last year:The Fortnite con-certs of Ariana Grande and Charlie Puth attract-ed millions of players.7 A s

89、triking 82%of those at-tending live in-game events also made a purchase because of the event,either in the form of digital goods or physical merchandise.8 In fact,luxury brand Gucci made news for selling a virtual hand-bag in the game Roblox for US$800 more than its real-world price.9 Such figures a

90、re emphatic proof that the economy of the immersive internet mir-rors the physical world:Brands can charge a pre-mium for providing a unique experience or signal-ing value to other consumers.Considering these market opportunities in existing digital worlds,brands across industries can invest now to

91、meet todays customers where they already are.Whether through gaming or other means,25%of consumers could be spending at least one hour in the metaverse each day by 2026,while 30%of businesses are estimated to have products and services ready.10 By the time the metaverse becomes a full-blown en-terpr

92、ise norm,a sound strategy could make the difference between winners and losers in the burgeoning market.The entire digital gaming industry is expected to surpass US$220 billion in revenue in 2023,more than streaming video,digital music,and e-books combined.P 01 02 03 04 05 06 EThrough the glass:Imme

93、rsive internet for the enterprise 19NewTo turn the metaverse from toy to enterprise tool,start with strategy As enterprise use cases for immersive experienc-es emerge,those looking to create an adoption plan should consider history as their guide.By studying the adoption of the internet during the d

94、ot-com boom,businesses might better predict how to move forward into the metaverse.While some will seek to grow new streams of revenue through mixed-reality experiences and engage-ment for consumers,others may focus on opti-mizing operations through enterprise simulations and augmented workforce exp

95、eriences(figure 1).FIGURE 1:Choose your metaverse strategy and tacticsPromotersAdvertising existing oferingsAugmented workforce experiencePersonalizing collaboration and learning experiencesPlussersAugmenting existing oferingsPioneersArchitecting new oferingsEnterprise simulationOptimizing enterpris

96、e operations and decision-makingGrowthValue P 01 02 03 04 05 06 EThrough the glass:Immersive internet for the enterprise 20Growth:Mixed reality experience and engagementPromotersCompanies that have used the existing internet primarily to promote their products and ser-vices will likely continue to b

97、e promoters in the metaverse.Instead of a banner ad in the middle of the article theyre reading,consumers may see interactive billboards while taking a stroll in the metaverse or enter a virtual storefront like those set up by Ralph Lauren.11 Companies in this category may not consider the metaverse

98、 a core part of their product model but a way to engage consumers as the technology be-comes more prevalent.PlussersFor another set of companies,new AR/VR tech-nologies present an avenue to augment,or”plus,”their products and services in ways that are spe-cific to the immersive internet.Like restaur

99、ants that used the web to fulfill delivery orders during the pandemic,”plussers”can cash in on todays metaverse interest without reinventing their busi-ness model.For example,the United Kingdoms Lawn Tennis Association(LTA),which organiz-es Wimbledon each year,recently augmented its brand by embeddi

100、ng AR messages into tennis ball canisters.Upon scanning a QR code,players see a tailored AR message from a prominent tennis figure,inviting them to an event or encouraging them to continue practicing.12 Through limited and strategic additions,even or-ganizations that are not digital natives can attr

101、act younger consumers and update their offerings for a more immersive internet.For example,gov-ernments as diverse as the city of Santa Monica,South Korea,and Saudi Arabia are exploring how the metaverse can improve public services.13 PioneersThe last category of revenue generation is re-served for

102、companies aiming to take higher risks on the metaverses potentialjust as some com-panies created online-only business models in the early 2000s.Such companies are already de-veloping key foundational metaverse technolo-gies,platforms,products,services,content,and other enabling components.A prime ex

103、ample is Niantic,the maker of the mobile game Pokmon Go,which popularized the possibilities of an AR metaverse for tens of millions of users and grew in valuation from US$150 million to US$9 billion.14 Companies that want to replicate this success are already investing in metaverse designers and cre

104、ators who can envision exciting digital futures.Before the economic landscape of the metaverse changes from fluid to concrete,pioneers will need to make their moves.P 01 02 03 04 05 06 EThrough the glass:Immersive internet for the enterprise 21Importantly,not all enterprise simulations re-quire head

105、sets to engage with advanced sce-nario and strategic planning.Many impactful deployments are still using more traditional“glass”tablets,laptops,kiosks,etc.to allow a wide range of stakeholders to engage with tools to better understand,predict,and optimize their businesses.For instance,Stora Enso,a l

106、ead-ing provider of renewable products in packaging,biomaterials,wooden construction,and paper,and one of the largest private forest owners in the world,aims to develop a digital twin of a forest to provide decision support for its forestry prac-titioners and protection of biodiversity through susta

107、inable forest management.17Augmented workforce experienceOther enterprises are looking to immersive tech-nologies such as AR/VR to provide personalized experiences for learning and collaboration that are intuitive,streamlined,and scalable.These solu-tions have the ability to provide better data on p

108、articipation rates,how long trainees are spending on lessons,and the steps they are struggling withleading to improved training effectiveness.Case in point:Exelon,the largest electric utility in the United States,has seen significant benefits from rolling out VR trainings.Since electrical substa-tio

109、ns can be dangerous to the uninitiated,the virtual environment allows Exelons staff to build muscle memory for donning protective gear and solving electrical issues,without risking their safety.18 Despite the media focus on revenue potential,some of the best uses of the immersive internet may be in

110、creating equitable access to company processes and developmental opportunities,just as some of the best enterprise uses of the inter-net have been in storing and accessing internal data online.Value:Optimization and process improvementEnterprise simulationThe metaverse need not be entirely about top

111、-line growth.Indeed,many may look to immersive digital experiences to preserve,protect,and optimize their existing business models.Virtual testing grounds can reduce the cost of designing,building,and operating complex machinery in capital-intensive industries such as aviation.For example,both Airbu

112、s and Boeing are creating digital twins of new airplanes and outfitting their mechanics with AR headsets,leading to quality improvements above 70%.15 Similarly,NVIDIA has developed an Omniverse platform,where man-ufacturers like BMW can simulate entire factories.The automaker expects to see a 30%gai

113、n in effi-ciency by applying AI to optimize floor movements.16 P 01 02 03 04 05 06 EThrough the glass:Immersive internet for the enterprise 22NextReality moves online Regardless of how enterprises adopt the immer-sive internet in their business models in the next two years,these technologies are sti

114、ll nascent.Going forward,the simultaneous advance of com-puting,connectivity,and context(location-based data and more)should create an array of exciting possibilities for the metaverse and immersive technologies.Potential paths for the next decade of progress include:Sensory expansion.Until now,imme

115、rsive technologies have focused on visual and auditory stimulation,but consider the possi-bility of one day smelling a cake baking in the metaverse or,if youre willing to lick a screen,tasting it.19 Startups such as OVR Technology are developing scent packs to connect to VR headsets,20 while others

116、such as HaptX are building haptic gloves to deliver a sense of touch.21 Thought-based control.Brain-computer interfaces(BCIs)represent an extreme in simplifying user interactions with technology.While chips in brains may sound like science fiction,noninvasive BCI technology is already finding its wa

117、y into AR/VR headsets,22 which should eventually allow users to control digi-tal avatars and environments using thoughts.All-in-one devices.The next generation of devices may connect users to the metaverse without requiring additional headsets or handheld devices.Imagine stepping into a media room t

118、hat displays the metaverse as a hologram across the walls.Or imagine a laptop that uses cameras to translate an employees real-life gestures into an avatars movement in the virtual workplace.Spatial interaction.AR tools such as smart glasses and motion sensors can enable spatial interaction,allowing

119、 users to interact directly with physical data without creating a digital copy.For example,patrons can walk up to a restaurant wearing smart glasses and be treated to a display of hours,current promotions,and reviews.Or,by suppressing images in their glasses,a group of friends can attend a concert w

