德勤全球技术趋势2023

Tech
Trends
2023
Trending the trends: Fourteen years of research
Enterprise Mobile only—
Wearables
Ambient Internet Intelligent Rebooting the INTERACTION
mobility and beyond computing of Things interfaces digital workplace
Applied
mobility
Wireless Social Social Social
and mobility Social business reengineering activation
computing Human
Asset User Design as Digital Dimensional AR and VR Mixed Digital Beyond
experience
Bespoke Through
intelligence
User empowerment a discipline engagement marketing go to work reality reality marketing
platforms
for billions the glass
User engagement
EXPONENTIAL INTELLIGENCE engagement Gamification Industrial
Gamification
goes to work crowdsourcing
ARTIFICIAL INTELLIGENCE Information
DATA AND ANALYTICS automation Industrialized Dark Enterprise data Machine data Data-sharing INFORMATION
Information analytics analytics sovereignty revolution made easy
DE
CE
management
IECNE
CE
Opening
NAGG ATLYITY
EDNED XPREIREN
NT
Big data Finding the face Amplified Machine AI-fueled Digital MLOps:
T
QU
Real
ETN
RA
INFORMATION Cloud up to AI
EN
goes to work intelligence organizations twins Industrialized AI

ELI
of your data intelligence
A
EM
EPE
analytics
LIZ
DERA
NT
AEGM
revolution
EXT IETNETX
DE R
CL
ED
MU
Above the
OU
BN
PLA Geospatial Cognitive Everything-as- API NoOps in a Cloud goes COMPUTATION

LNEG
BIE
D
AM
Visualization
EXETN
visualization analytics a-service imperative serverless world vertical clouds

ITLAE
TFO
AM
DIIGTA
RM
INTERACTION COMPUTATION
DIG
Capability Hyper-hybrid API Democratized Trust Blockchain Blockchain: Ready

S
Cloud
clouds clouds orchestration economy trust economy to blockchains for business
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
2023
BUSINESS OF CORE
TECHNOLOGY MODERNIZATION CIO operational CIOs as CIO as CIO as CIO survey: CIO survey: CIO survey: Global study:
Strategy,
excellence revolutionaries postdigital venture Creating Navigating Manifesting The kinetic
engineered
CYBER catalyst capitalist legacy legacy legacy leader
AND
TRUST Business IT worker Right- IT No-collar Finance and DEI tech: Tools Flexibility,
of IT of the future speed IT unbounded workforce the future of IT for equity the best ability
Value-driven
application management IPv6 (and this Real-time Autonomic Inevitable Reengineering Connectivity Architecture Supply The tech stack BUSINESS OF
time we mean it) DevOps platforms architecture technology of tomorrow awakens unchained goes physical TECHNOLOGY
Virtualization
DevSecOps Ethical In us
Digital No such thing as Cyber- Risk Risk Risk Risk Zero CYBER
and the cyber technology Cyber AI
Cyber- identities hacker-proof security implications implications implications implications
imperative and trust
trust we trust AND TRUST
security Cyber
intelligence Outside-in Technical
Services architecture debt reversal
thinking Almost-enterprise
Best-of-breed applications Reinventing In-memory Core Reimagining The new Core IT, disrupt Connect CORE
enterprise applications the ERP engine revolution renaissance core systems core revival thyself and extend MODERNIZATION
The end of the
death of ERP Measured Social impact Exponentials Exponentials Beyond the Horizon Field notes
innovation Exponentials Exponentials HORIZON
of exponentials watch list watch list digital frontier next from the future NEXT
P 01 02 03 04 05 06 E
Table of contents
04 08
Executive summary Prologue
16 25 33
Trend 1 Trend 2 Trend 3
Through the glass: Immersive internet for Opening up to AI: Learning to trust our Above the clouds: Taming multicloud chaos
the enterprise AI colleagues
40 51 61
Trend 4 Trend 5 Trend 6
Flexibility, the best ability: Reimagining In us we trust: Decentralized architectures Connect and extend: Mainframe
the tech workforce and ecosystems modernization hits its stride
70 78
Epilogue Acknowledgments
3
P 01 02 03 04 05 06 E
Executive
summary Deloitte’s 14th annual Tech Trends report explores
the impact of emerging technology opportunities
Prologue: A brief history of the future
The entire history of IT has been a steady evolution
in the innovation areas of interaction, information, of the same three enduring eternities: interaction,
and computation, and the foundational areas information, and computation. The future of IT will
of business of technology, cyber and trust, and continue to march along these same three tracks
core modernization. Through the stories of pio- toward specific, convergent endgames: simplici-
neering organizations, we note what’s happening ty, intelligence, and abundance. Three additional
now across sectors and geographies, highlight categories—the business of technology, cyber
new technologies and approaches that stand to and trust, and core modernization—acknowledge
become the norm within 18 to 24 months, and the reality that business drives technology, not the
project where the trends could be headed next other way around, and that extant systems and
during the coming decade. 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 backbone of
information technology.
Executive summary 4
P 01 02 03 04 05 06 E
Eyes to the sky: around the unique capabilities afforded by an the business world is having to develop a new un-
Three enduring eternities “unlimited reality,” others provide immersive envi- derstanding of what it means to trust machines.
The history of IT has been a steady evolution of ronments for employees to streamline operations
pioneering innovations in interaction, information, or collaborate and learn. As technology advances Trend 3
and computation, the three enduring eternities of further over the next decade, organizations Above the clouds: Taming multicloud chaos
modern computing. should be ready for reality to move online through To simplify multicloud management, some enter-
expanded ways of interacting with mixed reality. prises are beginning to turn to a layer of abstraction
Trend 1 and automation that sits above the burgeoning
Through the glass: Immersive internet for Trend 2 multicloud. Known alternately as metacloud or
the enterprise Opening up to AI: Learning to trust our supercloud, this family of tools and techniques can
For a generation, the connection to the digital world AI colleagues help cut through the complexity of multicloud en-
has been mediated through an ever-shrinking With AI tools increasingly standardized and vironments by providing access to common
series of rectangular screens. Now, as technolo- commoditized, few businesses may realize true services such as storage and computation, AI, data,
gists recognize that screens can’t keep shrinking competitive gains from crafting a better algorithm. security, operations, governance, and application
forever, the paradigm is shifting again, toward Instead, what will likely differentiate the truly development and deployment. Metacloud offers a
interfaces that take users through the glass and AI-fueled enterprise from its competition will be single pane of control for organizations feeling
into immersive virtual experiences, including how robustly it uses AI throughout its processes. overwhelmed by multicloud complexity.
the digital world known as the metaverse. Over The key element here, which has developed much
the next few years, tangible, conversational, and slower than machine learning technology, is trust.
virtual interfaces will likely continue to graduate As machines encroach on humanlike tasks that
from tech to toy to enterprise tool. While some go beyond basic number crunching and enter the
companies build lucrative business models realm of discernment and decision-making via AI,
Executive summary 5
P 01 02 03 04 05 06 E
Feet firmly on the ground: into creative sources for finding talent, and pro- Organizations may be able to cement their cred-
Three foundational forces viding a compelling talent experience, companies ibility by helping reinvent a more decentralized
Existing systems and investments—represented can meet their talent goals. In the longer term, internet—Web3—in which a single, immutable
by the business of technology, cyber and trust, organizations should plan to brush up on their version of the truth is based on public blockchains.
and core modernization—should integrate well humanities, as AI technology advances enough In this world, digital natives are increasingly likely
with pioneering innovations so that businesses to carry out many of the lower-order tasks that IT to demand higher-quality proof and higher-order
can seamlessly operate while they grow. teams are burdened with today. truth. Digital ledger technologies and decentralized
business models that achieve consensus through
Trend 4 Trend 5 code, cryptography, and technology protocols are
Flexibility, the best ability: Reimagining the In us we trust: Decentralized architectures demonstrating that none of us is as trustworthy as
tech workforce and ecosystems all of us.
In the last year, many organizations have been en- Blockchain-powered ecosystems are becoming
gaged in a heated competition for a limited sup- key not only to developing and monetizing digital Trend 6
ply of technology talent. Yet with technical skills assets but also to creating digital trust. As orga- Connect and extend: Mainframe
becoming outdated every few years, hiring for nizations begin to understand blockchain’s utility, modernization hits its stride
current needs is not a winning long-term strategy. they’re realizing that building stakeholder trust Rather than rip and replace legacy core systems,
Rather than competing in scarcity, savvy leaders could be one of its primary benefits. From every- enterprises are increasingly looking to bring them
consider an abundance frame, wherein technolo- day enterprise applications to blockchain-native into the modern era by connecting and extending
gy talent can be curated, created, and cultivated. business models, decentralized architectures them to emerging technologies. Through tried-and-
Companies should be prepared to eschew IT or- and ecosystems disintermediate trust, placing true approaches to legacy system modernization,
thodoxies and prize flexibility as the best ability. it not in a single person or organization but businesses are leveraging mainframes—and their
By building a skills-based organization, tapping distributing it across the community of users. precious data—to drive digital transformation.
Executive summary 6
P 01 02 03 04 05 06 E
Epilogue:
Widening the aperture—
From infoTech to xTech
Historically, to enterprise audiences, “technology”
has served as shorthand for information technology.
But separate and distinct from enterprise IT, an
extended set of technologies—or xTech—are 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
and grant investments, and venture capital funding.
And they’re 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
nervous systems applications and interfaces;
climate, sustainability, and the environment;
autonomous and precision robotics; and power,
energy, and battery technologies.
Executive summary 7
P 01 02 03 04 05 06 E
Prologue
Several years ago, at a demo day at Silicon Valley’s The reader took in punch cards, permitting user
Computer History Museum, I came face to face interaction with the machine. The store held
with the history of the future. At the time, I was information—numbers and interim results—until
a venture capitalist on the hunt for the next big they could be acted upon by the mill, which per-
thing. During a break from startup pitches from formed mathematical computations.
the best and brightest entrepreneurs, I wandered
A brief history of among the museum exhibits, where I stumbled Babbage couldn’t have known then that these
the future upon a modern recreation of the first comput- three fundamental functions would still exist today,
er, designed in the 1840s by English polymath serving as the enduring foundation of modern
Charles Babbage. computing. In fact, as we demonstrated in a joint
research report with the World Economic Forum,
I was fascinated to read about Babbage’s Victorian- the entire history of IT has been a steady evolution
era designs, particularly his Analytical Engine, of these same three eternities: interaction, infor-
a mechanical general-purpose computer that mation, and computation.1 In turn, it stands to
he worked on with fellow mathematician Ada reason that the future of IT will continue to march
Lovelace. The Analytical Engine shared many fea- along these same three tracks toward specific,
tures with modern digital computers, including three convergent endgames: simplicity, intelligence,
key components: the reader, the mill, and the store. and abundance (figure 1).
Prologue 8
P 01 02 03 04 05 06 E
Interaction: Toward simplicity FIGURE 1: A brief history of the future

Electronic, digital general-purpose computers
appeared about 100 years after Babbage’s design.
Room-sized computers weighed tons and were TIME
t–175 t–75 t–50 t–25 t–10 t t+10 t+n t=∞
programmed with punch cards, but within three (years)
decades, users interacted with desk-sized com-

puters using the command-line interface. Babbage’s First digital Mid-20th Late-20th Early 21st 2023 Horizon Furthest
Eternities Endgames
design computer century century century Today next stars
By the 1990s, desktop-sized computers boasted Graphical

Punched Command- user interface Mobile Extended Ambient Neural
graphical user interfaces, and simple iconog- Interaction Reader cards line (GUI) devices reality experiences interfaces Simplicity
raphy replaced arcane computer syntax. Later,

point-and-click evolved to touch-and-swipe on Store
Arithmetic Relational Descriptive Predictive Cognitive Exponential General-
Intelligence
Information calculation databases analytics analytics automation intelligence purpose AI
portable computers carried in pockets and worn
on wrists, and to virtual assistants that can un- Mini- Cloud Decentralized Quantum
Computation Mill Mainframe Client server Spatial web Abundance
computer architectures platforms computing
derstand voice commands. Today, extended reality
can take us to immersive 3D universes where our
digital doppelgangers interact and engage in virtual
experiences.
Prologue 9
P 01 02 03 04 05 06 E
What’s next for interaction? Information: Toward intelligence What’s next for information?
The technologies that power human-computer When Babbage designed his Analytical Engine, As our information systems continue to advance,
interaction get more complex, but user experi- information meant numbers and, later, mathe- machine intelligence itself will become increas-
ences get simpler. matical operations. Over time, arithmetical calcu- ingly well rounded.
lations gave way to relational databases of clearly
So what’s simpler still? Ambient experiences, defined and structured data. By the aughts, da- Computer scientist Larry Tesler once quipped,
in which ubiquitous digital assistants monitor tabases became advanced enough to manage “Artificial intelligence is whatever hasn’t been
the environment, awaiting a voice, gesture, or unstructured data such as text, audio, and video. done yet.”2 The future of AI, then, might be broadly
glance, reacting to (or proactively anticipating) This structured and unstructured data could, in defined as exponential intelligence: a progression
and fulfilling our requests. And beyond that? Neural turn, be mined for patterns and trends. So began up the curve of capabilities that have, to date,
interfaces that afford direct communication be- the era of descriptive analytics. seemed “uniquely human.”
tween biological thought and digital response.
Today’s smart thermostats accept voice control; The last decade or so saw the rise of predictive Affective AI—empathic emotional intelligence—
tomorrow’s will know you feel chilly and proac- analytics: what we can expect to happen based will result in machines with personality and
tively adjust to ensure your comfort. Researchers on observed patterns and trends. Today, cog- charm. We’ll eventually be able to train mechan-
are already exploring how neural interfaces might nitive automation systems combine predictive ical minds with uniquely human data—the smile
help people with certain disabilities use brain analytics with algorithms and AI to make useful on a face, the twinkle in an eye, the pause in a
signals to control external devices. data-driven decisions in real time. voice—and teach them to discern and emulate
human emotions. Or consider generative AI:
creative intelligence that can write poetry, paint
a picture, or score a soundtrack.
Prologue 10
P 01 02 03 04 05 06 E
After that, we may see the rise of general purpose Today, the shift to the cloud has, in turn, given What’s next for computation?
AI: intelligence that has evolved from simple math further rise to decentralization—technologies As computers continue to miniaturize, virtualize,
to polymath. Today’s AI is capable of single-tasking, and platforms rooted in the cryptographically and decentralize, our capacity to process data,
good at playing chess or driving cars but unable secure blockchain. Decentralization recognizes create and curate content, develop and code,
to do both. General purpose AI stands to deliver that millions of processors, disks, and resources and solve problems is on an unstoppable march
versatile systems that can learn and imitate a col- sit idle for much of the time, and that they can toward abundance.
lection of previously uniquely human traits. be marshaled as resources. Decentralized stor-
age, compute, domain name system (DNS)—and Fueled by decentralized networks, edge comput-
Computation: Toward abundance yes, currencies—spread the work and the trust ing, and advanced connectivity, the spatial web is
Computation turns inputs into outputs. From mill across a community of network participants, likely to blur the lines between physical and virtual
to mainframe to minicomputer to client server, demonstrating that none of us is as capable, or as environments. As reality itself increasingly comes
advances in computation were a story of minia- trustworthy, as all of us. online, digital content will be seamlessly woven
turization: Moore’s law and the relentless march into our physical spaces, inseparable from our
towards better, faster, cheaper, and stronger. In shared personal and professional experiences. And
practice, that changed over the decades with waiting in the wings? Quantum computing—going
advances in virtualization, culminating in modern beyond bits entirely, and harnessing the quirky
cloud architectures. Computing became a dis- laws of quantum mechanics to speedily solve
tributed utility, promising elasticity, flexibility, and previously intractable problems with physics rath-
possibility to those embracing it. er than mathematics.
Prologue 11
P 01 02 03 04 05 06 E
Tech Trends 2023: Eyes to the skies, Startups often embrace the mantra “move fast
feet firmly on the ground and break things.” It’s easier for them to be
Futurists don’t have crystal balls. Instead, we sub- disruptive because they’re definitionally starting
scribe to the notion that “the future is already from zero and don’t yet have a legacy to protect.
here, albeit unevenly distributed.” Our Tech Trends Established organizations, on the other hand,
team has spent the better part of 14 years looking very much do. Successful businesses realize they
across all sectors and geographies for glimpses of can’t risk breaking “now” in pursuit of “new.” Our
pioneering leaders building distinct facets of the responsibility is to balance our pioneering inclina-
future, today. Fully half of the trends that we’ve tions with the solemn duty of stewardship; to do
chronicled fit into the three enduring categories no harm, the Hippocratic oath of IT. Responsible
of interaction, information, and computation de- enterprise professionals must nurture what they
scribed above. have now as they seek to navigate to what’s next.
But why only half?
Prologue 12
P 01 02 03 04 05 06 E
FIGURE 1: Six macro forces of information technology

To this end, we further chronicle emerging trends in FIGURE 2: Six macro forces of information technology
three additional categories—the business of tech- FIGURE 1: Six macro forces of information technology
EXPONENTIAL INTELLIGENCE
nology, cyber and trust, and core modernization—to
ARTIFICIAL INTELLIGENCE
acknowledge the reality that business drives tech- EXPONENTIAL INTELLIGENCE
ARTIFICIAL
DATA ANDINTELLIGENCE
ANALYTICS
nology, not the other way around, and that extant ARTIFICIAL INTELLIGENCE
DATA AND ANALYTICS
DE DE ENTRA LOUD
DLEENRE ELRIITEENALITE E
AEXIGTIETNADLEDT REDXXEPEPAEDRRREIEANCCEIENCCE
systems and investments need to play nicely with DATA AND ANALYTICS
CE CE CLLIZCL
DIG IGENBDIEENETNDEPERIENERIEN
EAALGIEMY E Y
NT NT OUEDOU
E GEAAGLIITEYNCLEITY
AG M N NT
NGAG MAELNITTETYYMEENT
DE
QU QU D PLUADMPLA RMS
EXTAEMNBEIXETENEXPEREXPER
pioneering innovations so that businesses can
RA QRA D PL D
C
INFORMATION
AN AN TF TF
EXAMEXIETNTTEIEXNTTEXP
LIZUALIZ
EMEN T
T
ENT
TU TU
seamlessly operate while they grow.
E
INFORMATION
E NTE
ND E D
INFORMATION
L ENG GEM
B NB N
M M RMS RMS
ITAL E GADGNRERG
AMBIEAMBIE
C
DAED
AM AM
DIGITA EN
DIGITALXLTEIETNNAG
O
AT
Taken together, we call these the six macro tech- INTERACTION COMPUTATION
FO
DIGITD E
D
O
INTERACTION
COMPUTATION
nology forces of information technology (figure 2).
We’ve arrived at this year’s trends through both

BUSINESS
BUSINESSOF
OF CORE
CORE
primary research and lived experience, interview- TECHNOLOGY
BUSINESS OF
TECHNOLOGY MODERNIZATION
CORE
MODERNIZATION
ing both industry and public sector leaders who TECHNOLOGY MODERNIZATION
CYBER
CYBER
have developed innovations in everything from AND
AND
CYBER
resilient manufacturing and data repatriation to TRUST
TRUST
AND
digital and biometric credentialing. Their input TRUST
helped us shape the six trends chronicled in Tech
Trends 2023.
Prologue 13
P 01 02 03 04 05 06 E
As we prepare for launch, I’d encourage a mo- Onward,

ment of perspective-cum-humility. Futurists are ~!mb
secretly historians. And as Mark Twain reportedly
said, “History doesn’t repeat itself, but it often Mike Bechtel
rhymes.” Having worked in all things newfan-
3
Chief futurist, Deloitte Consulting LLP
gled for 25 years, I’ve seen literally thousands of mibechtel@deloitte.com
self-styled “world-changing technologies,” but
none that have marked “the end of history.” It’s a Spoiler alert: What if I told you that information
sobering thought to realize that today’s white-hot technology is just the tip of the proverbial iceberg?
innovations will indeed become tomorrow’s legacy We’re witnessing the rise of many additional tech-
applications—that our pioneering advances might nology areas that will have an equally significant
one day be dismissed by the new generation as impact on business innovation. We’ll spill the
“the old way.” This is not meant to depress, but tea in our epilogue. In the meantime, enjoy Tech
to embolden. It might be said that success for us Trends 2023.
as makers is building something significant and
sustainable 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.”
Prologue 14
P 01 02 03 04 05 06 E
Endnotes
1. Deloitte, Technology Futures Report 2021, accessed

October 28, 2022.
2. ThinkAutomation, “Tesler’s 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 rhymes,” QuoteInvestigator.
com, January 12, 2014.
Prologue 15
Trend 1
Through the glass:
Immersive internet for the enterprise
P 01 02 03 04 05 06 E
Technologies such as augmented and virtual reality are

transforming the metaverse from specialized tech to enterprise
tool—potentially paving the way to new business models.
Since the first computer was built, businesses and While the term metaverse was coined in 1992, Businesses have also doubled down on virtual
consumers have enjoyed a progression toward sim- and virtual worlds have been popular in online worlds, with tens of billions in venture capital
pler and more intimate interactions with technolo- games over the past two decades, a marked shift investment in the past year, and analysts esti-
gy. Professors wielding punch cards gradually gave has occurred in recent years. The proliferation mating a US$800 billion market by 2024.2 Despite
way to business people brandishing PCs and, more of affordable augmented and virtual reality (AR/ the hyperbole around the metaverse, leaders
recently, mobile and wearable devices. In a sense, VR) technology and the cultural shift brought on should consider it not as a diminished proxy for
the connection to the digital world has been medi- by the COVID-19 pandemic have catalyzed the in-person experiences but instead as an enriched
ated through a series of ever-shrinking rectangular acceptance and importance of digital worlds as alternative to email, text chat, and heads in square
screens. Networking and computational advance- viable places for human connection. In addition, boxes. In other words, the metaverse is best
ments have led users to constantly switch back architectural challenges that slowed previous in- thought of as a more immersive incarnation of
and forth between their devices and physical real- carnations of immersive spaces, such as Second the internet itself: “internet plus” as opposed to
ity. Now, as technologists recognize that screens Life, have since been partially mitigated by the “reality minus.”
can’t keep shrinking forever, the paradigm is shifting elasticity of cloud computing.
1
again, toward interfaces that take us through the

glass and into immersive virtual experiences, includ-
ing the digital world known as the metaverse.
Through the glass: Immersive internet for the enterprise 17

P 01 02 03 04 05 06 E
Over the next couple of years, virtual interfaces 1.1 billion gamers.6 Crucially, these gamers often Whether through gaming or other means,
will likely continue to graduate from tech to toy to gather online not just for gameplay but for the 25% of consumers could be spending at least
tool as companies build business models around social and commercial possibilities offered by the one hour in the metaverse each day by 2026,
the capabilities afforded by an “unlimited reality.”
3
immersive internet. while 30% of businesses are estimated to
Innovative companies are likely to reduce costs, in- have products and services ready.10 By the
crease customer engagement, and pioneer entire- About a quarter of US gamers have attended an time the metaverse becomes a full-blown en-
ly new offerings for a piece of the budding market. in-game event in the last year: The Fortnite con- terprise norm, a sound strategy could make
Investing in technologies such as edge computing certs of Ariana Grande and Charlie Puth attract- the difference between winners and losers in the
and AR/VR devices may become table stakes, so ed millions of players. A striking 82% of those at-
7
burgeoning market.
intentional, strategic adoption will be crucial. tending live in-game events also made a purchase
because of the event, either in the form of digital The entire digital gaming
Now goods or physical merchandise. In fact, luxury
8
brand Gucci made news for selling a virtual hand-

industry is expected to
The metaverse has graduated from tech to
bag in the game Roblox for US$800 more than its
surpass US$220 billion in
(lucrative) toy on its path to enterprise tool revenue in 2023, more than
real-world price.9 Such figures are emphatic proof
Consider the metaverse use case that has defined that the economy of the immersive internet mir- streaming video, digital
the market up to now: gaming. The entire digital rors the physical world: Brands can charge a pre-
music, and e-books combined.
gaming industry is expected to surpass US$220 bil- mium for providing a unique experience or signal-
lion in revenue in 2023, more than streaming video, ing value to other consumers. Considering these
digital music, and e-books combined. Specifical-
4
market opportunities in existing digital worlds,
ly, the online gaming industry is poised to exceed brands across industries can invest now to meet
US$26 billion in 2023, boasting an audience of
5
today’s customers where they already are.

P 01 02 03 04 05 06 E
New FIGURE 1: Choose your metaverse strategy and tactics
To 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 Promoters
Advertising
plan should consider history as their guide. By existing offerings
studying the adoption of the internet during the
dot-com boom, businesses might better predict
Augmented Growth
workforce
Plussers
how to move forward into the metaverse. While experience
Augmenting
Personalizing
existing offerings
some will seek to grow new streams of revenue collaboration
and learning
through mixed-reality experiences and engage- experiences
ment for consumers, others may focus on opti-
mizing operations through enterprise simulations
Enterprise
and augmented workforce experiences (figure 1).
Value simulation
Optimizing
Pioneers
Architecting
enterprise new offerings
operations and
decision-making

P 01 02 03 04 05 06 E
Growth: Mixed reality experience Plussers South Korea, and Saudi Arabia are exploring how
and engagement For another set of companies, new AR/VR tech- the metaverse can improve public services.13
nologies present an avenue to augment, or ”plus,”
Promoters their products and services in ways that are spe- Pioneers
Companies that have used the existing internet cific to the immersive internet. Like restaurants The last category of revenue generation is re-
primarily to promote their products and ser- that used the web to fulfill delivery orders during served for companies aiming to take higher risks
vices will likely continue to be promoters in the the pandemic, ”plussers” can cash in on today’s on the metaverse’s potential—just as some com-
metaverse. Instead of a banner ad in the middle metaverse interest without reinventing their busi- panies created online-only business models in
of the article they’re reading, consumers may ness model. For example, the United Kingdom’s the early 2000s. Such companies are already de-
see interactive billboards while taking a stroll in Lawn Tennis Association (LTA), which organiz- veloping key foundational metaverse technolo-
the metaverse or enter a virtual storefront like es Wimbledon each year, recently augmented its gies, platforms, products, services, content, and
those set up by Ralph Lauren. Companies in
11
brand by embedding AR messages into tennis ball other enabling components. A prime example is
this category may not consider the metaverse canisters. Upon scanning a QR code, players see Niantic, the maker of the mobile game Pokémon
a core part of their product model but a way a tailored AR message from a prominent tennis Go, which popularized the possibilities of an AR
to engage consumers as the technology be- figure, inviting them to an event or encouraging metaverse for tens of millions of users and grew
comes more prevalent. them to continue practicing. 12
in valuation from US$150 million to US$9 billion.14
Companies that want to replicate this success
Through limited and strategic additions, even or- are already investing in metaverse designers and
ganizations that are not digital natives can attract creators who can envision exciting digital futures.
younger consumers and update their offerings Before the economic landscape of the metaverse
for a more immersive internet. For example, gov- changes from fluid to concrete, pioneers will need
ernments as diverse as the city of Santa Monica, to make their moves.

P 01 02 03 04 05 06 E
Value: Optimization and process Importantly, not all enterprise simulations re- participation rates, how long trainees are spending
improvement quire headsets to engage with advanced sce- on lessons, and the steps they are struggling with—
nario and strategic planning. Many impactful leading to improved training effectiveness. Case
Enterprise simulation deployments are still using more traditional in point: Exelon, the largest electric utility in the
The metaverse need not be entirely about top- “glass”—tablets, laptops, kiosks, etc.—to allow United States, has seen significant benefits from
line growth. Indeed, many may look to immersive a wide range of stakeholders to engage with rolling out VR trainings. Since electrical substa-
digital experiences to preserve, protect, and tools to better understand, predict, and optimize tions can be dangerous to the uninitiated, the
optimize their existing business models. Virtual their businesses. For instance, Stora Enso, a lead- virtual environment allows Exelon’s staff to build
testing grounds can reduce the cost of designing, ing provider of renewable products in packaging, muscle memory for donning protective gear and
building, and operating complex machinery in biomaterials, wooden construction, and paper, solving electrical issues, without risking their
capital-intensive industries such as aviation. For and one of the largest private forest owners in the safety.18
example, both Airbus and Boeing are creating world, aims to develop a digital twin of a forest
digital twins of new airplanes and outfitting their to provide decision support for its forestry prac- Despite the media focus on revenue potential,
mechanics with AR headsets, leading to quality titioners and protection of biodiversity through some of the best uses of the immersive internet
improvements above 70%. Similarly, NVIDIA
15
sustainable forest management. 17
may be in creating equitable access to company
has developed an Omniverse platform, where man- processes and developmental opportunities, just
ufacturers like BMW can simulate entire factories. Augmented workforce experience as some of the best enterprise uses of the inter-
The automaker expects to see a 30% gain in effi- Other enterprises are looking to immersive tech- net have been in storing and accessing internal
ciency by applying AI to optimize floor movements.16
nologies such as AR/VR to provide personalized data online.
experiences for learning and collaboration that
are intuitive, streamlined, and scalable. These solu-
tions have the ability to provide better data on

P 01 02 03 04 05 06 E
Next • Sensory expansion. Until now, immersive

technologies have focused on visual and
• All-in-one devices. The next generation of
devices may connect users to the metaverse
Reality moves online
auditory stimulation, but consider the possi- without requiring additional headsets or
Regardless of how enterprises adopt the immer- bility of one day smelling a cake baking in the handheld devices. Imagine stepping into
sive internet in their business models in the next metaverse or, if you’re willing to lick a screen, a media room that displays the metaverse
two years, these technologies are still nascent. tasting it. Startups such as OVR Technology
19
as a hologram across the walls. Or imagine
Going forward, the simultaneous advance of com- are developing scent packs to connect to a laptop that uses cameras to translate an
puting, connectivity, and context (location-based VR headsets, while others such as HaptX
20
employee’s real-life gestures into an avatar’s
data and more) should create an array of exciting are building haptic gloves to deliver a sense movement in the virtual workplace.
possibilities for the metaverse and immersive of touch.21
technologies. Potential paths for the next decade • Spatial interaction. AR tools such as smart
of progress include: • Thought-based control. Brain-computer glasses and motion sensors can enable
interfaces (BCIs) represent an extreme in spatial interaction, allowing users to interact
simplifying user interactions with technology. directly with physical data without creating
While chips in brains may sound like science a digital copy. For example, patrons can walk
fiction, noninvasive BCI technology is already up to a restaurant wearing smart glasses
finding its way into AR/VR headsets, which
22
and be treated to a display of hours, current
should eventually allow users to control digi- promotions, and reviews. Or, by suppressing
tal avatars and environments using thoughts. images in their glasses, a group of friends can
attend a concert without seeing any of the
city billboards in view.23

P 01 02 03 04 05 06 E
As we suggested in our prologue, technology If history continues to be a guide for future-ready

interaction is poised to progress from separate leaders, then moving through the glass and
digital realities toward ambient computing, where beyond will likely require moving beyond estab-
users can move beyond the glass and look up lished orthodoxies. Preparing now could help
from their devices at a world that synchro- propel enterprises from the current internet age
nizes effortlessly with technology. 24
In each to the next.
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 cybersecurity, 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.