120、ithout seeing any of the city billboards in view.23 P 01 02 03 04 05 06 EThrough the glass:Immersive internet for the enterprise 23As we suggested in our prologue,technology interaction is poised to progress from separate digital realities toward ambient computing,where users can move beyond the gla

121、ss and look up from their devices at a world that synchro-nizes effortlessly with technology.24 In each path previewed above,the common denom-inator is simplicity,the ultimate end game of technology interaction.Yet as leaders prepare for this future,they should know that the risks,including cybersec

122、urity,privacy,safety,regulation,and ethics,are anything but simple.Given immersive technologies potentially profound impact on the economy,enterprises highest-level leaders and boards should dedicate their time to shaping the technology in a way that protects trust and creates value.If history conti

123、nues to be a guide for future-ready leaders,then moving through the glass and beyond will likely require moving beyond estab-lished orthodoxies.Preparing now could help propel enterprises from the current internet age to the next.P 01 02 03 04 05 06 EThrough the glass:Immersive internet for the ente

124、rprise 241.Second Life Community,“2021 update:Life in the cloud,”accessed October 27,2022;Austin Wood,“Its just impossible:Devs explain why big online games always seem to break at launch,”GamesRadar+,Feb-ruary 23,2019.2.Bloomberg Intelligence,“Metaverse may be$800 billion market,next tech platform,

125、”December 1,2021.3.Deloitte,“Unbounding:Deloittes unlimited reality on the metaverse,”accessed October 27,2022.4.Statista,“Digital Media Worldwide,”accessed October 27,2022.5.Statista,“Digital video game revenue worldwide from 2017 to 2027,by segment(in billion U.S.dollars),”October 17,2022.6.Statis

126、ta,“Number of digital video game users worldwide from 2017 to 2027,by segment,”accessed October 27,2022.7.Kevin Westcott,Jana Arbanas,Chris Arkenberg,Brooke Auxier,Jeff Loucks,and Kevin Downs,2022 Digital media trends,16th edition:Toward the metaverse,March 28,2022.8.Kevin Westcott et al.,2022 Digit

127、al media trends,16th edition:Toward the metaverse,Deloitte Insights,March 28,2022.Endnotes9.Hypebeast,“A virtual Gucci bag sold for more money on Roblox than the actual bag,”May 26,2021.10.Deloitte,“Unbounding:Deloittes unlimited reality on the metaverse”;Gartner,“Estimated metaverse use case among

128、consumers and businesses worldwide in 2026,”Statista,February 7,2022.11.Ralph Lauren,“Virtual storesBeverly Hills,”accessed November 4,2022.12.Deloitte,The Lawn Tennis Association elevates its game with digital engagement tools,Deloitte Insights,November 10,2022.13.Jonathan Keane,“South Korea is bet

129、ting on the metaverse-and it could provide a blueprint for others,”CNBC,May 30,2022;Decerry Donato,“Santa Monica is using the metaverse to gamify its shopping district,”dot.LA,December 13,2022;Deloitte,Saudi Arabias digital government stays ahead of the curve,Deloitte Insights,October 28,2022.14.App

130、Magic,“Annual revenue generated by Pokmon Go worldwide from 2016 to 2022(in million U.S.dollars),”Statista,August 30,2022;Mansoor Iqbal,“Pokmon Go revenue and usage statistics(2022),”Business of Apps,June 30,2022.15.Eric M.Johnson and Tim Hepher,“Boeing wants to build its next airplane in the metave

131、rse,”Reuters,December 17,2021;Microsoft,“Airbus drives innova-tion and accelerates production with Azure mixed reality and HoloLens 2,”accessed October 27,2022.16.Deloitte,Connect and extend:NVIDIAs vision for modernizing legacy applications,Deloitte Insights,November 9,2022.17.Matthias Nilsson(seni

132、or vice president,Stora Enso),interview,July 28,2022.18.Deloitte,Virtual reality helps Exelon put safety first,Deloitte Insights,November 18,2022.19.Peter Grad,“Digital device serves up a taste of virtual food,”Tech Xplore,May 25,2020.20.Axios,“OVR Technology is bringing smell to virtual reality,”Ma

133、y 24,2021.21.Charlie Fink,“HaptX ready to ship enterprise data gloves,”Forbes,January 26,2021.22.Scott Hayden,“Digital frontier:Where brain-computer interfaces&AR/VR could one day meet,”September 4,2019.23.Amy Webb,“500 tech trends for 2021,”Medium,March 18,2021.24.Deloitte,Future of Screens:Four fu

134、ture scenarios for 2030,accessed October 27,2022.P 01 02 03 04 05 06 ETrend 2Opening up to AI:Learning to trust our AI colleaguesOpening up to AI:Learning to trust our AI colleagues 26Computers were once seen as more or less infallible machines that simply processed discrete inputs into discrete out

135、puts,whose calculations were never wrong.If a problem ever arose in a calculation or business process,it was definitionally caused by human error,not the computer.But as machines encroach on ever-more humanlike tasks that go beyond basic number crunching and enter the realm of discernment and decisi

136、on-making via artificial intelligence(AI),the business world is developing a new understanding of what it means to trust machines.The degree to which businesses and workers learn to trust their AI“colleagues”could play an important role in their business success.Most organizations today say theyre d

137、ata-driven.Many even call themselves AI-fueled companies.1 Theres plenty of evidence suggesting businesses that use AI pervasively throughout their operations perform at a higher level than those that dont:Enterprises that have an AI strategy are 1.7 times more likely to achieve their goals than tho

138、se that lack such a vision.2 Yet the underlying AI tool implemented in a giv-en workflow matters less.3 With cloud vendors increasingly offering prebuilt models,any busi-ness can access world-class AI functionality with a few clicks.The top-performing facial recogni-tion vendors ranked by the Nation

139、al Institute of Standards and Technology deliver comparable performance,and theyre all easily accessed through cloud-based services.4 Its what you do with the tool thats importantand whether your people,customers,and business trust the results.So what may matter in the future is not who can craft th

140、e best algorithm,but rather who can use AI most effectively.As algorithms increasingly shoulder probabilistic tasks such as object detec-tion,speech recognition,and image and text generation,the real impact of AI applications may depend on how much their human colleagues understand and agree with wh

141、at theyre doing.While the value of artificial intelligence is now undoubtable,the question has become how to best use itand that often boils down to how much workers and end users trust AI tools.P 01 02 03 04 05 06 EOpening up to AI:Learning to trust our AI colleagues 27People dont embrace what they

142、 dont under-stand.We spent the last 10 years trying to get machines to understand us better.Now it looks like the next 10 years might be more about inno-vations that help us understand machines.Developing processes that leverage AI in transpar-ent and explainable ways will be key to spurring adoptio

143、n.“What were designing is an interface of trust between a human and a machine,”says Jason Lim,identity management capability manager at the Transportation Security Administration.“Now youre taking an input from a machine and feeding it into your decision-making.If humans dont trust machines or think

144、 theyre making the right call,it wont be used.”5 Think of deploying AI like onboarding a new team member.We know generally what makes for effective teams:openness,rapport,the abil-ity to have honest discussions,and a willingness to accept feedback to improve performance.Implementing AI with this fra

145、mework in mind may help the team view AI as a trusted copilot rather than a brilliant but taciturn critic.When applications are transparent,resilient,and dependable,they can become a natural part of the workstream.NowBusiness-critical but inscrutableWhen recruiting new team members,managers often lo

146、ok for the right mix of skills and fit.Few leaders doubt AIs abilities to contribute to the team.According to one survey,73%of businesses say AI is critical to their success.6 But theyre less sold on fit.Currently,enterprises have a hard time trusting AI with mission-critical tasks.The same report f

147、ound that 41%of technol-ogists are concerned about the ethics of the AI tools their company uses,and 47%of business leaders have concerns about transparency,7 the ability for users to understand the data that went into a model.Enterprises are also grappling with a related concept,explainability,the

148、ability of a model to give an explicit justification for its decision or recommendation.Explainability in AI systems is necessary when it is required by regulations,but its also becoming expected functionality in situations where it helps make clear to end users how to use a tool,improve the system