P 01 02 03 04 05 06 E
Endnotes
1. Second Life Community, “2021 update: Life in the 9. Hypebeast, “A virtual Gucci bag sold for more money December 17, 2021; Microsoft, “Airbus drives innova-
cloud,” accessed October 27, 2022; Austin Wood, “‘It’s on Roblox than the actual bag,” May 26, 2021. tion and accelerates production with Azure mixed
just impossible’: Devs explain why big online games reality and HoloLens 2,” accessed October 27, 2022.
always seem to break at launch,” GamesRadar+, Feb- 10. Deloitte, “Unbounding: Deloitte’s unlimited reality on
ruary 23, 2019. the metaverse”; Gartner, “Estimated metaverse use 16. Deloitte, Connect and extend: NVIDIA’s vision for
case among consumers and businesses worldwide in modernizing legacy applications, Deloitte Insights,
2. Bloomberg Intelligence, “Metaverse may be $800 2026,” Statista, February 7, 2022. November 9, 2022.
billion market, next tech platform,”
December 1, 2021. 11. Ralph Lauren, “Virtual stores—Beverly Hills,” accessed 17. Matthias Nilsson (senior vice president, Stora Enso),
November 4, 2022. interview, July 28, 2022.
3. Deloitte, “Unbounding: Deloitte’s unlimited reality on
the metaverse,” accessed October 27, 2022. 12. Deloitte, The Lawn Tennis Association elevates its 18. Deloitte, Virtual reality helps Exelon put safety first,
game with digital engagement tools, Deloitte Insights, Deloitte Insights, November 18, 2022.
4. Statista, “Digital Media – Worldwide,” accessed November 10, 2022.
October 27, 2022. 19. Peter Grad, “Digital device serves up a taste of virtual
13. Jonathan Keane, “South Korea is betting on the food,” Tech Xplore, May 25, 2020.
5. Statista, “Digital video game revenue worldwide from metaverse - and it could provide a blueprint for
2017 to 2027, by segment (in billion U.S. dollars),” others,” CNBC, May 30, 2022; Decerry Donato, “Santa 20. Axios, “OVR Technology is bringing smell to virtual
October 17, 2022. Monica is using the metaverse to gamify its shopping reality,” May 24, 2021.
district,” dot.LA, December 13, 2022; Deloitte, Saudi 21. Charlie Fink, “HaptX ready to ship enterprise data
6. Statista, “Number of digital video game users Arabia’s digital government stays ahead of the curve,
worldwide from 2017 to 2027, by segment,” accessed gloves,” Forbes, January 26, 2021.
Deloitte Insights, October 28, 2022.
October 27, 2022. 22. Scott Hayden, “Digital frontier: Where brain-computer
14. AppMagic, “Annual revenue generated by Pokémon interfaces & AR/VR could one day meet,” September
7. Kevin Westcott, Jana Arbanas, Chris Arkenberg, Brooke Go worldwide from 2016 to 2022 (in million U.S.
Auxier, Jeff Loucks, and Kevin Downs, 2022 Digital 4, 2019.
dollars),” Statista, August 30, 2022; Mansoor Iqbal,
media trends, 16th edition: Toward the metaverse, “Pokémon Go revenue and usage statistics (2022),” 23. Amy Webb, “500 tech trends for 2021,” Medium,
March 28, 2022. Business of Apps, June 30, 2022. March 18, 2021.
8. Kevin Westcott et al., 2022 Digital media trends, 16th 15. Eric M. Johnson and Tim Hepher, “Boeing wants to 24. Deloitte, Future of Screens: Four future scenarios for
edition: Toward the metaverse, Deloitte Insights, build its next airplane in the ‘metaverse’,” Reuters, 2030, accessed October 27, 2022.
March 28, 2022.

Trend 2
Opening up to AI:
Learning to trust our AI colleagues
P 01 02 03 04 05 06 E
While the value of artificial intelligence is now undoubtable, the

question has become how to best use it—and that often boils
down to how much workers and end users trust AI tools.
Computers were once seen as more or less The degree to which businesses and workers a few clicks. The top-performing facial recogni-
infallible machines that simply processed learn to trust their AI “colleagues” could play an tion vendors ranked by the National Institute of
discrete inputs into discrete outputs, whose important role in their business success. Most Standards and Technology deliver comparable
calculations were never wrong. If a problem organizations today say they’re data-driven. Many performance, and they’re all easily accessed
ever arose in a calculation or business process, even call themselves AI-fueled companies. There’s
1
through cloud-based services.4 It’s what you do
it was definitionally caused by human error, not plenty of evidence suggesting businesses that use with the tool that’s important—and whether your
the computer. AI pervasively throughout their operations perform people, customers, and business trust the results.
at a higher level than those that don’t: Enterprises
But as machines encroach on ever-more humanlike that have an AI strategy are 1.7 times more likely So what may matter in the future is not who can
tasks that go beyond basic number crunching and to achieve their goals than those that lack such craft the best algorithm, but rather who can use
enter the realm of discernment and decision-making a vision.
2
AI most effectively. As algorithms increasingly
via artificial intelligence (AI), the business world is shoulder probabilistic tasks such as object detec-
developing a new understanding of what it means Yet the underlying AI tool implemented in a giv- tion, speech recognition, and image and text
to trust machines. en workflow matters less. With cloud vendors
3
generation, the real impact of AI applications may
increasingly offering prebuilt models, any busi- depend on how much their human colleagues
ness can access world-class AI functionality with understand and agree with what they’re doing.
Opening up to AI: Learning to trust our AI colleagues 26

P 01 02 03 04 05 06 E
People don’t embrace what they don’t under- ity to have honest discussions, and a willingness tools their company uses, and 47% of business
stand. We spent the last 10 years trying to get to accept feedback to improve performance. leaders have concerns about transparency,7 the
machines to understand us better. Now it looks Implementing AI with this framework in mind ability for users to understand the data that went
like the next 10 years might be more about inno- may help the team view AI as a trusted copilot into a model.
vations that help us understand machines. rather than a brilliant but taciturn critic. When
applications are transparent, resilient, and Enterprises are also grappling with a related
Developing processes that leverage AI in transpar- dependable, they can become a natural part of concept, explainability, the ability of a model to
ent and explainable ways will be key to spurring the workstream. give an explicit justification for its decision or
adoption. recommendation. Explainability in AI systems
“What we’re designing is an interface of trust

Now is necessary when it is required by regulations,
but it’s also becoming expected functionality in
Business-critical but inscrutable
between a human and a machine,” says Jason situations where it helps make clear to end users
Lim, identity management capability manager When recruiting new team members, managers how to use a tool, improve the system generally,
at the Transportation Security Administration. often look for the right mix of skills and fit. Few and assess fairness.8 Explainability is one of the
“Now you’re taking an input from a machine and leaders doubt AI’s abilities to contribute to the biggest differentiators between the successful
feeding it into your decision-making. If humans team. According to one survey, 73% of businesses use of AI at scale and failure to reap returns on AI
don’t trust machines or think they’re making the say AI is critical to their success.
6
investment, yet many businesses haven’t figured
right call, it won’t be used.”
5
out how to achieve it.
But they’re less sold on fit. Currently, enterprises
Think of deploying AI like onboarding a new have a hard time trusting AI with mission-critical
team member. We know generally what makes tasks. The same report found that 41% of technol-
for effective teams: openness, rapport, the abil- ogists are concerned about the ethics of the AI

P 01 02 03 04 05 06 E
New FIGURE 1: Choose your metaverse strategy and tactics

From black box to glass box
Mistrust of AI can come from business leaders,
front-line workers, and consumers. Regardless
of its origin, it can dampen enterprises’ AI
Promoters
enthusiasm and, in turn, adoption. But leading Advertising
existing offerings
organizations are working on solving issues that
diminish trust in AI implementations. Some of the Augmented Growth
workforce
most effective approaches treat AI not so much as experience Plussers
Augmenting
Personalizing
a point technology but rather as a piece in a larger collaboration existing offerings
process, considering the various stages where and learning
experiences
humans interact with the AI system and working
to identify and address areas of potential mistrust.
Acknowledging that AI tools are techniques to Enterprise
be woven into the larger tapestry of processes Value simulation
Optimizing
Pioneers
Architecting
enterprise new offerings
within an organization can make it easier to fix operations and
trust issues proactively. For more trusted AI, decision-making
forward-thinking enterprises are leaning on data

transparency, algorithmic explainability, and AI
reliability (figure 1).

P 01 02 03 04 05 06 E
Data transparency Algorithmic explainability One automaker in the United Kingdom is tack-
Transparent data-collection methods enable the One of the biggest clouds hanging over AI today ling this problem by bringing front-line workers
end user to understand why certain pieces of is its black-box problem. Because of how certain into the process of developing AI tools. The
information are being collected and how they’re algorithms train, it can be very difficult, if not manufacturer wanted to bring more AI into the
going to be used. When users have this control, impossible, to understand how they arrive at a rec- vehicle-assembly process by enabling machine
they can make informed decisions about whether ommendation. Asking workers to do something learning to control assembly robots and identify
the AI tool represents a fair value exchange. 9
simply because the great and powerful algorithm potentially misaligned parts before the vehicle
behind the curtain says to is likely to lead to low gets too far into the assembly process. At the
The Saudi Tourism Authority used this approach levels of buy-in. start of the development process, engineers
when developing a new application for travelers. bring in frontline assembly workers to gauge
The app uses AI to guide tourists through their their perception of problems and use that to
stay in the country, recommending restaurants, inform development. Rather than dropping AI
attractions, and other activities based on loca- into an arbitrary point in the production process,
tion and preferences. But importantly, the user they use it where the assemblers say they most
is in control of the data they provide to the app. need help.
Visitors can determine how much or how little
data they hand over, or can opt out completely, The tools ultimately built are interpretable
with the understanding that giving the app less because the workers’ input forms the basis of
data access may mean less-tailored recommenda- alerts and recommendations. In other words,
tions. This stands in contrast to many apps that
10
it’s easy for assemblers to see how the AI plat-
have all-or-nothing data access requirements that form’s recommendations map to the problems
generally serve as a poor foundation for trust. 11
they themselves helped define. By bringing in

P 01 02 03 04 05 06 E
workers at the start and helping them under- expressing the likelihood of certain outcomes But reliable doesn’t necessarily mean perfect. Just
stand how the AI functions, developers are able or conditions as percentages—like a weather as human coworkers will never deliver perfect
to support the assembly team with trusted cobot forecast predicting a 60% chance of rain—which results every time, AI too will make mistakes. So
coworkers rather than a silicon overlord dictating can make assessing reliability a challenge. the bar for reliability is not perfection, but rather
opaque instructions. But workers need to know how accurate and pre- how often it meets or exceeds an existing perfor-
cise AI is, particularly in critical scenarios such as mance standard.
AI reliability health care applications. 12
People have grown accustomed to a certain level of

reliability from work applications. When you open AI is sometimes viewed as much as an art as a
We spent the last 10 years
an internet browser or word-processing application, science, but that may need to change for robust trying to get machines to
it typically simply “behaves.” More specialized busi- adoption. Organizations that take a rigorous understand us better. Now
ness applications such as customer relationship approach to ensuring AI reliability consistently see
it looks like the next 10
management platforms and enterprise resource better results. Those that document and enforce
management tools may be a bit more finicky, but MLOps processes—a set of procedures designed
years might be more about
their challenges are fairly well established, and to ensure machine learning tools are deployed in innovations that help us
good developers know how to troubleshoot them. a consistent and reliable manner—are twice as understand machines.
likely as those that don’t to achieve their goals
With AI, the question isn’t whether it will work and to deploy AI in a trustworthy way.13 Taking an
but rather how accurate the result will be or operations-minded approach puts guardrails
how precisely the model will assess a situation. around AI and helps build confidence that it is
AI is generally neither right nor wrong in the subject to the same standards of reliability as any
traditional sense. AI outputs are probabilistic, other business application.

P 01 02 03 04 05 06 E
Next is proving itself in areas that were once thought

to be automation-proof: Even poets, painters,
world in which good ideas are the limit for what we
can do, not specific skills.”16
Creative machines
and priests are finding no job will be untouched
As enterprises deploy AI in traditional opera- by machines. Workers and companies that learn to team with AI
tional systems, a new trend is taking shape on and leverage the unique strengths of both AI and
the horizon: generative AI. We’re already seeing That does not mean, however, that these jobs are humans may find that we’re all better together. Think
the emergence of tools such as OpenAI’s Dall-E 2 going away. Even the most sophisticated AI appli- about the creative, connective capabilities of the
image generator and GPT-3 text generator. There’s cations today can’t match humans when it comes human mind combined with AI’s talent for production
a generative model for music called Jukebox that to purely creative tasks such as conceptualization, work. We’re seeing this approach come to life in the
lets users automatically create songs that mimic and we’re still a long way off from AI tools that can emerging role of the prompt engineer.17 This teaming
specific artists’ styles.14 AI is increasingly being unseat humans in jobs in these areas. A smart approach may lead to better job security for workers
used to automatically caption live audio and approach to bringing in new AI tools is to position and better employee experience for businesses.
video. These types of content generators are
15
them as assistants, not competitors.
getting more sophisticated by the day and are AI continues to push into new use cases through
reaching the point where people have a hard time Companies still need designers to develop emerging capabilities that most people thought
telling the difference between artificially rendered concepts and choose the best output, even if would remain the exclusive domain of humans. As
works and those created by humans. designers aren’t doing as much of the manipu- enterprises consider adopting these capabilities,
lating of images directly. They need writers to they could benefit from thinking about how users
Concern over automation’s impact on jobs is understand topics and connect them to readers’ will interact with them and how that will impact
nothing new, but it is growing ever more pro- interests. In these cases, content generators are trust. For some businesses, the functionality offered
nounced as we head toward this automatically just another tool. As OpenAI’s CEO Sam Altman by emerging AI tools could be game-changing. But a
generated future. In many cases, generative AI writes in a blog on DALLE-2, “It’s an example of a lack of trust could ultimately derail these ambitions.

P 01 02 03 04 05 06 E
Endnotes
1. Beena Ammanath et al., Becoming an AI-fueled orga- 10. Deloitte, Saudi Arabia’s digital government stays
nization: State of AI in the enterprise, 4th edition, ahead of the curve: How a nationwide technology in-
Deloitte Insights, October 21, 2021. novation ecosystem is enhancing the digital govern-
ment experience for citizens—and staying focused
2. Ibid. on the future, Deloitte Insights, October 28, 2022.
3. Abdullah A. Abonamah, Muhammad Usman Tariq, and 11. Catharine Bannister and Deborah Golden, Ethical
Samar Shilbayeh, “On the commoditization of artifi- technology and trust: Applying your company’s
cial intelligence,” Frontiers, September 30, 2021. values to technology, people, and processes, Deloitte
4. Patrick Grother et al., Face recognition vendor test Insights, January 15, 2020.
(FRVT), National Institute of Standards and Technolo- 12. Saif and Ammanath, “‘Trustworthy AI’ is a framework
gy, July 2021. to help manage unique risk.”
5. Deloitte, The Transportation Security Administra- 13. Ammanath et al., Becoming an AI-fueled organization.
tion makes digital transformation human, Deloitte
Insights, October 5, 2022. 14. Prafulla Dhariwal et al., Jukebox: A generative model
for music, Cornell University, April 30, 2020.
6. Appen, The state of AI and machine learning, ac-
cessed October 26, 2022. 15. IBM, “Closed captioning software: Leverage AI with
speech recognition for automatic captioning on live
7. Ibid. broadcasts and online video,” accessed October 26,
8. Reid Blackman and Beena Ammanath, “When — and 2022.
why — you should explain how your AI works,” Har- 16. Sam Altman (blog), “DALL•E 2,” April 6, 2022.
vard Business Review, August 31, 2022.
17. Tori Orr, “So you want to be a prompt engineer: Criti-
9. Irfan Saif and Beena Ammanath, “‘Trustworthy AI is a cal careers of the future,” VentureBeat, September 17,
framework to help manage unique risk,” MIT Technol- 2022.
ogy Review, March 25, 2020.

Trend 3
Above the clouds:
Taming multicloud chaos
P 01 02 03 04 05 06 E
To simplify multicloud management, enterprises are beginning to

turn to a layer of abstraction and automation that offers a single
pane of control.
The early days of cloud computing felt boundless. But enterprises are awakening to the gray lining
Freed from the limitations of on-premises serv- of the cloud. As developers’ enthusiasm for the
ers, developers could build exciting new products latest cloud services and tools grew, so too did
and services tethered only by their imagination. the number of platforms businesses were sup-
Unconstrained by bureaucratic processes gov- porting. This has created a tangled web of cloud
erning resource utilization, software engineers tools that are sometimes interconnected but just
enjoyed an infinitely scalable palette that could as often redundant.
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 quickly became a one-
stop-shop for all needs, everywhere.
Above the clouds: Taming multicloud chaos 34

P 01 02 03 04 05 06 E
Enterprise adoption of multicloud strategies—

using a mix of cloud environments and providers—
Now inadvertently. They brought in new services ad
hoc without a higher-level strategy for dealing
Multicloud is a tangled web
continues to grow. But while a multicloud strat- with things like redundancy and security.3 Com-
egy can at least in theory provide specialized Today, the vast majority of enterprises are living plexities in multicloud environments come from
capabilities and optimized pricing, applications with multiple platform-as-a-service tools, wheth- maintaining multiple security configurations and
and workloads can be challenging to design and er they want to or not. As much as 85% of busi- data repositories. Technology leaders would like
operate due to the complexity of working with nesses are using two or more cloud platforms, to eliminate these complexities because their
a heterogeneous mix of proprietary platforms, and 25% are using at least five. This situation is organizations are unlikely to realize the cost
services, and interfaces. And that means many unlikely to change anytime soon. Solution teams savings or operational efficiency gains that can
companies struggle to fully realize all the benefits want to use what they perceive to be the best tool come with cloud adoption.4 Their experience with
of their cloud investments, which, when done for the job, regardless of what cloud it’s in.1 They multicloud complexity has led to problems such
right, can include on-demand self-servicing, do not want to be subject to the availability of as paying for redundant services, holes in secu-
broad network access, rapid elasticity, resource tools within a single vendor’s walled garden. Also, rity, and difficulty finding workers to tame all the
pooling, and measured service. To simplify this they’re using vendors’ competitors as leverage to mess.
management, some enterprises are beginning to obtain better terms for services. Consolidating
2
turn to a layer of abstraction and automation that

sits above the burgeoning multicloud. Alternately
operations within a single cloud vendor is unlikely
to be a tenable solution for most businesses, and
New
Simplicity as a service
known as metacloud, supercloud, or sky comput- multicloud will likely be a dominant thread for the
ing, the concept of putting a compatibility layer foreseeable future. Savvy business leaders aren’t simply living with the
on top of multiple clouds is gaining steam, even convolution created by multicloud and the grow-
though it still carries some important caveats However, many companies that are now in a ing technology footprint. Instead, they’re looking
that businesses should consider. multicloud environment find they got there for ways to harness the operational gains that

P 01 02 03 04 05 06 E
FIGURE 1: Six
Whatmacro forces of information technology
is a metacloud?
come from managing multiple cloud instances FIGURE 1: What is a metacloud?
while slaying the dragon of multicloud complexity.
Sits above an organization’s ARTIFICIAL
Provides access INTELLIGENCE
to common services such as Provides consistent,
The approach known as metacloud involves build- various cloud platforms, storage
Sits above an organization’s Providesand compute,
access to artificial
common
DATA AND
intelligence,
services
ANALYTICS such asdata, centralized control over
Provides consistent,
ing a compatibility layer that provides access to leveraging native technical
various cloud platforms, security, operations, governance, and application
storage and compute, artificial intelligence, data, multiple cloud instances
centralized control over
standards
leveraging through APIs
native technical development and deployment
security, operations, governance, and application through
multiple acloud
common interface
instances
DE
L ENG REALLITY E
D EA ENCE
common services such as storage and compute,
I C
CE
standards through APIs development and deployment through a common interface
DIG XTENNDE XPERRIEN
AGEM TY
NT
T
ENT
QU
I
AI, data, security, operations, governance, and
EMEN
RA
E PE
INFORMATION
AN
LIZ
EX IENTTEX
DED R
TU
application development and deployment. This
NGAG
CL
ED
B N
M
OU
AMBIE
PLA
compatibility layer logically sits above a busi-
ITAL E
D
E TE
AM
TFO
DIGITA
RM
ness’ various cloud platforms and leverages their INTERACTION COMPUTATION
S
native technical standards through APIs—with
the result that applications still enjoy the strong
security of the cloud provider, but in a consistent
BUSINESS OF CORE
manner with centralized control. Metacloud TECHNOLOGY MODERNIZATION
API API API
does this through a common interface, giving
API CYBER
API API
administrators centralized control over their AND
multiple cloud instances. In a paper presented at TRUST
the Association of Computing Machines’ HotOS
conference, computing luminaries Ion Stoica
and Scott Shenker explain that the compatibility
layer in the metacloud can be centered around
APIs (figure 2). This is how the compatibility layer

P 01 02 03 04 05 06 E
sends instructions to each of the separate cloud Metacloud may also elevate security. Each cloud Challenges of metacloud
interfaces. They compare the cloud compatibility platform generally has good security standards and, in From a technical perspective, Stoica and Shenker
layer with a computer’s operating system, manag- a silo, performs well. Problems arise when enterprises believe metacloud makes perfect sense. From a
ing a computer’s resources and exposing APIs to start mixing and matching. With multiple platforms to business perspective, things get more complicated.
applications.5
manage, the task of configuring necessary security
settings becomes more daunting. “Hackers can “We think achieving a widely usable compatibility
Benefits of metacloud leverage multiple clouds against each other,” says layer is, on purely technical grounds, easily achiev-
With an extra layer of abstraction and automation David Linthicum, chief cloud strategy officer at able,” they write. “The problem is whether the
between the various cloud platforms, organizations Deloitte. “They’re not breaching technology; they’re market will support such an effort because, while
don’t need as much specialization in their workforce. breaching humans.” Metacloud can eliminate this
6
the compatibility layer has clear benefits for users, it
Instead of specializing in specific cloud platforms, problem by allowing developers to set one security naturally leads to the commoditization of the cloud
cloud developers can build more general skills. configuration from the compatibility layer that is providers, which may not be in their interests.”8
executed across each cloud platform through its
native interface. The other potential pitfall of this approach is that
enterprises are on the hook for building it themselves.
By eliminating unnecessary cloud services, enterpris- Right now, there are few vendors offering metacloud
es can reduce their security exposure, enhance user as a service. Instead, development teams will need
privacy, lower costs, and do more with less. Teams to take the lead building each of the connections
may become less specialized in their abilities, and and the ultimate interface themselves. It’s a complex
thus more capable of tackling whatever higher-level, solution to dealing with complexity, but the ultimate
generalized problem comes along. 7
outcome should be greater simplicity.9

P 01 02 03 04 05 06 E
Next What could end up taking the place of metacloud

is a more tactical approach, one that borrows the
Self-service has been the ultimate game-changer in
IT. Any approach to centralizing cloud resources will
Consolidation and centralization
centralization and control of metacloud but leaves have to respect the end users’ desire for agility. In the
History suggests, however, that metacloud may in place the freedom developers currently have past, centralization generally meant bureaucracy.
only be an interim solution. Past efforts to reign in to choose the right tool for the job. This tactical Line-of-business users went around IT to get out from
sprawling data centers, databases, and operating metacloud could govern provisioning of cloud under burdensome processes that slowed their ability
systems have ultimately resulted in consolidation, credentials and allocate resources only to users to solve business problems. But automation tools
centralization, standardization, and rationalization— that have a valid business case and the technical are making it easier for IT to deliver functionality
not via middleware or orchestration engines, but knowhow to make use of cloud resources without without slowing down business initiatives and
with refactoring and simplicity. Improving license creating complexities.10
could play an important role in any effort to rein in
utilization has always been a focus of consolidation, multicloud complexity.11
and most enterprises have policies in place that Self-service has been the
control utilization of cloud resources. Multicloud may feel messy, but it’s the world we’re
ultimate game-changer in IT. living in, and likely will be for the foreseeable future.
Further, cloud services are often sold to various Any approach to centralizing Smart business and technology leaders should look
teams within IT. This could mean that as soon as cloud resources will have to for areas to reduce complexity wherever possible—
IT centralizes cloud services under a metacloud, respect the end users’ desire potentially through approaches like metacloud—
it may discover additional platforms that need to and eliminate security and redundancy problems
be reined in. At this point it becomes a game of
for agility. created by maintaining multiple cloud instances.
whack-a-mole.

P 01 02 03 04 05 06 E
Endnotes
1. Harvard Business Review, “How to manage the com- 11. Kacy Clarke, Ken Corless, Glen Rodrigues, and Lars
plexity of multi-cloud environments,” June 23, 2022. Cromley, IT, disrupt thyself: Automating at scale,
Deloitte Insights, December 7, 2021.
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 environments,” 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 officer, 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.

Trend 4
Flexibility, the best ability:
Reimagining the tech workforce
P 01 02 03 04 05 06 E
Organizations have been competing for a limited supply of tech

talent. A winning long-term strategy instead creates, curates,
and cultivates new talent.
The history of technology conjures images of lab In the last year, workers with this type of knowl- “My strategy is to create an
coat–wearing PhDs wrangling information out of edge have been at an all-time shortage: More than
room-size mainframes. Previously synonymous half of IT executives were unsuccessful in filling a
environment that unleashes the
with advanced scientific knowledge, the use position.1 Headlines about the Great Resignation potential of my staff. They should
of technology is now ubiquitous and becoming abound, and companies often appear to be en- be getting poached by the best
more democratized, and recently, more decen- gaged in a heated competition for tech talent. But companies and yet not leaving
tralized. Technologists have exchanged lab coats with technical skills becoming outdated every 2.5
for crewnecks and black jeans; yet, when it comes years on average,2 hiring for current needs is not
because they love the work.”
to technology talent, organizations are still on a winning long-term strategy. Rather than com- —Sathish Muthukrishnan,
the lookout for advanced scientific knowledge, peting for scarce tech talent, leaders would be chief information, data, and digital officer,
in the form of advanced degrees and years of wise to consider an abundance strategy, wherein Ally Financial3
engineering experience. technology talent can be curated, created, and
cultivated. In other words, don’t compete when
you can create.
Flexibility, the best ability: Reimagining the tech workforce 41

P 01 02 03 04 05 06 E
Since 2015, Tech Trends and the Global Tech-

nology Leadership Study have predicted the
Over the next 18–24 months, technology leaders
can reimagine the workforce and workplace to
Now
Zero-sum blues
emergence of a new breed of IT worker, capable focus on the skills (both human and technical)
of infusing creativity, design, and emotional intel- needed to deliver IT products and services. The COVID-19 pandemic catalyzed many technol-
ligence into the expanded definition of a technol- Leading companies are likely to get creative and ogy workforce shifts that have persisted longer
ogy team. Today, low-code/no-code technologies tap into new sources for finding talent, while than anticipated. Many technology workers have
are increasingly common , modernization has
4
providing a compelling talent experience to re- opted to stay remote, creating a more fluid work-
been accelerated by the pandemic, and code tain top performers. To win the battle for talent force. In fact, 85% of IT divisions plan to be hybrid
repositories are abundant. As a result, respon- in the long-term and prepare for further changes or fully remote going forward.6 At the same time,
dents across industries in our forthcoming 2023 to come, organizations should be prepared to given the rate of digital transformation, enterprises
Global Technology Leadership Study identified eschew IT orthodoxies and prize flexibility as the are demanding more from their technology teams
creativity, problem-solving, and other human best ability. and are sourcing talent globally. It’s therefore no
skills as greater differentiators for tech talent surprise that in April 2022, the unemployment
than ever before. 5
rate for tech talent was 1.3%, about one-third of
the US unemployment rate.7 It’s 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 E
To attract talent, organizations are often relying Rather than competing for the same talent using
on a single approach, such as increasing com- the same methods as others, technology leaders
pensation, providing flexible work arrangements, should recognize there is no one-size-fits-all
and reskilling or upskilling. However, as the talent strategy for talent. For instance, Joe Weider, chief
shortage continues, choosing just one of these technology officer (CTO) of Lincoln Financial
solutions is unsustainable. As other companies Group, says he couldn’t match the salaries of-
match or improve their job offers, tech talent fered by large tech companies, but he retained his
may keep leaving for new opportunities, leaving talent in other ways. “We’re taking employees out
organizations to play a zero-sum game to attract of the market by doubling down on our flexibility
talent. For instance, in the last year, 82% of US and our company culture, including bringing in
enterprises were prevented from pursuing digital staff for engaging offsites and creating oppor-
transformation projects due to a lack of resources tunities for peer recognition,” says Weider.10 By
and skills.9 expanding how they think about the tech talent
problem beyond a single approach, enterprises
can expand the scope of their solutions over the
coming months.