149、generally,and assess fairness.8 Explainability is one of the biggest differentiators between the successful use of AI at scale and failure to reap returns on AI investment,yet many businesses havent figured out how to achieve it.P 01 02 03 04 05 06 EOpening up to AI:Learning to trust our AI colleagu

150、es 28NewFrom black box to glass boxMistrust of AI can come from business leaders,front-line workers,and consumers.Regardless of its origin,it can dampen enterprises AI enthusiasm and,in turn,adoption.But leading organizations are working on solving issues that diminish trust in AI implementations.So

151、me of the most effective approaches treat AI not so much as a point technology but rather as a piece in a larger process,considering the various stages where humans interact with the AI system and working to identify and address areas of potential mistrust.Acknowledging that AI tools are techniques

152、to be woven into the larger tapestry of processes within an organization can make it easier to fix trust issues proactively.For more trusted AI,forward-thinking enterprises are leaning on data transparency,algorithmic explainability,and AI reliability(figure 1).FIGURE 1:How to make AI more trustedDa

153、ta transparencyenables end users to understand why data is being collected and how it will be used.Explainable algorithmsshed light on how decisions are made to users,employees,and others impacted by AI systems.Reliable AIhelps people understand the bar for accuracy so they can hold AI accountable f

154、or meeting established standards.FIGURE 1:How to make AI more trustedData transparencyenables end users to understand why data is being collected and how it will be used.Explainable algorithmsshed light on how decisions are made to users,employees,and others impacted by AI systems.Reliable AIhelps p

155、eople understand the bar for accuracy so they can hold AI accountable for meeting established standards.P 01 02 03 04 05 06 EOpening up to AI:Learning to trust our AI colleagues 29Data transparencyTransparent data-collection methods enable the end user to understand why certain pieces of information

156、 are being collected and how theyre going to be used.When users have this control,they can make informed decisions about whether the AI tool represents a fair value exchange.9The Saudi Tourism Authority used this approach when developing a new application for travelers.The app uses AI to guide touri

157、sts through their stay in the country,recommending restaurants,attractions,and other activities based on loca-tion and preferences.But importantly,the user is in control of the data they provide to the app.Visitors can determine how much or how little data they hand over,or can opt out completely,wi

158、th the understanding that giving the app less data access may mean less-tailored recommenda-tions.10 This stands in contrast to many apps that have all-or-nothing data access requirements that generally serve as a poor foundation for trust.11 Algorithmic explainabilityOne of the biggest clouds hangi

159、ng over AI today is its black-box problem.Because of how certain algorithms train,it can be very difficult,if not impossible,to understand how they arrive at a rec-ommendation.Asking workers to do something simply because the great and powerful algorithm behind the curtain says to is likely to lead

160、to low levels of buy-in.One automaker in the United Kingdom is tack-ling this problem by bringing front-line workers into the process of developing AI tools.The manufacturer wanted to bring more AI into the vehicle-assembly process by enabling machine learning to control assembly robots and identify

161、 potentially misaligned parts before the vehicle gets too far into the assembly process.At the start of the development process,engineers bring in frontline assembly workers to gauge their perception of problems and use that to inform development.Rather than dropping AI into an arbitrary point in th

162、e production process,they use it where the assemblers say they most need help.The tools ultimately built are interpretable because the workers input forms the basis of alerts and recommendations.In other words,its easy for assemblers to see how the AI plat-forms recommendations map to the problems t

163、hey themselves helped define.By bringing in P 01 02 03 04 05 06 EOpening up to AI:Learning to trust our AI colleagues 30workers at the start and helping them under-stand how the AI functions,developers are able to support the assembly team with trusted cobot coworkers rather than a silicon overlord

164、dictating opaque instructions.AI reliability People have grown accustomed to a certain level of reliability from work applications.When you open an internet browser or word-processing application,it typically simply“behaves.”More specialized busi-ness applications such as customer relationship manag

165、ement platforms and enterprise resource management tools may be a bit more finicky,but their challenges are fairly well established,and good developers know how to troubleshoot them.With AI,the question isnt whether it will work but rather how accurate the result will be or how precisely the model w

166、ill assess a situation.AI is generally neither right nor wrong in the traditional sense.AI outputs are probabilistic,expressing the likelihood of certain outcomes or conditions as percentageslike a weather forecast predicting a 60%chance of rainwhich can make assessing reliability a challenge.But wo

167、rkers need to know how accurate and pre-cise AI is,particularly in critical scenarios such as health care applications.12 AI is sometimes viewed as much as an art as a science,but that may need to change for robust adoption.Organizations that take a rigorous approach to ensuring AI reliability consi

168、stently see better results.Those that document and enforce MLOps processesa set of procedures designed to ensure machine learning tools are deployed in a consistent and reliable mannerare twice as likely as those that dont to achieve their goals and to deploy AI in a trustworthy way.13 Taking an ope

169、rations-minded approach puts guardrails around AI and helps build confidence that it is subject to the same standards of reliability as any other business application.But reliable doesnt necessarily mean perfect.Just as human coworkers will never deliver perfect results every time,AI too will make m

170、istakes.So the bar for reliability is not perfection,but rather how often it meets or exceeds an existing perfor-mance standard.We spent the last 10 years trying to get machines to understand us better.Now it looks like the next 10 years might be more about innovations that help us understand machin

171、es.P 01 02 03 04 05 06 EOpening up to AI:Learning to trust our AI colleagues 31NextCreative machinesAs enterprises deploy AI in traditional opera-tional systems,a new trend is taking shape on the horizon:generative AI.Were already seeing the emergence of tools such as OpenAIs Dall-E 2 image generato

172、r and GPT-3 text generator.Theres a generative model for music called Jukebox that lets users automatically create songs that mimic specific artists styles.14 AI is increasingly being used to automatically caption live audio and video.15 These types of content generators are getting more sophisticat

173、ed by the day and are reaching the point where people have a hard time telling the difference between artificially rendered works and those created by humans.Concern over automations impact on jobs is nothing new,but it is growing ever more pro-nounced as we head toward this automatically generated

174、future.In many cases,generative AI is proving itself in areas that were once thought to be automation-proof:Even poets,painters,and priests are finding no job will be untouched by machines.That does not mean,however,that these jobs are going away.Even the most sophisticated AI appli-cations today ca

175、nt match humans when it comes to purely creative tasks such as conceptualization,and were still a long way off from AI tools that can unseat humans in jobs in these areas.A smart approach to bringing in new AI tools is to position them as assistants,not competitors.Companies still need designers to

176、develop concepts and choose the best output,even if designers arent doing as much of the manipu-lating of images directly.They need writers to understand topics and connect them to readers interests.In these cases,content generators are just another tool.As OpenAIs CEO Sam Altman writes in a blog on

177、 DALLE-2,“Its an example of a world in which good ideas are the limit for what we can do,not specific skills.”16 Workers and companies that learn to team with AI and leverage the unique strengths of both AI and humans may find that were all better together.Think about the creative,connective capabil

178、ities of the human mind combined with AIs talent for production work.Were seeing this approach come to life in the emerging role of the prompt engineer.17 This teaming approach may lead to better job security for workers and better employee experience for businesses.AI continues to push into new use

179、 cases through emerging capabilities that most people thought would remain the exclusive domain of humans.As enterprises consider adopting these capabilities,they could benefit from thinking about how users will interact with them and how that will impact trust.For some businesses,the functionality

180、offered by emerging AI tools could be game-changing.But a lack of trust could ultimately derail these ambitions.P 01 02 03 04 05 06 EOpening up to AI:Learning to trust our AI colleagues 321.Beena Ammanath et al.,Becoming an AI-fueled orga-nization:State of AI in the enterprise,4th edition,Deloitte I