P 01 02 03 04 05 06 E
New FIGURE 1: Prioritize flexibility to curate tech talent

Flexibility 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 pursue their
transformation projects require a strategy-driven,
differentiated approach to finding staff. Those
who meet their talent goals will likely expand their Flexible skills Flexible sourcing Flexible career paths
conception of how technology work is planned Skills-based organizations are Digitally mature organizations The no. 1 incentive for tech
more than 100% more likely to are 14% more likely to have a talent to take a new job is the
and executed, instead of over-fitting for current place talent effectively. robust ecosystem strategy. type of work they would do.
technical needs (figure 1).

P 01 02 03 04 05 06 E
Flexible skills needed to fulfill those requirements. Then they can Enterprises ahead of the curve are already
Deloitte research has shown that the traditional segment their needs into hard technical (e.g., data crowd-sourcing talent, through gig workers or
concept of a job is one of the key hindrances to science), tech-related skills (e.g., Agile QA or cus- contractors, to fill gaps and free up their inter-
meeting targets for growth, agility, and diversity, tomer success), and human skills (e.g., resilience), nal resources to focus on the most challenging
equity, and inclusion (DEI). Many organizations are based on a forward-looking strategy. Crucially, a and interesting work.15 Debbie Browning, CTO
pivoting toward talent models that center on skills skills-based approach can enable organizations to of Workwear Group in Australia, did just that
rather than jobs. For instance, Mercedes-Benz has be more creative in addressing their talent short- when she had trouble hiring talent. “We’re a lean
organized some of its IT talent into “capability sets” ages. For instance, the SecureAmerica Institute, a organization,” she says. “It’s more effective for
to improve flexibility for assigning staff to new roles public-private research collaborative focused on us to scale with managed services than internal
or new products. The results speak for themselves:
11
US manufacturing resilience, has helped manufac- hiring.”16 Moreover, Deloitte research shows that
Skills-based organizations are more than 100% turers train talent accustomed to manual labor to digitally mature organizations are more likely to
more likely to place talent effectively and 98% more be advanced machine operators. 14
have a robust ecosystem strategy that can ex-
likely to retain high performers. In fact, recent
12
pand their access to skills (54% vs 40% of aver-
shifts have made a skills-based approach more Flexible sourcing age organizations).17
attainable, according to Patrick Noon, Bechtel’s Organizations that develop a flexible approach
chief information and digital officer: “Recruiting for to skills may find it easier to adopt an abundance At a time when 78% of technology talent said
critical skills is easier because I can recruit from strategy when it comes to sourcing talent for DEI initiatives are an important factor when ac-
anywhere for jobs for remote work.” 13
those skills. Instead of only hiring, they can plan cepting job offers, leaders should consider that a
to outsource, offshore, train, or retrain talent, or skills-based approach can make it easier to pro-
Technology leaders looking to adopt this model leverage other components of their ecosystem to mote equity.18 For example, some CIOs have part-
should start with their business requirements and fill their needs. nered with organizations to offer a nine-month
determine which human and technical skills are training program from which underrepresented

P 01 02 03 04 05 06 E
candidates graduate to work in cybersecurity • Lateral moves. Contrary to conventional ver- • New operating models. IT divisions are
and programming. 19
Such initiatives, coupled tical pathways, organizations should design not known for their flexibility. To create
with the right development opportunities (e.g., career paths that allow for lateral progression experiences that allow for employees to
mentoring, rotational programs, externships) between different technologies. Seventy-four work at the right pace with the right part-
can even empower organizations to create fresh percent of workers believe they need to nerships, organizations should consider
talent instead of fighting over a limited supply. update their skills at least once every six instituting a few different modes of opera-
months to do their job effectively in a digital tions for technology work, as we’ll discuss
Flexible career paths environment. 21
in our forthcoming 2023 Global Technology
Employees are looking for interesting work and Leadership Study.
flexible career paths—and companies should • Talent marketplaces. An internal talent mar-
adapt to meet these needs. This shift in mindset is ketplace where employees can find short-term
perhaps best represented by a move from “10X” 20
projects or new teams can promote inter- “Today, the flexibility of talent
engineers to “10-job engineers”: serial specialists nal mobility and allows them to discover to perform work is dependent
who can build depth in multiple areas over the purposeful and meaningful work. For tech on creating a culture of mobility
course of a career. Businesses can explore some talent, the No. 1 incentive in a new job
that facilitates workers taking
of the following methods to create careers and (chosen by 54% of respondents) was the
experiences that retain employees: work they would do. Or, as Diogo Rau, chief on new roles and learning
information and data officer of Eli Lilly and new skills.”
Company, says, “You can’t pay good engineers
—Fortune 100 CIO
enough to do boring work. Offer a purpose
that excites people.”22

P 01 02 03 04 05 06 E
Modern training for

At many companies, that involves simulation-based Crucially, once training and upskilling have been
modern engineering
practice and an apprenticeship model where new delivered, engineers should be encouraged to
Foundational training is critical to developing a
hires can learn the ropes from experienced engi- get creative and write custom apps that better
flexible and capable technology workforce. New
neers in a “two-pizza” team (as discussed in Tech serve the business, instead of being limited to
technical hires should receive dedicated training
Trends 2022). Especially when it comes to learning application maintenance. Curating a developer
time, through a rigorous boot camp for instance,
the intersection of business and technology, tech- experience that reduces friction (from outdated
which exposes them to the full technology stack,
nical staff should have the space to learn detailed systems and inefficient processes) can allow
the interplay of business and tech, and the inter-
concepts and interaction skills during the natural technologists to focus on their craft and drive
nal culture of engineering. The ideal training not
flow of real work. At the same time, experienced business innovation and outcomes. As all compa-
only provides a skills foundation, but also trains
engineers need regular upskilling on the latest nies increasingly become technology companies,
new hires to adapt quickly and develop a contin-
technologies as well, through a combination of modern engineering becomes the fulcrum upon
uous learning mindset.
e-learning, vendor-led classes, and certification which strategy rests. Developer, architect, and
programs. engineer training and experience may soon make
the difference between winners and losers in the
Moreover, flexible career paths require understand- market.
ing different functions of the business. Whether
23
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 later in their
career, the learning curve may be less steep.

P 01 02 03 04 05 06 E
Next cancellations, to a 2.5-minute procedure using AI.

This freed up their team members while providing
may soon be in demand again. The upside? Geyer’s
team of AI specialists forecasts 30% efficiency
Brush up on your humanities
an improved experience for their customers. 24
gains for the clients it serves.
Businesses are at an inflection point in terms of Similarly, the Virginia Department of Health is de-
talent. Over the next decade, technology will likely veloping a chatbot to handle the nearly 2,000 basic “We’re a global company with
continue to get better at executing given tasks, customer inquiries received each week, allowing a diverse workforce, which
freeing up tech talent to focus on higher-order administrative staff to focus instead on higher-
problems: how to adapt to business needs, best level problems.25
means we also actively recruit
partner with their digital colleagues, and innovate. globally. With the shortage
As we discuss in Opening up to AI: Learning to of skilled cybersecurity
Just as the workforce of today would groan at the trust our AI colleagues, tech talent is multiplying professionals, it has become
prospect of having to write code in an outdated productivity by partnering with digital colleagues.
language, the workforce of tomorrow may balk at Product Manager Mike Geyer at NVIDIA believes
essential to rely and invest in
not having AI assistants. In the Age of With™—an future engineers “are going to learn about how to AI technology to continue our
era defined by human with machine collaboration— set up problems for AI, so it can do the grunt work, drive for innovation.”
if time-consuming computations are delegated to instead of solving the equation themselves.”26 As
—Peter Oggel,
AI, human coworkers can focus on the tasks that AI automates problem-solving, enterprises may
chief technology officer, Irdeto BV28
need the human touch. For instance, American soon be on the hunt for humanities majors who
Airlines recently reduced a laborious four-hour can guide a set of accessible and capable AI tech-
gate assignment process, which once required nologies toward business results. Despite a steep
a team of people working late into the night to decline in such degrees,27 the big-picture thinking,
assign flights to gates and account for the day’s ethics, and problem-framing of the humanities

P 01 02 03 04 05 06 E
Finally, the rising prevalence of technology innova-

tion officers promises a future where technology
teams are shaping the 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, innovation 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 what’s next, the battleground 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 E
Endnotes
1. Deloitte analysis. 13. Patrick Noon (CIO of Bechtel Group), interview, June 24. Sumit Batra (managing director, American Airlines)
14, 2022. and Anne Moroni (vice president, American Airlines),
2. Ibid. interview, September 28, 2022.
14. Rob Gorham, Jr. (executive director, SecureAmerica
3. Sathish Muthukrishnan (chief information, data, and Institute), interview, June 22, 2022. 25. Deloitte, Automation helps the Virginia Department
digital officer at Ally Financial), interview, June 6, 2022. of Health bring workers into the future, Deloitte
15. Cantrell, Griffiths, Jones, and Hiipakka, The skills- Insights, October 21, 2022.
4. BrandEssence and PR Newswire, “Low-code develop- based organization.
ment platform market revenue worldwide from 2018 to 26. Mike Geyer (project manager, NVIDIA), interview,
2025 (in billion U.S. dollars),” Statista, March 9, 2021. 16. Debbie Browning, (CTO of Workwear Group), inter- August 30, 2022.
view, June 2, 2022.
5. Deloitte, 2023 Global Technology Leadership Study, 27. Andrew Van Dam, “The most-regretted and lowest
forthcoming. 17. Deloitte, 2023 Global Technology Leadership Study, paying college majors,” Washington Post,
forthcoming. September 2, 2022.
6. Ibid.
18. Deloitte analysis. 28. Peter Oggel (chief technology officer, Irdeto BV), inter-
7. Deloitte analysis.
19. Deloitte, 2023 Global Technology Leadership Study, view, May 19, 2022.
8. Ibid. forthcoming. 29. Deloitte, 2023 Global Technology Leadership Study,
9. Ibid. 20. Codegiant, “How To Become A 10X Engineer [The 10X forthcoming.
10. Joe Weider (CTO, Lincoln Financial Group), interview, Engineer Meme and Definition],” June 2, 2018. 30. Mike Bechtel, Khalid Kark, Nishita Henry, Innovation
June 16, 2022. 21. Deloitte analysis. Study 2021: Beyond the buzzword, Deloitte Insights,
September 30, 2021.
11. Bernd Rumscheid (head of digital solutions and data 22. Diogo Rau (chief information and data officer of Eli
in Mercedes-Benz’s finance division and IT group func- Lilly and Company), interview, June 21, 2022.
tions), interview, September 23, 2022.
23. Anjali Shaikh, Kristi Lamar, and Ranjit Bawa, Paving di-
12. Sue Cantrell, Michael Griffiths, Robin Jones, and verse paths to technology leadership: Diversity and
Julie Hiipakka, The skills-based organization: A new inclusion in tech, Deloitte Insights, March 6, 2020.
operating model for work and the workforce, Deloitte
Insights, September 8, 2022.

Trend 5
In us we trust:
Decentralized architectures
and ecosystems
P 01 02 03 04 05 06 E
In an environment of ever-increasing mistrust, blockchain and Web3

could power “trustless” systems that decentralize data to rebuild trust.
We noted last year in Blockchain: Ready for From cybercrimes to data misuse, digital trust is- Moving forward, we anticipate further opportuni-
business that exciting and creative enterprise sues undermine confidence in traditional institu- ties for organizations to cement their credibility
use cases built on blockchain-powered systems tions and the technology that powers them. With with their key stakeholders by helping reinvent
are driving real productivity and value at scale. As
1
digital ledger technologies and decentralized a more decentralized and transparent internet.
organizations begin to understand blockchain’s business models that achieve consensus through Web3, what many call this next iteration of the
utility and promise, they’re realizing that stake- code, cryptography, and technology protocols, internet, posits a future in which the loudest
holder trust-building could be one of its primary decentralized architectures disintermediate trust voices can’t overshadow a single, immutable ver-
benefits. In fact, blockchain-enabled “trustless” and distribute it across network participants. sion of the truth, based on public blockchains.
systems—so-called because trust is not placed in In this world, forward-thinking digital natives are
a single person or organization but in the commu- As decentralized platforms and protocols increasingly likely to demand higher-quality proof
nity of users—could be an antidote to diminishing mature, many organizations are beginning to of truth. Indeed, we anticipate tomorrow’s leaders
faith in government, media, money, businesses, invest responsibly and explore at their own to assert “chain or it didn’t happen.”
and other civic and private institutions. 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.
In us we trust: Decentralized architectures and ecosystems 52

P 01 02 03 04 05 06 E
Now issue a bond and 25 days for a dividend to pass

from the issuer to the end investor. Settlement
5
Businesses that lose the faith of stakeholders
can pay a stiff price. Deloitte researchers studied
The digital trust gap
costs increase by 14% year over year, and 27% of three large global companies, each with a market
Numerous surveys highlight the erosion of the settlement systems are more than 20 years old. 6
cap of at least US$10 billion, that had been em-
public’s belief in civic and private institutions. 2
Perhaps it’s inevitable that the tokenization of as- broiled in scandals. The analysis found that the
Social media and other Web2 ventures have
3
sets in capital markets is one of the top enterprise companies lost 20% to 56% of their value—a total
made it easy to rouse negative emotions against blockchain use cases, with organizations such US$70 billion loss—after losing their stakehold-
individuals, businesses, and other organizations as Broadridge, Clearstream, and Goldman Sachs ers’ confidence.8
and institutions, says Nate Rackiewicz, chief data using blockchain-based transaction platforms to
officer of Gannett. “At a prior research company I help eliminate system and process inefficiencies Many organizations build credibility with stake-
founded, Meteor Now, we discovered that hatred and help increase participants’ trust in capital holders by going beyond traditional business
is the most impactful emotion for driving lift in markets. 7
objectives such as product quality, profit, and
consumer engagement across media verticals,” growth to include environmental, social, and gov-
he says. “We need to be mindful of this risk and on “We discovered that hatred ernance (ESG) efforts and diversity, equity, and
alert for bad actors that may be weaponizing this inclusion (DEI) commitments. Blockchain can
is the most impactful
emotion against us in a quest for clicks.” 4
help bridge another credibility gap: digital trust.
emotion for driving lift in
Disorganized business processes and systems consumer engagement
can also lower stakeholder trust. For example, across media verticals.”
trust is paramount to participants in capital mar-
kets, but capital markets infrastructure is typically —Nate Rackiewicz,
chief data officer, Gannett
bloated and inefficient. It often takes six weeks to

P 01 02 03 04 05 06 E
New FIGURE 1: Blockchain-based trust use cases

Minding the gap
Decentralized systems, applications, and busi-
Micropayments
ness models add a protective layer to the existing and transactions
transaction infrastructure, enabling organizations New techniques can help
Digital identities streamline the microtransaction
to close the digital trust gap by helping them intermediation process and
Proof of identification stored in reduce fees.
create a single version of irrefutable truth. They encrypted digital wallets could
rely on cryptography- and code-driven consensus lead to more secure transactions.
Digital credentials
of systemwide users, rather than moderation by
People can securely store, share,
third-party intermediaries—without sacrificing and control their own tamper-
External data-sharing
proof credentials (personal health,
data privacy. The resulting shared, trusted record education, voting records, etc.) in
Organizations can break down an encrypted digital wallet.
can be inspected by selected third parties but can- data siloes to collaborate with
external partners, unknown or
not be controlled by any single, central superuser. untrusted parties, and Provenance and traceability
A consortium of participants keeps the informa- competitors, without
compromising privacy, Businesses can provide tracking
tion up to date so that each participant maintains confidentiality, security, or and tracing information about
intellectual property. product provenance to ensure
a copy of the updated, immutable database.9 product and supply chain
transparency.
Trust-related use cases include digital credentials

and identities, data-sharing with third parties,
provenance and traceability, and micropayments
and transactions (figure 1).