181、nsights,October 21,2021.2.Ibid.3.Abdullah A.Abonamah,Muhammad Usman Tariq,and Samar Shilbayeh,“On the commoditization of artifi-cial intelligence,”Frontiers,September 30,2021.4.Patrick Grother et al.,Face recognition vendor test(FRVT),National Institute of Standards and Technolo-gy,July 2021.5.Deloi

182、tte,The Transportation Security Administra-tion makes digital transformation human,Deloitte Insights,October 5,2022.6.Appen,The state of AI and machine learning,ac-cessed October 26,2022.7.Ibid.8.Reid Blackman and Beena Ammanath,“When and why you should explain how your AI works,”Har-vard Business R

183、eview,August 31,2022.9.Irfan Saif and Beena Ammanath,“Trustworthy AI is a framework to help manage unique risk,”MIT Technol-ogy Review,March 25,2020.Endnotes10.Deloitte,Saudi Arabias digital government stays ahead of the curve:How a nationwide technology in-novation ecosystem is enhancing the digita

184、l govern-ment experience for citizensand staying focused on the future,Deloitte Insights,October 28,2022.11.Catharine Bannister and Deborah Golden,Ethical technology and trust:Applying your companys values to technology,people,and processes,Deloitte Insights,January 15,2020.12.Saif and Ammanath,“Tru

185、stworthy AI is a framework to help manage unique risk.”13.Ammanath et al.,Becoming an AI-fueled organization.14.Prafulla Dhariwal et al.,Jukebox:A generative model for music,Cornell University,April 30,2020.15.IBM,“Closed captioning software:Leverage AI with speech recognition for automatic captioni

186、ng on live broadcasts and online video,”accessed October 26,2022.16.Sam Altman(blog),“DALLE 2,”April 6,2022.17.Tori Orr,“So you want to be a prompt engineer:Criti-cal careers of the future,”VentureBeat,September 17,2022.P 01 02 03 04 05 06 ETrend 3Above the clouds:Taming multicloud chaosAbove the cl

187、ouds:Taming multicloud chaos 34 P 01 02 03 04 05 06 EThe early days of cloud computing felt boundless.Freed from the limitations of on-premises serv-ers,developers could build exciting new products and services tethered only by their imagination.Unconstrained by bureaucratic processes gov-erning res

188、ource utilization,software engineers enjoyed an infinitely scalable palette that could seemingly manifest exactly what they needed at the push of a button.And as vendors began adding more and more capabilities providing advanced functionality like machine learning to their platforms,the cloud quickl

189、y became a one-stop-shop for all needs,everywhere.But enterprises are awakening to the gray lining of the cloud.As developers enthusiasm for the latest cloud services and tools grew,so too did the number of platforms businesses were sup-porting.This has created a tangled web of cloud tools that are

190、sometimes interconnected but just as often redundant.To simplify multicloud management,enterprises are beginning to turn to a layer of abstraction and automation that offers a single pane of control.Above the clouds:Taming multicloud chaos 35Enterprise adoption of multicloud strategies using a mix o

191、f cloud environments and providers continues to grow.But while a multicloud strat-egy can at least in theory provide specialized capabilities and optimized pricing,applications and workloads can be challenging to design and operate due to the complexity of working with a heterogeneous mix of proprie

192、tary platforms,services,and interfaces.And that means many companies struggle to fully realize all the benefits of their cloud investments,which,when done right,can include on-demand self-servicing,broad network access,rapid elasticity,resource pooling,and measured service.To simplify this managemen

193、t,some enterprises are beginning to turn to a layer of abstraction and automation that sits above the burgeoning multicloud.Alternately known as metacloud,supercloud,or sky comput-ing,the concept of putting a compatibility layer on top of multiple clouds is gaining steam,even though it still carries

194、 some important caveats that businesses should consider.NowMulticloud is a tangled web Today,the vast majority of enterprises are living with multiple platform-as-a-service tools,wheth-er they want to or not.As much as 85%of busi-nesses are using two or more cloud platforms,and 25%are using at least

195、 five.This situation is unlikely to change anytime soon.Solution teams want to use what they perceive to be the best tool for the job,regardless of what cloud its in.1 They do not want to be subject to the availability of tools within a single vendors walled garden.Also,theyre using vendors competit

196、ors as leverage to obtain better terms for services.2 Consolidating operations within a single cloud vendor is unlikely to be a tenable solution for most businesses,and multicloud will likely be a dominant thread for the foreseeable future.However,many companies that are now in a multicloud environm

197、ent find they got there inadvertently.They brought in new services ad hoc without a higher-level strategy for dealing with things like redundancy and security.3 Com-plexities in multicloud environments come from maintaining multiple security configurations and data repositories.Technology leaders wo

198、uld like to eliminate these complexities because their organizations are unlikely to realize the cost savings or operational efficiency gains that can come with cloud adoption.4 Their experience with multicloud complexity has led to problems such as paying for redundant services,holes in secu-rity,a

199、nd difficulty finding workers to tame all the mess.NewSimplicity as a service Savvy business leaders arent simply living with the convolution created by multicloud and the grow-ing technology footprint.Instead,theyre looking for ways to harness the operational gains that P 01 02 03 04 05 06 EAbove t

200、he clouds:Taming multicloud chaos 36come from managing multiple cloud instances while slaying the dragon of multicloud complexity.The approach known as metacloud involves build-ing a compatibility layer that provides access to common services such as storage and compute,AI,data,security,operations,g

201、overnance,and application development and deployment.This compatibility layer logically sits above a busi-ness various cloud platforms and leverages their native technical standards through APIswith the result that applications still enjoy the strong security of the cloud provider,but in a consisten

202、t manner with centralized control.Metacloud does this through a common interface,giving administrators centralized control over their multiple cloud instances.In a paper presented at the Association of Computing Machines HotOS conference,computing luminaries Ion Stoica and Scott Shenker explain that

203、 the compatibility layer in the metacloud can be centered around APIs(figure 1).This is how the compatibility layer FIGURE 1:What is a metacloud?FIGURE 1:What is a metacloud?Sits above an organizations various cloud platforms,leveraging native technical standards through APIs Provides consistent,cen

204、tralized control over multiple cloud instances through a common interfaceProvides access to common services such as storage and compute,artificial intelligence,data,security,operations,governance,and application development and deploymentAPIAPIAPIFIGURE 1:Six macro forces of information technologyQU

205、ANTUMDECENTRALIZED PLATFORMSCLOUDCYBER AND TRUSTCOREMODERNIZATIONBUSINESS OF TECHNOLOGYINTERACTIONINFORMATIONCOMPUTATIONAMBIENT EXPERIENCEEXTENDED REALITYDIGITAL ENGAGEMENTEXPONENTIAL INTELLIGENCEARTIFICIAL INTELLIGENCEDATA AND ANALYTICSAMBIENT EXPERIENCEEXTENDED REALITYDIGITAL ENGAGEMENT P 01 02 03

206、 04 05 06 EAbove the clouds:Taming multicloud chaos 37sends instructions to each of the separate cloud interfaces.They compare the cloud compatibility layer with a computers operating system,manag-ing a computers resources and exposing APIs to applications.5 Benefits of metacloud With an extra layer

207、 of abstraction and automation between the various cloud platforms,organizations dont need as much specialization in their workforce.Instead of specializing in specific cloud platforms,cloud developers can build more general skills.Metacloud may also elevate security.Each cloud platform generally ha

208、s good security standards and,in a silo,performs well.Problems arise when enterprises start mixing and matching.With multiple platforms to manage,the task of configuring necessary security settings becomes more daunting.“Hackers can leverage multiple clouds against each other,”says David Linthicum,c

209、hief cloud strategy officer at Deloitte.“Theyre not breaching technology;theyre breaching humans.”6 Metacloud can eliminate this problem by allowing developers to set one security configuration from the compatibility layer that is executed across each cloud platform through its native interface.By e

210、liminating unnecessary cloud services,enterpris-es can reduce their security exposure,enhance user privacy,lower costs,and do more with less.Teams may become less specialized in their abilities,and thus more capable of tackling whatever higher-level,generalized problem comes along.7Challenges of met

211、acloud From a technical perspective,Stoica and Shenker believe metacloud makes perfect sense.From a business perspective,things get more complicated.“We think achieving a widely usable compatibility layer is,on purely technical grounds,easily achiev-able,”they write.“The problem is whether the marke

212、t will support such an effort because,while the compatibility layer has clear benefits for users,it naturally leads to the commoditization of the cloud providers,which may not be in their interests.”8 The other potential pitfall of this approach is that enterprises are on the hook for building it th

213、emselves.Right now,there are few vendors offering metacloud as a service.Instead,development teams will need to take the lead building each of the connections and the ultimate interface themselves.Its a complex solution to dealing with complexity,but the ultimate outcome should be greater simplicity

214、.9 P 01 02 03 04 05 06 EAbove the clouds:Taming multicloud chaos 38NextConsolidation and centralization History suggests,however,that metacloud may only be an interim solution.Past efforts to reign in sprawling data centers,databases,and operating systems have ultimately resulted in consolidation,ce

215、ntralization,standardization,and rationalizationnot via middleware or orchestration engines,but with refactoring and simplicity.Improving license utilization has always been a focus of consolidation,and most enterprises have policies in place that control utilization of cloud resources.Further,cloud

216、 services are often sold to various teams within IT.This could mean that as soon as IT centralizes cloud services under a metacloud,it may discover additional platforms that need to be reined in.At this point it becomes a game of whack-a-mole.What could end up taking the place of metacloud is a more

217、 tactical approach,one that borrows the centralization and control of metacloud but leaves in place the freedom developers currently have to choose the right tool for the job.This tactical metacloud could govern provisioning of cloud credentials and allocate resources only to users that have a valid

218、 business case and the technical knowhow to make use of cloud resources without creating complexities.10 Self-service has been the ultimate game-changer in IT.Any approach to centralizing cloud resources will have to respect the end users desire for agility.Self-service has been the ultimate game-ch

219、anger in IT.Any approach to centralizing cloud resources will have to respect the end users desire for agility.In the past,centralization generally meant bureaucracy.Line-of-business users went around IT to get out from under burdensome processes that slowed their ability to solve business problems.

220、But automation tools are making it easier for IT to deliver functionality without slowing down business initiatives and could play an important role in any effort to rein in multicloud complexity.11 Multicloud may feel messy,but its the world were living in,and likely will be for the foreseeable fut

221、ure.Smart business and technology leaders should look for areas to reduce complexity wherever possiblepotentially through approaches like metacloudand eliminate security and redundancy problems created by maintaining multiple cloud instances.P 01 02 03 04 05 06 EAbove the clouds:Taming multicloud ch

222、aos 391.Harvard Business Review,“How to manage the com-plexity of multi-cloud environments,”June 23,2022.2.Aaron Tilley,“The battle for the cloud,once Amazon vs.Microsoft,now has many fronts,”Wall Street Journal,July 25,2021.3.Harvard Business Review,“How to manage the com-plexity of multi-cloud env

223、ironments,”June 23,2022.4.Deloitte,Multi-cloud:A powerful tool or a fall back to stove-piped systems,accessed November 1,2022.5.Ion Stoica and Scott Shenker,“From Cloud Computing to Sky Computing,”University of California-Berkeley,accessed November 1,2022.6.David Linthicum(chief cloud strategy offic

224、er,Deloitte LLP),interview,September 8,2022.7.Ibid.8.Stoica and Shenker,“From Cloud Computing to Sky Computing.”9.David Linthicum,(chief cloud strategy office,Deloitte LLP),interview,September 8,2022.10.Ken Corless(chief technology officer,Deloitte),inter-view,September 13,2022.Endnotes11.Kacy Clark

225、e,Ken Corless,Glen Rodrigues,and Lars Cromley,IT,disrupt thyself:Automating at scale,Deloitte Insights,December 7,2021.Endnotes P 01 02 03 04 05 06 ETrend 4Flexibility,the best ability:Reimagining the tech workforce Flexibility,the best ability:Reimagining the tech workforce 41The history of technol

226、ogy conjures images of lab coatwearing PhDs wrangling information out of room-size mainframes.Previously synonymous with advanced scientific knowledge,the use of technology is now ubiquitous and becoming more democratized,and recently,more decen-tralized.Technologists have exchanged lab coats for cr

227、ewnecks and black jeans;yet,when it comes to technology talent,organizations are still on the lookout for advanced scientific knowledge,in the form of advanced degrees and years of engineering experience.In the last year,workers with this type of knowl-edge have been at an all-time shortage:More tha

228、n half of IT executives were unsuccessful in filling a position.1 Headlines about the Great Resignation abound,and companies often appear to be en-gaged in a heated competition for tech talent.But with technical skills becoming outdated every 2.5 years on average,2 hiring for current needs is not a

229、winning long-term strategy.Rather than com-peting for scarce tech talent,leaders would be wise to consider an abundance strategy,wherein technology talent can be curated,created,and cultivated.In other words,dont compete when you can create.Organizations have been competing for a limited supply of t

230、ech talent.A winning long-term strategy instead creates,curates,and cultivates new talent.“My strategy is to create an environment that unleashes the potential of my staff.They should be getting poached by the best companies and yet not leaving because they love the work.”Sathish Muthukrishnan,chief

231、 information,data,and digital officer,Ally Financial3 P 01 02 03 04 05 06 EFlexibility,the best ability:Reimagining the tech workforce 42Since 2015,Tech Trends and the Global Tech-nology Leadership Study have predicted the emergence of a new breed of IT worker,capable of infusing creativity,design,a

232、nd emotional intel-ligence into the expanded definition of a technol-ogy team.Today,low-code/no-code technologies are increasingly common4,modernization has been accelerated by the pandemic,and code repositories are abundant.As a result,respon-dents across industries in our forthcoming 2023 Global T

233、echnology Leadership Study identified creativity,problem-solving,and other human skills as greater differentiators for tech talent than ever before.5 Over the next 1824 months,technology leaders can reimagine the workforce and workplace to focus on the skills(both human and technical)needed to deliv

234、er IT products and services.Leading companies are likely to get creative and tap into new sources for finding talent,while providing a compelling talent experience to re-tain top performers.To win the battle for talent in the long-term and prepare for further changes to come,organizations should be

235、prepared to eschew IT orthodoxies and prize flexibility as the best ability.NowZero-sum blues The COVID-19 pandemic catalyzed many technol-ogy workforce shifts that have persisted longer than anticipated.Many technology workers have opted to stay remote,creating a more fluid work-force.In fact,85%of

236、 IT divisions plan to be hybrid or fully remote going forward.6 At the same time,given the rate of digital transformation,enterprises are demanding more from their technology teams and are sourcing talent globally.Its therefore no surprise that in April 2022,the unemployment rate for tech talent was

237、 1.3%,about one-third of the US unemployment rate.7 Its also no surprise that 72%of US tech employees are considering leaving their jobs for greener pastures.8 P 01 02 03 04 05 06 EFlexibility,the best ability:Reimagining the tech workforce 43To attract talent,organizations are often relying on a si

238、ngle approach,such as increasing com-pensation,providing flexible work arrangements,and reskilling or upskilling.However,as the talent shortage continues,choosing just one of these solutions is unsustainable.As other companies match or improve their job offers,tech talent may keep leaving for new op

239、portunities,leaving organizations to play a zero-sum game to attract talent.For instance,in the last year,82%of US enterprises were prevented from pursuing digital transformation projects due to a lack of resources and skills.9 Rather than competing for the same talent using the same methods as othe

240、rs,technology leaders should recognize there is no one-size-fits-all strategy for talent.For instance,Joe Weider,chief technology officer(CTO)of Lincoln Financial Group,says he couldnt match the salaries of-fered by large tech companies,but he retained his talent in other ways.“Were taking employees

241、 out of the market by doubling down on our flexibility and our company culture,including bringing in staff for engaging offsites and creating oppor-tunities for peer recognition,”says Weider.10 By expanding how they think about the tech talent problem beyond a single approach,enterprises can expand