P 01 02 03 04 05 06 E
Digital credentials Digital identities External data-sharing

Individuals can own and manage their own Similarly, people can leverage blockchain to Blockchain systems are useful for applications
tamper-proof credentials for applications such create, manage, and store their identities in dig- in which multiple external business partners, un-
as personal health, education, and voting records ital wallets, potentially leading to more secure known or untrusted parties, or even competitors
in an encrypted digital wallet on their personal transactions between sellers and buyers, land- need to achieve consensus, and an intermediary
devices. Organizations such as New York State lords and prospective tenants, and even users of isn’t wanted, needed, or feasible. By breaking
are using blockchain to verify identity and creden- dating apps. down the data siloes between such groups,
tials: The Excelsior Pass digital health credential blockchain allows data to flow among organiza-
allows New Yorkers to securely store and verify Businesses can verify or issue credentials, tions without compromising privacy, security, or
negative COVID-19 test results and vaccination identities, and licenses. For example, the BMW intellectual property.
records on their mobile phones without sharing Group partnered with the German government
other personal health data. 10
on blockchain-based driver’s licenses that help For instance, fashion brand LVMH launched the
prevent identity fraud and reduce friction in Aura Blockchain consortium to track the prove-
According to Sandra Beattie, the state’s first dep- transactions such as renting or purchasing a car nance of products to prove product authenticity;
uty budget director, credibility with citizens was and getting insurance.12
founding members include fellow luxury brands
crucial: “We centered on the belief that the citizen Prada, Cartier, and Mercedes-Benz.13 Members de-
owned their data and transactions, and that our velop their own unique experiences and maintain
responsibility was to maintain the privacy and their own data according to the strictest privacy
security of that data. Citizens had such a positive standards.14
response to the app because they had trust in us
to do that.”11

P 01 02 03 04 05 06 E
Provenance and traceability

Like LVMH and its founding partners, organizations Micropayments and transactions
in nearly every industry and sector are experiment- When made in cryptocurrencies, online micro-
ing with blockchain to help them, their customers, transactions—small payments ranging from
and other stakeholders track and trace information a few dollars to even fractions of a penny, as
about the provenance of their products. in the case of in-game purchases—can carry
transaction fees that are often greater than the
For example, the Japan International Cooper- transaction cost. New techniques can help make
ation Agency (JICA) used a blockchain-based microtransactions more equitable by stream-
system to monitor child labor on cocoa farms lining the intermediation process and reducing
in Côte d’Ivoire. The project aims to make all microtransaction fees.
aspects of the cocoa production process trans-
parent, using blockchain to ensure traceability. “Data technology is not cold; it
Says Yushi Nagano, a senior digital officer at
JICA, “The beauty of utilizing blockchain is in
can be warm and emotional, too.”
making an emotional connection from farmers —Yushi Nagano,
in Côte d’Ivoire to consumers in Japan. Data senior digital officer, JICA
technology is not cold; it can be warm and emo-
tional, too.”15

P 01 02 03 04 05 06 E
Next Integrating blockchain into new aspects of their

technology architectures could help organizations
By changing how content is made, managed, protect-
ed, and monetized, Web3 could rescue us from its
Chain or it didn’t happen
regain the confidence of key stakeholders. In an predecessor’s obsession with clicks and likes. A dis-
To paraphrase Herbert Simon, theorizer of the era of deepfakes, AI-generated imagery, and alter- intermediated web has the potential to transfer pow-
concept of attention economics, a wealth of in- native facts, seeing something with your own two er from intermediaries to producers and consumers.
formation means a dearth of attention. In Web2’s
16
eyes is not necessarily sufficient proof of the truth.
attention economy, truth is devalued in favor of But if an entire community sees it on a public block- • Producers. In a Web2 world, “digital” is synony-
clicks. Social media’s balkanization threatens to chain? Trustless, decentralized platforms could be- mous with “abundant.” Nearly all digital content
splinter the internet and intensify outrage and come an arbiter of truth: Chain or it didn’t happen. is infinitely shareable, legally or not. The infinite
fake news. The increasing use of data and artifi- supply of content drives demand (prices and
cial intelligence (AI) leads to charges of bias and Here are a few of the possibilities: consumer attention) toward zero. By introducing
the rise of deepfakes, and concerns about the the notion of “digital scarcity,” Web3 architec-
privacy and use of data continue to grow. Web3 tures offer creators an opportunity to reassert
Blockchain, decentralization, and tokens are at the some ownership and control of their content,
heart of the next iteration of the internet, Web3. data, profiles, and identities, with the ability to
“Web3 makes the most passive consumer into manage and monetize them across multiple
a community member,” says Ridhima Khan, vice websites and platforms rather than creating
president of business development at Dapper Labs, multiple copies. Creators could lock access
which uses blockchain technology to bring nonfun- to a song, video, or other intellectual property
gible tokens and new forms of digital engagement so it’s only accessible via smart contract and
to consumers. “It’s here to stay, and it’s going to hit programmable money, with the potential for
every sector and industry.” 17
revenue to be shared in real time.

P 01 02 03 04 05 06 E
• Consumers. The decentralized web could Digital advertising Artificial intelligence

transfer ownership and control of identifying With consumers in charge of their own buying As we discuss in Opening up to AI: Learning to
information and other personal data from and browsing data, blockchain could significantly trust our AI colleagues, enterprises understand
intermediaries to individual consumers. End disrupt digital advertising. In addition to giving the power of AI to transform their operations, but
users could store their identifying information consumers control over their data and who uses they often doubt AI’s ability to complete mission-
in a blockchain-based digital wallet and use it—in itself a massive disruption—it could also critical tasks.21 Consumers, too, are wary of AI,22
it across multiple platforms, applications, help eliminate advertising fraud caused by inter- with critical issues being the lack of transparency,
and websites instead of creating a new iden- net bots and domain spoofing, which fraudulently interpretability, and explainability. In both cases,
tity for each one. This could give consumers create traffic, clicks, impressions, conversions, people don’t have confidence in AI because they
more authority over data privacy and access, or other data events that one research firm esti- don’t understand its decision-making process, and
provide more protection from hackers, and mates will cost global advertisers US$68 billion by they’re leery of the data used to train it.23
allow them to monetize their data. With more the end of 2022.19 Adding a trust layer to the digital
control over their browsing and buying data, advertising process could help advertisers receive Blockchain’s transparency and immutability
consumers could reduce email spam and more representative data about the consumers could provide insight into the origin, integrity, and
unwanted advertising, or be compensated for reached by their ads. 20
authenticity of the data used by AI, improve the
providing their information or accepting email security of the data by preventing it from being
advertisements. 18
altered, and provide an audit trail.

P 01 02 03 04 05 06 E
Cybersecurity Organizations are beginning to discover how Amid a crisis of faith in which seeing isn’t believ-
Many of the attributes of decentralized archi- trustless business models and operations could ing, and people can’t tell the truth from a lie, many
tectures could lead to better cybersecurity in help them solve data-related credibility issues and of us have been waiting on a superhero: a person,
the long term. For example, transferring control win much-needed confidence across employee company, or technology that might somehow
of digital identity from the platform to the user and customer groups, business ecosystems, and serve as an unimpeachable arbitrator to help us
could help reduce the amount of sensitive data industries. And there are positive societal implica- settle quarrels and distinguish fact from fiction.
stored by third parties and eliminate single, data- tions to consider as well. Decentralized, trustless architectures are begin-
rich attack points. It would be difficult for hackers ning to teach us that we are the heroes we’ve
to compromise enough network nodes to control been looking for; and that none of us, in fact, is as
the consensus mechanism used to validate data trustworthy as all of us.
blocks. And encrypting the entire blockchain can
help ensure that the data stored within it is not
accessed or changed wrongfully and provides an
audit trail.24
While many public blockchains lack complete

privacy and security, more trusted, secure op-
tions that reduce cyber risk are available. In non-
public networks, only select, verified members
can participate; in permissioned networks, those
with a verified identity can join, and activities are
controlled via permission-based roles.

P 01 02 03 04 05 06 E
Endnotes
1. Wendy Henry and Linda Pawczuk, Blockchain: Ready with Daml Finance,” October 11, 2022; Digital Asset, 17. Ridhima Khan (vice president of business development
for business, Deloitte Insights, December 7, 2021. “Customer Story: Goldman Sachs,” accessed Novem- at Dapper Labs), interview, August 31, 2022.
ber 1, 2022.
2. Edelman, 2022 Edelman trust barometer, January 18, 18. Ben Constantly, “Three ways blockchain could
2022; Jeffrey M. Jones, “Confidence in U.S. institu- 8. Deloitte, The chemistry of trust: Part 1: The future of dramatically change the digital advertising
tions down, average at new low,” Gallup, July 5, 2021; trust, accessed November 1, 2022. industry,” Forbes, March 24, 2021.
David Michels, “The trust crisis in business,” Forbes,
June 17, 2019; Sanjay Nair, In technology we trust(ed), 9. Deloitte, “Enterprise blockchain,” accessed 19. Scarlett Woodford, Digital advertising fraud: Market
Edelman, February 25, 2020; Knight Commission on November 1, 2022. forecasts, key trends, and competitor landscape
Trust, Media and Democracy, Crisis in Democracy: 2022-2026, February 21, 2022.
10. Deloitte, Digital credentialing app Excelsior Pass
Renewing trust in America, The Aspen Institute, helps New York state open for business, Deloitte 20. Darryn Pollock, “Advertising fraud falls flat when
February 2019. Insights, October 3, 2022. faced with transparency: How can blockchain help?,”
3. Web 1.0, the original internet, debuted in the mid-1990s, Forbes, November 22, 2018.
11. Ibid.
featuring static websites. Over time, it evolved into Web2 21. Deloitte, Opening up to AI: Learning to trust our AI
or Web 2.0, the current version of the internet. Web2 fea- 12. Henry and Pawczuk, Blockchain: Ready for business. colleagues, Deloitte Insights, December 6, 2022.
tures dynamic websites, user-generated content, social
13. Arthur Parkhouse, “A look at LVMH’s Blockchain con- 22. Stevens Institute of Technology, TechPulse Report: A
and community websites, and heavy user participation.
sortium,” Hypebeast, August 17, 2022. perspective of Americans’ attitude toward artificial
4. Natie Rackiewicz (chief data officer of Gannett), email intelligence, November 2021.
14. LVMH, “LVMH partners with other major luxury
interview, October 11, 2022.
companies on Aura, the first global luxury blockchain,” 23. Vyacheslav Polonski, “People don’t trust AI—Here’s
5. ValueExchange, Doing tokenization right, accessed press release, April 20, 2021. how we can change that,” Scientific American, January
November 1, 2022. 10, 2018.
15. Deloitte, JICA uses blockchain transparency to com-
6. Ibid. bat child labor, December 7, 2022. 24. Toshendra Kumar Sharma, “The future of cyber
7. Lucy Carter, “DLT is on the move, say SIBOS panel- 16. Wikipedia, “Attention economy,” October 25, 2022; Mar- security: Blockchain technology,” Blockchain Council,
lists,” Asset Servicing Times, October 13, 2022; Digital tin Greenberger, Computers, communications, and the December 13, 2021.
Asset, “Digital Asset Accelerates asset tokenization public interest (Baltimore: John Hopkins Press, 1971).

Trend 6
Connect and extend:
Mainframe modernization hits its stride
P 01 02 03 04 05 06 E
Instead of completely replacing mainframe systems, businesses

have begun looking for ways to extend the functionality of
mainframe systems by linking them to emerging technologies.
The trusty old mainframe may seem synonymous But a funny thing happened on the road to ob- The trick is getting the mainframe to communi-
with a bygone era of computing. Left behind by solescence. People kept using mainframes. No cate with modern applications, and this is where
cloud computing and walled off from next-gen matter how attractive cloud platforms become leading enterprises are getting creative. To be sure,
functionalities such as artificial intelligence and or how imperative modern features are to leading enterprises have been working on this problem for
business process as a service, it once seemed
1
businesses, the mainframe continues to offer a years, but they’re giving it a fresh look as they see
destined for the dustbin of IT history. compelling value proposition. Mainframes often the costly and potentially risky work associated
host applications that can’t be moved to the cloud with cloud migration. Rather than rip and replace
because it would be either too cost-prohibitive legacy core systems, businesses are increasingly
due to the substantial work needed to refactor looking to link them to emerging technologies us-
applications or too risky due to the possibility of ing innovative new connectors so that each family
breaking system dependencies. of systems can do what it does best (figure 1).
Connect and extend: Mainframe modernization hits its stride 62

P 01 02 03 04 05 06 E
FIGURE 1: Mainframe pros and cons That’s the approach taken by Meuhedet, an Israeli
health insurance and care provider, whose mainframe-
based electronic medical record system continues
to serve as an effective store of patient data. “The
Cons Pros
vision is not to move on from legacy systems—
Businesses that say integrating legacy Business and IT executives who say
tools with new applications is a challenge mainframes have long-term viability because they work,” says Katy Bar-Shalom, the
60% 75% organization’s chief information officer. “The
things they do are good, just not good enough.
But with layers, web services, and applications,
we can enlarge and bring new data and insights
Businesses that say lack of business Business and IT executives who expect to
agility is a problem with legacy systems expand their mainframe footprint to our medical staff.”2
57% 90%
Business users today expect to rely on modern appli-
cations such as CRM, data dashboards, and machine
learning—and reconciling the business logic between
Business leaders who say it’s moderately or extremely Business and IT executives who expect mainframe
difficult to acquire the right talent to maintain mainframes computing performance to grow in the years ahead mainframes and modern applications can be a techni-
90% 70% cal challenge. This is partly because most mainframe
code is written in COBOL, a language few computer
science majors learn today. Modern applications are
typically at the heart of enterprise’s digital transfor-
mation efforts, and legacy systems are often seen as
a hurdle.