242、the scope of their solutions over the coming months.P 01 02 03 04 05 06 EFlexibility,the best ability:Reimagining the tech workforce 44NewFlexibility is the best ability Over the next two years,the tech talent crunch may continue to impact the bottom line.Orga-nizations that want to protect and purs

243、ue their transformation projects require a strategy-driven,differentiated approach to finding staff.Those who meet their talent goals will likely expand their conception of how technology work is planned and executed,instead of over-fitting for current technical needs(figure 1).FIGURE 1:Prioritize f

244、lexibility to curate tech talentSkills-based organizations are more than 100%more likely to place talent efectively.Flexible skillsThe no.1 incentive for tech talent to take a new job is the type of work they would do.Flexible career pathsDigitally mature organizations are 14%more likely to have a r

245、obust ecosystem strategy.Flexible sourcing P 01 02 03 04 05 06 EFlexibility,the best ability:Reimagining the tech workforce 45Flexible skills Deloitte research has shown that the traditional concept of a job is one of the key hindrances to meeting targets for growth,agility,and diversity,equity,and

246、inclusion(DEI).Many organizations are pivoting toward talent models that center on skills rather than jobs.For instance,Mercedes-Benz has organized some of its IT talent into“capability sets”to improve flexibility for assigning staff to new roles or new products.11 The results speak for themselves:S

247、kills-based organizations are more than 100%more likely to place talent effectively and 98%more likely to retain high performers.12 In fact,recent shifts have made a skills-based approach more attainable,according to Patrick Noon,Bechtels chief information and digital officer:“Recruiting for critica

248、l skills is easier because I can recruit from anywhere for jobs for remote work.”13 Technology leaders looking to adopt this model should start with their business requirements and determine which human and technical skills are needed to fulfill those requirements.Then they can segment their needs i

249、nto hard technical(e.g.,data science),tech-related skills(e.g.,Agile QA or cus-tomer success),and human skills(e.g.,resilience),based on a forward-looking strategy.Crucially,a skills-based approach can enable organizations to be more creative in addressing their talent short-ages.For instance,the Se

250、cureAmerica Institute,a public-private research collaborative focused on US manufacturing resilience,has helped manufac-turers train talent accustomed to manual labor to be advanced machine operators.14Flexible sourcingOrganizations that develop a flexible approach to skills may find it easier to ad

251、opt an abundance strategy when it comes to sourcing talent for those skills.Instead of only hiring,they can plan to outsource,offshore,train,or retrain talent,or leverage other components of their ecosystem to fill their needs.Enterprises ahead of the curve are already crowd-sourcing talent,through

252、gig workers or contractors,to fill gaps and free up their inter-nal resources to focus on the most challenging and interesting work.15 Debbie Browning,CTO of Workwear Group in Australia,did just that when she had trouble hiring talent.“Were a lean organization,”she says.“Its more effective for us to

253、 scale with managed services than internal hiring.”16 Moreover,Deloitte research shows that digitally mature organizations are more likely to have a robust ecosystem strategy that can ex-pand their access to skills(54%vs 40%of aver-age organizations).17 At a time when 78%of technology talent said DE

254、I initiatives are an important factor when ac-cepting job offers,leaders should consider that a skills-based approach can make it easier to pro-mote equity.18 For example,some CIOs have part-nered with organizations to offer a nine-month training program from which underrepresented P 01 02 03 04 05

255、06 EFlexibility,the best ability:Reimagining the tech workforce 46candidates graduate to work in cybersecurity and programming.19 Such initiatives,coupled with the right development opportunities(e.g.,mentoring,rotational programs,externships)can even empower organizations to create fresh talent ins

256、tead of fighting over a limited supply.Flexible career pathsEmployees are looking for interesting work and flexible career pathsand companies should adapt to meet these needs.This shift in mindset is perhaps best represented by a move from“10X”20 engineers to“10-job engineers”:serial specialists who

257、 can build depth in multiple areas over the course of a career.Businesses can explore some of the following methods to create careers and experiences that retain employees:Lateral moves.Contrary to conventional ver-tical pathways,organizations should design career paths that allow for lateral progre

258、ssion between different technologies.Seventy-four percent of workers believe they need to update their skills at least once every six months to do their job effectively in a digital environment.21 Talent marketplaces.An internal talent mar-ketplace where employees can find short-term projects or new

259、 teams can promote inter-nal mobility and allows them to discover purposeful and meaningful work.For tech talent,the No.1 incentive in a new job(chosen by 54%of respondents)was the work they would do.Or,as Diogo Rau,chief information and data officer of Eli Lilly and Company,says,“You cant pay good

260、engineers enough to do boring work.Offer a purpose that excites people.”22 New operating models.IT divisions are not known for their flexibility.To create experiences that allow for employees to work at the right pace with the right part-nerships,organizations should consider instituting a few diffe

261、rent modes of opera-tions for technology work,as well discuss in our forthcoming 2023 Global Technology Leadership Study.“Today,the flexibility of talent to perform work is dependent on creating a culture of mobility that facilitates workers taking on new roles and learning new skills.”Fortune 100 C

262、IO P 01 02 03 04 05 06 EFlexibility,the best ability:Reimagining the tech workforce 47Modern training for modern engineeringFoundational training is critical to developing a flexible and capable technology workforce.New technical hires should receive dedicated training time,through a rigorous boot c

263、amp for instance,which exposes them to the full technology stack,the interplay of business and tech,and the inter-nal culture of engineering.The ideal training not only provides a skills foundation,but also trains new hires to adapt quickly and develop a contin-uous learning mindset.At many companie

264、s,that involves simulation-based practice and an apprenticeship model where new hires can learn the ropes from experienced engi-neers in a“two-pizza”team(as discussed in Tech Trends 2022).Especially when it comes to learning the intersection of business and technology,tech-nical staff should have th

265、e space to learn detailed concepts and interaction skills during the natural flow of real work.At the same time,experienced engineers need regular upskilling on the latest technologies as well,through a combination of e-learning,vendor-led classes,and certification programs.Moreover,flexible career

266、paths require understand-ing different functions of the business.23 Whether through rotational programs,lunch and learns,or on-the-job shadowing,tech talent should be exposed to a variety of disciplines,including prod-uct management and customer experience.Then,if they want to pursue lateral moves l

267、ater in their career,the learning curve may be less steep.Crucially,once training and upskilling have been delivered,engineers should be encouraged to get creative and write custom apps that better serve the business,instead of being limited to application maintenance.Curating a developer experience

268、 that reduces friction(from outdated systems and inefficient processes)can allow technologists to focus on their craft and drive business innovation and outcomes.As all compa-nies increasingly become technology companies,modern engineering becomes the fulcrum upon which strategy rests.Developer,arch

269、itect,and engineer training and experience may soon make the difference between winners and losers in the market.P 01 02 03 04 05 06 EFlexibility,the best ability:Reimagining the tech workforce 48NextBrush up on your humanities Businesses are at an inflection point in terms of talent.Over the next d

270、ecade,technology will likely continue to get better at executing given tasks,freeing up tech talent to focus on higher-order problems:how to adapt to business needs,best partner with their digital colleagues,and innovate.Just as the workforce of today would groan at the prospect of having to write c

271、ode in an outdated language,the workforce of tomorrow may balk at not having AI assistants.In the Age of Withan era defined by human with machine collaborationif time-consuming computations are delegated to AI,human coworkers can focus on the tasks that need the human touch.For instance,American Air

272、lines recently reduced a laborious four-hour gate assignment process,which once required a team of people working late into the night to assign flights to gates and account for the days cancellations,to a 2.5-minute procedure using AI.This freed up their team members while providing an improved expe

273、rience for their customers.24 Similarly,the Virginia Department of Health is de-veloping a chatbot to handle the nearly 2,000 basic customer inquiries received each week,allowing administrative staff to focus instead on higher-level problems.25As we discuss in Opening up to AI:Learning to trust our

274、AI colleagues,tech talent is multiplying productivity by partnering with digital colleagues.Product Manager Mike Geyer at NVIDIA believes future engineers“are going to learn about how to set up problems for AI,so it can do the grunt work,instead of solving the equation themselves.”26 As AI automates

275、 problem-solving,enterprises may soon be on the hunt for humanities majors who can guide a set of accessible and capable AI tech-nologies toward business results.Despite a steep decline in such degrees,27 the big-picture thinking,ethics,and problem-framing of the humanities may soon be in demand aga

276、in.The upside?Geyers team of AI specialists forecasts 30%efficiency gains for the clients it serves.“Were a global company with a diverse workforce,which means we also actively recruit globally.With the shortage of skilled cybersecurity professionals,it has become essential to rely and invest in AI

277、technology to continue our drive for innovation.”Peter Oggel,chief technology officer,Irdeto BV28 P 01 02 03 04 05 06 EFlexibility,the best ability:Reimagining the tech workforce 49Finally,the rising prevalence of technology innova-tion officers promises a future where technology teams are shaping t

278、he business instead of working to keep the lights on.Sixteen percent of organiza-tions now have this position,which was rare just three years ago,and technology budgets dedicat-ed to innovation have increased by 8%since 2020.29 As discussed in our recent Innovation Study 2021:Beyond the buzzword,inn

279、ovation is concretizing as a discipline.30 Some companies have already started innovation divisions,while others have invested in developing a series of internal“mini startups”to provide the innovative work tech talent craves.As automation frees up precious human time to navigate whats next,the batt

280、leground of the next decade may not be in finding tech talent,but in pioneering technology for the future.P 01 02 03 04 05 06 EFlexibility,the best ability:Reimagining the tech workforce 501.Deloitte analysis.2.Ibid.3.Sathish Muthukrishnan(chief information,data,and digital officer at Ally Financial

281、),interview,June 6,2022.4.BrandEssence and PR Newswire,“Low-code devel-opment platform market revenue worldwide from 2018 to 2025(in billion U.S.dollars),”Statista,March9,2021.5.Deloitte,2023 Global Technology Leadership Study,forthcoming.6.Ibid.7.Deloitte analysis.8.Ibid.9.Ibid.10.Joe Weider(CTO,Li

282、ncoln Financial Group),interview,June 16,2022.11.Bernd Rumscheid(head of data and analytics,Mercedes-Benz Finance),interview,September 23,2022.12.Sue Cantrell,Michael Griffiths,Robin Jones,and Julie Hiipakka,The skills-based organization:A new operating model for work and the workforce,Deloitte Insi

283、ghts,September 8,2022.13.Patrick Noon(CIO of Bechtel Group),interview,June 14,2022.14.Rob Gorham,Jr.(executive director,SecureAmerica Institute),interview,June 22,2022.15.Cantrell,Griffiths,Jones,and Hiipakka,The skills-based organization.16.Debbie Browning,(CTO of Workwear Group),inter-view,June 2,

284、2022.17.Deloitte,2023 Global Technology Leadership Study,forthcoming.18.Deloitte analysis.19.Deloitte,2023 Global Technology Leadership Study,forthcoming.20.Codegiant,“How To Become A 10X Engineer The 10X Engineer Meme and Definition,”June 2,2018.21.Deloitte analysis.22.Diogo Rau(chief information a

285、nd data officer of Eli Lilly and Company),interview,June 21,2022.23.Anjali Shaikh,Kristi Lamar,and Ranjit Bawa,Paving di-verse paths to technology leadership:Diversity and inclusion in tech,Deloitte Insights,March 6,2020.24.Sumit Batra(managing director,American Airlines)and Anne Moroni(vice preside

286、nt,American Airlines),interview,September 28,2022.25.Deloitte,Automation helps the Virginia Department of Health bring workers into the future,Deloitte Insights,October 21,2022.26.Mike Geyer(project manager,NVIDIA),interview,August 30,2022.27.Andrew Van Dam,“The most-regretted and lowest paying coll

287、ege majors,”Washington Post,September 2,2022.28.Peter Oggel(chief technology officer,Irdeto BV),inter-view,May 19,2022.29.Deloitte,2023 Global Technology Leadership Study,forthcoming.30.Mike Bechtel,Khalid Kark,Nishita Henry,Innovation Study 2021:Beyond the buzzword,Deloitte Insights,September 30,20

288、21.Endnotes P 01 02 03 04 05 06 ETrend 5In us we trust:Decentralized architectures and ecosystems In us we trust:Decentralized architectures and ecosystems 52We noted last year in Blockchain:Ready for business that exciting and creative enterprise use cases built on blockchain-powered systems are dr

289、iving real productivity and value at scale.1 As organizations begin to understand blockchains utility and promise,theyre realizing that stake-holder trust-building could be one of its primary benefits.In fact,blockchain-enabled“trustless”systemsso-called because trust is not placed in a single perso

290、n or organization but in the commu-nity of userscould be an antidote to diminishing faith in government,media,money,businesses,and other civic and private institutions.From cybercrimes to data misuse,digital trust is-sues undermine confidence in traditional institu-tions and the technology that powe

291、rs them.With digital ledger technologies and decentralized business models that achieve consensus through code,cryptography,and technology protocols,decentralized architectures disintermediate trust and distribute it across network participants.As decentralized platforms and protocols mature,many or

292、ganizations are beginning to invest responsibly and explore at their own pace.From everyday enterprise applications to blockchain-native business models,these orga-nizations are demonstrating that none of us is as trustworthy as all of us.Moving forward,we anticipate further opportuni-ties for organ

293、izations to cement their credibility with their key stakeholders by helping reinvent a more decentralized and transparent internet.Web3,what many call this next iteration of the internet,posits a future in which the loudest voices cant overshadow a single,immutable ver-sion of the truth,based on pub

294、lic blockchains.In this world,forward-thinking digital natives are increasingly likely to demand higher-quality proof of truth.Indeed,we anticipate tomorrows leaders to assert“chain or it didnt happen.”In an environment of ever-increasing mistrust,blockchain and Web3 could power“trustless”systems th

295、at decentralize data to rebuild trust.P 01 02 03 04 05 06 EIn us we trust:Decentralized architectures and ecosystems 53NowThe digital trust gap Numerous surveys highlight the erosion of the publics belief in civic and private institutions.2 Social media and other Web23 ventures have made it easy to

296、rouse negative emotions against individuals,businesses,and other organizations and institutions,says Nate Rackiewicz,chief data officer of Gannett.“At a prior research company I founded,Meteor Now,we discovered that hatred is the most impactful emotion for driving lift in consumer engagement across

297、media verticals,”he says.“We need to be mindful of this risk and on alert for bad actors that may be weaponizing this emotion against us in a quest for clicks.”4 Disorganized business processes and systems can also lower stakeholder trust.For example,trust is paramount to participants in capital mar

298、-kets,but capital markets infrastructure is typically bloated and inefficient.It often takes six weeks to issue a bond and 25 days for a dividend to pass from the issuer to the end investor.5 Settlement costs increase by 14%year over year,and 27%of settlement systems are more than 20 years old.6 Per

299、haps its inevitable that the tokenization of as-sets in capital markets is one of the top enterprise blockchain use cases,with organizations such as Broadridge,Clearstream,and Goldman Sachs using blockchain-based transaction platforms to help eliminate system and process inefficiencies and help incr

300、ease participants trust in capital markets.7Businesses that lose the faith of stakeholders can pay a stiff price.Deloitte researchers studied three large global companies,each with a market cap of at least US$10 billion,that had been em-broiled in scandals.The analysis found that the companies lost

301、20%to 56%of their valuea total US$70 billion lossafter losing their stakehold-ers confidence.8 Many organizations build credibility with stake-holders by going beyond traditional business objectives such as product quality,profit,and growth to include environmental,social,and gov-ernance(ESG)efforts