P 01 02 03 04 05 06 E
Traditional efforts to link mainframes to modern

applications have focused on APIs, which can
In this way, legacy systems don’t have to be road-
blocks on the path to digital transformation, but
Now
Mainframe remains business critical
work perfectly fine but have some limitations. Ap- rather, engines that drive the business forward.
plications need to have prebuilt connections, or Mainframes aren’t just hanging around. Nearly
engineers need to build these connectors, which three-quarters of business and IT executives
isn’t always realistic for each piece of software. “The vision is not to move believe mainframes have long-term viability in
Building and deploying APIs can be a complex, their organization, and more than 90% expect to
time-consuming process.
on from legacy systems— expand their mainframe footprint.3 Mainframes
because they work. But with are still commonly used in tasks such as payroll
Organizations are meeting this challenge by layers, web services, and processing, transaction recording, insurance un-
redoubling their efforts on tried-and-true ap- applications, we can enlarge derwriting, and much more. Mainframes do what
proaches to core system modernization that al- they were intended to do, and they do it well.
low them to connect legacy applications to even
and bring new data and
the most modern of tools. This includes things insights to our medical staff.” The problem is people aren’t getting what they
like AI-powered middleware solutions, advanced want from them in terms of modern functional-
—Katy Bar-Shalom,
microservices applications, and refreshed user chief information officer, Meuhedet ity. More than 60% of businesses say integrating
interfaces that harness the power of data-as- legacy tools with new applications is a challenge,
fuel. The result is a powerful pairing: the trusted and 57% say lack of business agility—an inability
functionality of core legacy systems with the to respond to emerging business challenges and
expansive capabilities of emerging technologies. opportunities—is a problem with legacy systems.4

P 01 02 03 04 05 06 E
New For example, the US Air Force recently began us-

ing a tool originally developed by the Defense Ad-
improving connectivity between applications.
“STITCHES allows humans to do what they do best,
Innovative takes on established
vanced Research Projects Agency called STITCHES, which is dream up a concept, and then the tool
approaches extend legacy system
which is essentially a library of technical standards assembles the capabilities,” Young says.7
capabilities
and translations that allow various applications to
For years, enterprises have been reinvigorat- pass data back and forth, regardless of their un- Others are putting fresh integration layers on
ing their legacy systems with the five Rs of core derlying code. In practice, one application sends
6
top of legacy systems that incorporate more ad-
modernization: replatform, remediate, revitalize, data or instructions into STITCHES’ library, which vanced capabilities. Far more than the tried-and-
replace, and retrench. Those approaches are
5
processes it into the standards of the next system. true APIs of old, these applications have flexible
still bearing fruit. Some of the emergent faces Various tools can connect to each other without file systems that can work with data in many
of these approaches touch on new-to-world ex- requiring a common interface language. formats and translate them to the standards of
tensions that are breathing fresh life into core other applications. They help bring data from
systems and extending their functionality for the Colonel William “Dollar” Young, the first com- legacy systems to life in new ways.
modern, digital enterprise. mander of the 350th Spectrum Warfare Wing in
the Air Force, says developing and deploying be- This was the approach BMW took when it used
spoke APIs to connect various pieces of software NVIDIA’s Omniverse platform to help make its
is time-consuming and complex. Each connection UK manufacturing facility more efficient.8 BMW
must be planned ahead of time, which limits the wanted to transform its assembly line to be
ability of people in the field to make connections more responsive to customization requests and
between programs on the fly. But with STITCHES, support the production of more electric vehicles.
anyone can link two or more pieces of software But its software infrastructure was geared mostly
as soon as they need to, enhancing agility while toward producing traditional vehicles.

P 01 02 03 04 05 06 E
Rather than retool its whole software infrastruc-

ture, BMW was able to connect and extend its
As NVIDIA’s industry product manager, Mike Geyer,
says: “You’ve spent 15 years putting data into a
Next
Mainframe levels up to meet emerging
existing tools. NVIDIA’s Omniverse software uti- software system. You can keep using it. Now you
needs
lizes an open-source file format that allows users can just do more with it.”
to create scenes composed of many different file Thanks to emerging technologies, the mainframe
types. To enable multiple software systems to In another example, a commercial airline built a might actually become more relevant in the
work in conjunction, it supports different client new app for customers to manage their mem- years ahead. A recent report from Allied Market
applications and microservices. In practice, this bership, loyalty, and points program. The app Research found that the market for mainframe
means that legacy data stores, ERP systems, itself is hosted in a cloud environment. A rules systems is expanding, in part thanks to increased
computer-aided design software, and purchas- engine references data in the airline’s mainframe adoption of Internet of Things (IoT) systems that
ing tools, to name just a few, can all sync up, con- without changing any of the mainframe data. The produce massive reams of data that would be
necting the tried-and-true functionality of legacy rules engine and cloud platform allow the airline cost-prohibitive to move to the cloud.10
systems with the value-adding capabilities of to change offerings and functionality as needed
emerging software. without forcing it to completely revamp its data Economies of scale may continue to favor
platform, which would have been a heavy lift given mainframes. Indeed, nearly 70% of business
that the airline industry is particularly dependent and technology executives expect mainframe
on mainframes. 9
computing performance to grow in the years
ahead, making mainframe systems even better at
these types of workloads.11

P 01 02 03 04 05 06 E
There is a class of problems that is deep and needs lift and shift,12 but that approach simply replicates More than 90% of business
to be executed through world-class capability. For existing roadblocks in the cloud. Then there’s the
these types of problems, mainframes may share cost to consider. Legacy applications running on
leaders say it’s moderately
some characteristics with supercomputers, partic- on-premises hardware may already be paid for or extremely difficult to
ularly as mainframe processing power continues and shifting those applications to the cloud could acquire the right talent to
to increase. For jobs that require high volume and constitute new costs. maintain mainframes.
precision—such as checking account balances at
large, international banks—mainframes are likely This doesn’t mean there’s no cost to keeping ap-
to grow even more capable and continue as the plications in a mainframe, however. Especially
choice for enterprises. When processes get more given the lack of skilled workers available, finding
complex and require shifting data between appli- people to maintain these systems—or worse, re-
cations—training machine learning algorithms, spond in the case of an outage—could become
for example—cloud may offer better functionality. very expensive. More than 90% of business lead-
ers say it’s moderately or extremely difficult to
Whether to keep applications in mainframes or acquire the right talent to maintain mainframes.13
move them to the cloud will continue to be a com- And maintaining applications in an on-premises
plex question. While refactored applications can environment could carry the opportunity cost of
work more seamlessly with modern, cloud-native causing businesses to miss out on the broader
applications, the process of refactoring takes a gains that come with digital transformation en-
lot of work. Many businesses instead choose to abled by cloud technologies.

P 01 02 03 04 05 06 E
Dave Linthicum, chief cloud strategy officer Enterprises will have to weigh the costs and ben-
at Deloitte Consulting LLP, says the pull of the efits of moving applications from mainframes to
cloud is strong today because it’s trendy and the cloud. They should evaluate what business
mainframes are generally seen as passé. And needs have changed, and what opportunities
while cloud platforms are likely to offer ad- exist in cloud versus mainframes to meet those
vanced capabilities that are difficult to replicate needs. With more and more modern applica-
in a mainframe environment, businesses should tions emerging that extend the functionality of
still carefully ex- amine the business rather than the mainframe, it may not always make sense to
jumping into the cloud to be on the cutting edge. throw out processes that are working simply in
the name of modernization.
“People manage by what they read in magazines,”
Linthicum says. “They aren’t necessarily mak-
ing decisions based on business requirements.
They’re making emotional decisions based on
where they think they should go. It may work if
you spend a lot of money, but you may incur a
million dollars more in operational costs because
you move to a platform that is difficult to adjust to
the needs of the business.”14

P 01 02 03 04 05 06 E
Endnotes
1. Beena Ammanath, Frank Farrall, David Kuder, and Ni- 10. Allied Market Research, Mainframe market by type (Z
tin Mittal, MLOps: Industrialized AI, Deloitte Insights, systems, GS series, and others) and industry vertical
2021. (BFSI, IT & telecom, government & public sector,
retail, travel & transportation, manufacturing, and
2. Katy Bar-Shalom (CIO, Meuhedet), interview, July 7, others): Global opportunity analysis and industry
2022. forecast, 2018-2025, April 2019.
3. Deloitte, Hello mainframe, our old friend, 2021. 11. BMC, “2020 BMC Mainframe survey results,” press
4. Tata Consultancy Services and MasterCraft, “Mod- release, October 1, 20202.
ernizing Mainframe Applications for the Cloud,” 12. Tata Consultancy Services and MasterCraft, “Modern-
accessed November 14, 2022. izing Mainframe Applications for the Cloud.”
5. Scott Buchholz, Abdi Goodarzi, and Tom McAleer, 13. Deloitte, Hello mainframe, our old friend.
Core renaissance: Revitalizing the heart of IT,
Deloitte Insights, January 30, 2015. 14. Dave Linthicum (chief cloud strategy officer, Deloitte,
LLC), interview, September 12, 2022.
6. Colonel William Young (commander of the 350th
Spectrum Warfare Wing, United States Department of
the Air Force), interview, June 30, 2022.
7. Ibid.
8. Mike Geyer (industry product manager, NVIDIA), inter-

view, August 30, 2022.
9. Dave Knight, “Cloud or mainframe? We asked. Most

are taking a third path,” October 29, 2020.

P 01 02 03 04 05 06 E
Epilogue
Since 2010, when our Tech Trends team began
researching how emerging technologies are
transforming and disrupting business in excit-
ing and unpredictable ways, we’ve talked with
hundreds of business and technology leaders.
Through our conversations with these innovators,
Widening the we developed—and continue to fine-tune—our
aperture: From macro forces framework, as we discussed in the
infoTech to xTech prologue (figure 1).
Epilogue 70
P 01 02 03 04 05 06 E

These same conversations are also teaching us FIGURE 1: Six macro forces of information technology
the limits of the macro forces framework. His- FIGURE 1: Six macro forces of information technology
torically, to enterprise audiences, “technology”
has served as shorthand for information tech- EXPONENTIAL INTELLIGENCE
ARTIFICIAL
DATA ANDINTELLIGENCE
ANALYTICS
nology. Increasingly, however, pioneering leaders ARTIFICIAL INTELLIGENCE
DATA AND ANALYTICS
DE DE ENTRA LOUD
D E ED E E CE
DIGITDAEEXIGTITAIDEENEDTTNEERDXEPED RRIENNCREIENNCE
are drawing our attention to an extended set of DATA AND ANALYTICS
CE CE CLLIZCL
EAALGIEMY E Y
NT NT OUEDOU
E GEAGLIIETYNCLEIITTY
TNE D PE IEPE IE
AG M NT NT
NGAG MAEELNITTEYTYMEENT
DE
QU QU D PLUADMPLA RMS
DIG ALTEENNADLEENRXEPAAELRRIIRTEENAALC
E TAE BEXETEN EXPEREXPER
technologies—or xTech—that, to date, have been
RA QRA D PL D
C
INFORMATION
AN AN TF TF
LIZUALIZ
EXAMEXIENTTEIEXNTTEX
T
ENT
TU TU
EMEN
separate and distinct from enterprise IT. Spurred INFORMATION
E NTE
INFORMATION
L ENG GEM
B NB N
M M RMS RMS
ITAL E GADGNRERG
AMBIEAMBIE
C
DIGITA ENGDAED
by our clients’ experiences, we sought to define x.
AM AM
L
DIG DXIGTMENNBID
N
O
T
AT
EI
X
L
FO
O
T
I
Our team of futurists went prospecting for poten- INTERACTION COMPUTATION
tial futures. We drink our own champagne here at
Deloitte, so we embarked on a principled explo-
BUSINESS
BUSINESSOF
OF CORE
CORE
ration of emerging tech horizons, as described in TECHNOLOGY
BUSINESS OF
TECHNOLOGY MODERNIZATION
CORE
MODERNIZATION
the Tech Trends 2020 chapter Horizon next.1 For TECHNOLOGY MODERNIZATION
CYBER
CYBER
inspiration, we turned to the sciences. After all, AND
AND
CYBER
information technology is rooted in the formal TRUST
TRUST
AND
sciences (figure 2). TRUST
Epilogue 71
P 01 02 03 04 05 06 E
Through a process of sensing, scouting, and scan- FIGURE 2: The scientific roots of IT
ning2, we widened the aperture by surveying natural
and social sciences, the scientific disciplines adjacent
to the formal sciences. In search of xTech, we explored
Sciences Technology
trends in R&D in these academic and research areas,
COMPUTER SCIENCE
and found some signals among the noise (figure 3). LOGIC Information technology (IT)
Formal sciences MATHEMATICS
We monitored patent and startup activity, technology STATISTICS
SYSTEM SCIENCES
maturity and advancements, academic and grant
investments, and venture capital funding. We also
looked at talent trends to identify the industries
and sectors attracting the best and brightest pro-
fessionals and grads.
SpaceTech: Space and tation and applications in low-Earth orbit (LEO)—
In dissecting the data, we found that a handful of aeronautical engineering Earth-centered orbits with an altitude of 2,000
distinct IT-adjacent categories are snagging the Once the exclusive province of government en- kilometers (1,200 miles) or less—is flourishing,
lion’s share of talent and treasure. The technologies tities, space and aeronautical engineering has particularly as NASA’s focus has evolved to deep
in each of these categories look to solve fundamen- quickly become a vibrant enterprise opportunity, space exploration,3 launch costs have decreased,
tal quality-of-life challenges and constraints. We with government space agencies turning over and companies begin to understand the benefit
expect these six emerging technology disciplines many aspects of space flights, launches, and oper- of space technologies and discoveries to life here
to eventually rival IT in their impact on business ations to private companies over the last couple of on Earth.
innovation (figure 4). decades. Private industry investment in transpor-
Epilogue 72
P 01 02 03 04 05 06 E

The commercialization and industrialization of LEO, FIGURE 3: Toward xTech
where the International Space Station is located, FIGURE 3: Toward xTech
includes the so-called space-for-Earth economy— Sciences EXPONENTIAL INTELLIGENCE Technology
Sciences
ASTRONOMY: ASTROBIOLOGY
Technology
goods and services produced in space for use on ASTRONOMY: ASTROBIOLOGY
ASTRONOMY: ASTROPHYSICSDATA AND ANALYTICS SPACE AND AERONAUTICAL ENGINEERING
ASTRONOMY: ASTROPHYSICS SPACE AND AERONAUTICAL ENGINEERING
Earth, such as communications infrastructure, BEHAVIORAL SCIENCE
BEHAVIORAL SCIENCE
DE
L ENG REALLITY E
D EA ENCE
earth observation capabilities, and national security
I C
CE
BIOLOGY
DIG XTENNDE XPERRIEN