302、 and diversity,equity,and inclusion(DEI)commitments.Blockchain can help bridge another credibility gap:digital trust.“We discovered that hatred is the most impactful emotion for driving lift in consumer engagement across media verticals.”Nate Rackiewicz,chief data officer,Gannett P 01 02 03 04 05 06

303、 EIn us we trust:Decentralized architectures and ecosystems 54NewMinding the gap Decentralized systems,applications,and busi-ness models add a protective layer to the existing transaction infrastructure,enabling organizations to close the digital trust gap by helping them create a single version of

304、irrefutable truth.They rely on cryptography-and code-driven consensus of systemwide users,rather than moderation by third-party intermediarieswithout sacrificing data privacy.The resulting shared,trusted record can be inspected by selected third parties but can-not be controlled by any single,centra

305、l superuser.A consortium of participants keeps the informa-tion up to date so that each participant maintains a copy of the updated,immutable database.9 Trust-related use cases include digital credentials and identities,data-sharing with third parties,provenance and traceability,and micropayments an

306、d transactions(figure 1).FIGURE 1:Blockchain-based trust use casesPeople can securely store,share,and control their own tamper-proof credentials(personal health,education,voting records,etc.)in an encrypted digital wallet.Proof of identification stored in encrypted digital wallets could lead to more

307、 secure transactions.Organizations can break down data siloes to collaborate with external partners,unknown or untrusted parties,and competitors,without compromising privacy,confidentiality,security,or intellectual property.External data-sharingBusinesses can provide tracking and tracing information

308、 about product provenance to ensure product and supply chain transparency.Provenance and traceabilityDigital credentialsDigital identitiesNew techniques can help streamline the microtransaction intermediation process and reduce fees.Micropayments and transactions P 01 02 03 04 05 06 EIn us we trust:

309、Decentralized architectures and ecosystems 55Digital credentials Individuals can own and manage their own tamper-proof credentials for applications such as personal health,education,and voting records in an encrypted digital wallet on their personal devices.Organizations such as New York State are u

310、sing blockchain to verify identity and creden-tials:The Excelsior Pass digital health credential allows New Yorkers to securely store and verify negative COVID-19 test results and vaccination records on their mobile phones without sharing other personal health data.10According to Sandra Beattie,the

311、states first dep-uty budget director,credibility with citizens was crucial:“We centered on the belief that the citizen owned their data and transactions,and that our responsibility was to maintain the privacy and security of that data.Citizens had such a positive response to the app because they had

312、 trust in us to do that.”11Digital identities Similarly,people can leverage blockchain to create,manage,and store their identities in dig-ital wallets,potentially leading to more secure transactions between sellers and buyers,land-lords and prospective tenants,and even users of dating apps.Businesse

313、s can verify or issue credentials,identities,and licenses.For example,the BMW Group partnered with the German government on blockchain-based drivers licenses that help prevent identity fraud and reduce friction in transactions such as renting or purchasing a car and getting insurance.12 External dat

314、a-sharing Blockchain systems are useful for applications in which multiple external business partners,un-known or untrusted parties,or even competitors need to achieve consensus,and an intermediary isnt wanted,needed,or feasible.By breaking down the data siloes between such groups,blockchain allows

315、data to flow among organiza-tions without compromising privacy,security,or intellectual property.For instance,fashion brand LVMH launched the Aura Blockchain consortium to track the prove-nance of products to prove product authenticity;founding members include fellow luxury brands Prada,Cartier,and

316、Mercedes-Benz.13 Members de-velop their own unique experiences and maintain their own data according to the strictest privacy standards.14 P 01 02 03 04 05 06 EIn us we trust:Decentralized architectures and ecosystems 56Provenance and traceability Like LVMH and its founding partners,organizations in

317、 nearly every industry and sector are experiment-ing with blockchain to help them,their customers,and other stakeholders track and trace information about the provenance of their products.For example,the Japan International Cooper-ation Agency(JICA)used a blockchain-based system to monitor child lab

318、or on cocoa farms in Cte dIvoire.The project aims to make all aspects of the cocoa production process transparent,using blockchain to ensure traceability.Says Yushi Nagano,an economist at JICA,“The beauty of utilizing blockchain is in making an emotional connection from farmers in Cte dIvoire to con

319、-sumers in Japan.Data technology is not cold;it can be warm and emotional,too.”15 Micropayments and transactions When made in cryptocurrencies,online micro-transactionssmall payments ranging from a few dollars to even fractions of a penny,as in the case of in-game purchasescan carry transaction fees

320、 that are often greater than the transaction cost.New techniques can help make microtransactions more equitable by stream-lining the intermediation process and reducing microtransaction fees.“Data technology is not cold;it can be warm and emotional,too.”Yushi Nagano,economist,JICA P 01 02 03 04 05 0

321、6 EIn us we trust:Decentralized architectures and ecosystems 57NextChain or it didnt happen To paraphrase Herbert Simon,theorizer of the concept of attention economics,a wealth of in-formation means a dearth of attention.16 In Web2s attention economy,truth is devalued in favor of clicks.Social media

322、s balkanization threatens to splinter the internet and intensify outrage and fake news.The increasing use of data and artifi-cial intelligence(AI)leads to charges of bias and the rise of deepfakes,and concerns about the privacy and use of data continue to grow.Integrating blockchain into new aspects

323、 of their technology architectures could help organizations regain the confidence of key stakeholders.In an era of deepfakes,AI-generated imagery,and alter-native facts,seeing something with your own two eyes is not necessarily sufficient proof of the truth.But if an entire community sees it on a pu

324、blic block-chain?Trustless,decentralized platforms could be-come an arbiter of truth:Chain or it didnt happen.Here are a few of the possibilities:Web3 Blockchain,decentralization,and tokens are at the heart of the next iteration of the internet,Web3.“Web3 makes the most passive consumer into a commu

325、nity member,”says Ridhima Khan,vice president of business development at Dapper Labs,which uses blockchain technology to bring nonfun-gible tokens and new forms of digital engagement to consumers.“Its here to stay,and its going to hit every sector and industry.”17 By changing how content is made,man

326、aged,protect-ed,and monetized,Web3 could rescue us from its predecessors obsession with clicks and likes.A dis-intermediated web has the potential to transfer pow-er from intermediaries to producers and consumers.Producers.In a Web2 world,“digital”is synony-mous with“abundant.”Nearly all digital con

327、tent is infinitely shareable,legally or not.The infinite supply of content drives demand(prices and consumer attention)toward zero.By introducing the notion of“digital scarcity,”Web3 architec-tures offer creators an opportunity to reassert some ownership and control of their content,data,profiles,an

328、d identities,with the ability to manage and monetize them across multiple websites and platforms rather than creating multiple copies.Creators could lock access to a song,video,or other intellectual property so its only accessible via smart contract and programmable money,with the potential for reve

329、nue to be shared in real time.P 01 02 03 04 05 06 EIn us we trust:Decentralized architectures and ecosystems 58 Consumers.The decentralized web could transfer ownership and control of identifying information and other personal data from intermediaries to individual consumers.End users could store th

330、eir identifying information in a blockchain-based digital wallet and use it across multiple platforms,applications,and websites instead of creating a new iden-tity for each one.This could give consumers more authority over data privacy and access,provide more protection from hackers,and allow them t

331、o monetize their data.With more control over their browsing and buying data,consumers could reduce email spam and unwanted advertising,or be compensated for providing their information or accepting email advertisements.18 Digital advertising With consumers in charge of their own buying and browsing

332、data,blockchain could significantly disrupt digital advertising.In addition to giving consumers control over their data and who uses itin itself a massive disruptionit could also help eliminate advertising fraud caused by inter-net bots and domain spoofing,which fraudulently create traffic,clicks,im

333、pressions,conversions,or other data events that one research firm esti-mates will cost global advertisers US$68 billion by the end of 2022.19 Adding a trust layer to the digital advertising process could help advertisers receive more representative data about the consumers reached by their ads.20 Artificial intelligence As we discuss in Opening up to AI:Learning to trust our AI colleagues,enterpri