Natural sciences BIOLOGY
AGEM TY
NT
T
Natural sciences
ENT
QU
CELLULAR AND BIOMOLECULAR ENGINEERING
I
satellites4—as well as in-orbit servicing, assembly,
EMEN
CHEMISTRY CELLULAR AND BIOMOLECULAR ENGINEERING
RA
CHEMISTRY
E PE
INFORMATION
AN
LIZ
EX IENTTEX
DED R
PHYSICS
TU
PHYSICS
and manufacturing; commercial launch services and
NGAG
CL
ED
B N
M
OU
AMBIE
EARTH SCIENCE
PLA
EARTH SCIENCE
ground systems; scientific research and develop-
ITAL E
D
BRAIN AND NERVOUS SYSTEM APPLICATIONS
E TE
BRAIN AND NERVOUS SYSTEM APPLICATIONS
AM
TFO
MATERIAL
MATERIAL SCIENCE
SCIENCE
DIGITA
AND
ANDINTERFACES
INTERFACES
RM
ment; and commercial human spaceflight. INTERACTION
COMPUTER SCIENCE COMPUTATION
COMPUTER SCIENCE
S
LOGIC
LOGIC
Formal sciences MATHEMATICS Information technology (IT)
BioTech: Cellular and biomolecular Formal sciences MATHEMATICS Information technology (IT)
STATISTICS
engineering STATISTICS
SYSTEM SCIENCES
SYSTEMBUSINESS
SCIENCES OF CORE
Sitting at the convergence of biology and engi- TECHNOLOGY
ANTHROPOLOGY MODERNIZATION
CLIMATE, SUSTAINABILITY,
ANTHROPOLOGY CLIMATE,
AND SUSTAINABILITY,
ENVIRONMENTAL TECHNOLOGIES
neering, the field of cellular and biomolecular ARCHAEOLOGY
AND ENVIRONMENTAL TECHNOLOGIES
ARCHAEOLOGY
COMMUNICATIONS CYBER
engineering provides the ability to deconstruct COMMUNICATIONS
ECONOMICS AND AUTONOMOUS AND PRECISION ROBOTICS
and architect cells, tissues, and molecules, rath- ECONOMICS
HISTORY TRUST AUTONOMOUS AND PRECISION ROBOTICS
Social sciences
er than relying on natural selection to produce GEOGRAPHY
HISTORY
Social sciences
POLITICAL SCIENCE
GEOGRAPHY POWER, ENERGY, AND BATTERY TECHNOLOGY
optimal outcomes. Insight into complex biological PSYCHOLOGY
POLITICAL SCIENCE POWER, ENERGY, AND BATTERY TECHNOLOGY
systems—plants, animals, and even people—at the SEMIOTICS
PSYCHOLOGY
SOCIOLOGY
molecular scale has already resulted in the com- SEMIOTICS
plete sequencing of the human genome as well as SOCIOLOGY
Epilogue 73
P 01 02 03 04 05 06 E
tissue-engineered products used for therapeutic FIGURE 4: From infoTech to xTech

purposes.5
The introduction of nanotechnologies, precision BioTech: Cellular and

biomolecular engineering
manufacturing robotics, and DNA modularity have
fueled recent advancements and applications in SpaceTech: Space and NeuroTech: Brain and nervous
aeronautical engineering system applications and Interfaces
biosensing, therapeutics, biofuels, pharmaceuti-
cals, vaccines, synthetic food, pollutant-cleaning
microbes, and biological data storage. Technology
InfoTech (IT)
areas ripe for commercialization include synthetic
biology, the process of creating or redesigning bio-
logical parts and systems and developing synthetic ClimateTech: Climate, sustainability, RobotTech: Autonomous and
life forms; genomics, the function and editing of and environmental technologies precision robotics
genomes; and cellular agriculture, the production EnergyTech: Power, energy,

and battery technology
of synthetic food using cell cultures and new ways
of generating proteins, fats, and tissues.
NeuroTech: Brain and nervous system

applications and interfaces
Brain and nervous system applications and inter-
faces, also known as brain-computer interfaces
(BCIs) can help remove the friction between humans
Epilogue 74
P 01 02 03 04 05 06 E
and technology by translating brain signals RobotTech: Autonomous and precision tion. This domain will be supported by adjacent
(thoughts) into commands and enabling humans robotics advancements in AI, interconnectivity of Internet
to perform physical actions. BCIs measure the Autonomous and precision robots extend the of Things smart devices, edge computing, digital
activity of the brain and central nervous system value of AI applications from software-based twins, remote operation, satellite and 5G commu-
and translate it into commands that can control decision-making systems to physical robots and nications, and advanced materials.
external software or hardware systems. They have machines that can make decisions and complete
the potential to make controlling computers as movement-based actions. An autonomous robot ClimateTech: Climate, sustainability,
natural as thinking. can scan and understand its surroundings and and environmental technology
figure out where to go and what to do, without Climate change is proving to be one of the most
In the near term, BCIs will be used for assistive any special physical infrastructure. This includes intractable issues of our time. In response to the
technologies; in the long term, for revolutions autonomous cars and trucks and micromobil- climate crisis, many businesses are prioritizing
in human-computer interaction. Today’s state- ity options, such as bikes, scooters, and small net-zero policies and business models. Technol-
of-the-art technology features noninvasive EEG delivery vehicles. Precision robots are dexterous, ogy could be the most powerful weapon in the
electrodes that relay brain signals to AI-trained multifunctional, and intelligent robots used to net-zero arsenal. “Technology is part of the [cli-
algorithms, which predict the meaning of the signal complete highly specific and exacting actions in mate] solution, not part of the problem,” says
and transmit commands to control a device. R&D is industrial, agricultural, marine and space explora- Inger Andersen, executive director of the United
primarily focused on restorative, therapeutic, and tion, and medical and surgical applications. Nations Environment Program.”6
assistive applications for people with paralysis or
other disabilities. Future applications could include Autonomous and precision robotics advance- Relevant climate technology areas include renew-
elective placement of BCIs that could help humans ments include those in traditional manufacturing, able energy, decarbonization, sustainable material
enhance their thinking, capabilities, and skills. cobot automation, autonomous transportation, development, heat abatement technologies, and
logistics, process virtualization, and optimiza- supply chain optimization. Digital technologies,
Epilogue 75
P 01 02 03 04 05 06 E
too, can play a viable role. For example, solutions solutions such as pumped storage hydropower and Coming soon: Deloitte Technology Futures: Space-
leveraging IoT, AI, and big data can help orga- flywheel energy storage can help stabilize energy Tech. Scheduled for launch in mid-2023.
nizations measure, analyze, and track carbon grids, make them more efficient, and ensure that
emissions. And advances in sensors, robotics, energy isn’t wasted. See you in the future.
and AI are helping businesses (and consumers)
manage energy use more efficiently. What’s next?
Given the emergence—and the importance—of
Mike Bechtel
EnergyTech: Power, energy, and battery these IT-adjacent technology domains, to continue
Chief futurist, Deloitte Consulting LLP
technology to focus solely on IT would be to ignore a broad
mibechtel@deloitte.com
Many power, energy, and battery technologies can spectrum of potentially transformational business
help lessen the impact of climate change, but we applications on the next technological horizon.
categorize them separately from climate technolo- What does all of this mean for Tech Trends? Our
gies because others simply help make energy more flagship report will remain focused on IT, but it will
abundant, safer, or less expensive. be joined shortly by a series of Tech Futures reports
that will consider these exciting emerging techno-
Bill Briggs
For example, advancements in nanotechnology logical frontiers. In our first issue, we’ll take a look
Global chief technology officer, Deloitte
and materials are helping to improve battery life at the “what,” “so what,” and “now what” stemming
Consulting LLP
for vehicles and phones and to reduce dependence from pioneering advancements in space systems
wbriggs@deloitte.com
on infamously scarce and hard-to-obtain materi- and aeronautical engineering.
als such as cobalt and lithium. And energy storage
Epilogue 76
P 01 02 03 04 05 06 E
Endnotes
1. Mike Bechtel, Scott Buchholz, and Bill Briggs, Horizon

next, Deloitte Insights, January 15, 2020.
2. Ibid.
3. Ginger Christ, “The commercialization of space: Sell-

ing the final frontier,” IndustryWeek, October 31, 2014.
4. Matthew Weinzierl and Mehak Sarang, “The commer-

cial space age is here,” Harvard Business Review,
February 12, 2021.
5. Genevieve Brown et al., “Cellular and molecular

bioengineering: A tipping point,” Cell Mol Bioeng 5,
no. 3 (2012).
6. Lisa Lee, “How technology is helping net zero efforts,”

the360blog, March 10, 2021.
Epilogue 77
P 01 02 03 04 05 06 E
Acknowledgments
Our insights can help you take Mike Bechtel The NExT team
Chief futurist, The Novel and Exponential Technologies (NExT)
advantage of emerging trends. Deloitte Consulting LLP team is a team of futurists and researchers that
mibechtel@deloitte.com senses—and makes sense of—emerging tech-
nologies that have the potential for widespread
If you’re looking for fresh ideas business impact. With our pragmatic approach to
to address your challenges, futurism, we help organizations shape strategic
Bill Briggs business agendas and set an intentional course
let’s talk. Global chief toward tomorrow.
technology officer,
Deloitte Consulting LLP If you’d like to connect and discuss more, please feel
wbriggs@deloitte.com free to contact us at usNExTteam@deloitte.com.
Acknowledgments 78
P 01 02 03 04 05 06 E
Executive editor
Mike Bechtel
Chief futurist
Deloitte Consulting LLP
mibechtel@deloitte.com
As chief futurist with Deloitte Consulting LLP, Prior to joining Deloitte, Bechtel led Ringleader
Mike Bechtel helps clients develop strategies to Ventures, an early stage venture capital firm he
thrive in the face of discontinuity and disruption. cofounded in 2013. Before Ringleader, he served
His team researches the novel and exponential as CTO of Start Early, a national not-for-profit
technologies most likely to impact the future focused on early childhood education for at-risk
of business, and builds relationships with the youth. Bechtel began his career in technology
startups, incumbents, and academic institutions R&D at a global professional services firm, where
creating them. his dozen US patents helped result in him being
named that firm’s global innovation director. He
currently serves as professor of corporate inno-
vation at the University of Notre Dame.
Acknowledgments 79
P 01 02 03 04 05 06 E
Contributors
Hiroki Akahoshi, James Allan, Beena Ammanath, Mikako Kawashima, Tomoyuki Kibe, Andreas Klein, Emad Tahtouh, Daichi Tanaka, René Theunissen,
Volker Barent, Yousef Barkawie, Dylan Best, Ian Jaakko Kontiainen, Tilman Lesch, Mark Lillie, David Benjamin Thornhill, Andries van Dijk, Markku
Blatchford, Osama Butt, Yasar Butt, Francisco Linthicum, Joe Little, John Low, Daniel Martyniuk, Viitanen, Anush Viswanathan, Tyler Welmans, Anna
Calvao, Marlisio Campos, Joseph Cody, Allan Josh Massad, Rob Massey, Ingo Matzner, Patrick Wiacek-Kocot, Amanda Williamson, Anja Wittig,
Cook, Ken Corless, Lars Cromley, Ruchir Dalmia, Mclvor, Niamh McPherson, Alessandro Menezes, Yushi Yamamoto, Kevin Young, Frances Yu, and the
Gianluca D’Antonio, Tim de Looijer, Jose Maria Nitin Mittal, Tomohiro Morimura, Takafumi Moriya, Knowledge Services team.
De Santiago, Jefferson Denti, Lou DiLorenzo, Kellie Nuttall, Graeme Oakley, Koren O’Brien,
Erica Dodd, Rebecca Donelly, Liz Douglass, Laura Rodrigo Oliveira, Sejal Patel, Nathaniel Paynter, Lilly
Entwistle, Peter Fach, Michael Falkinder, Frank Pencheva, Timo Perkola, Angelle Petersen, Dalibor
Farrall, Jochen Fauser, Bernhard Goebl, Eyal Petrovic, Felipe Piccirilo, Brett Raux, Nicholas Reed,
Goldberg, Nuno Goncalves, Kevin Govender, Jill Michael Roos, Axel Rupp, Basit Saeed, Stuart Scotis,
Hammerschmidt, Stephen Harrington, Wendy Akitaka Senda, Laura Shact, Anjali Shaikh, Catrina
Henry, Takahisa Inaba, Per Kall, Khalid Kark, Sharpe, Eduardo Silva, Raj Singh, Cindy Skirvin,
Acknowledgments 80
P 01 02 03 04 05 06 E
Special thanks
Natalie Martella Haas, our master conductor Adrian Espinoza and Heidi Morrow for continu-
who kept the Tech Trends engine running and ing to push the boundaries on how we think and
the train on track. Thank you for your leadership create (with humans and machines). The way
and poise under pressure. Not only did you help you’re able to translate our words into design is
evolve the program to be better but also you commendable, and the report gets more impres-
helped build our Trend Lines collection from the sive every year.
ground up.
Ed Burns and Abhijith Ravinutala for deftly
Stefanie Heng for relentlessly pursuing excel- navigating the myriad of brainstorming sessions,
lence, gracefully navigating a myriad of oppor- client interviews, and research, and turning it into
tunities, and advising us all on this journey. Your insightful prose. We are beyond lucky to have you
leadership has enabled Tech Trends to reach new on the team and helping us evolve and improve
heights, and we’re eager to see it come to frui- Tech Trends.
tion. Thank you for your wisdom, grace, and com-
mitment to the team. We are so grateful for you. Kelly Raskovich for being the team’s loudest
cheerleader and supporter. Thank you for your
Caroline Brown for a remarkable first year as guidance, partnership, and willingness to lean in on
editor and leader of our brilliant designers and all the things, from the big picture ideas down to
writers. You stepped into your new role seam- the nitty gritty details.
lessly and your partnership and collaboration
have been invaluable.
Acknowledgments 81
P 01 02 03 04 05 06 E
Raquel Buscaino, Lucas Erb, Angela Huang, Sarah Sylvia Chang, Melissa O’Brien, Joanie Pearson,
Mortier, and Bennie Seybold for a fantastic fresh- Jim Slatton, Alexis Werbeck, Molly Woodworth,
man year! Thank you for joining us on the journey and the Green Dot Agency. Thank you for another
from research to interviews to report development incredible year of collaboration and trust in exper-
and more. imenting and exploring a new design approach. It
keeps getting better.
Alison Cizowski, Deanna Gorecki, Mary Hughes,
and Mikaeli Robinson for always rising to the occa- Scott Buchholz for your historical leadership, on-
sion across all things marketing, communications, going mentorship, and forever friendship. We’re
and PR. You continue to impress and find new and privileged and grateful to call you our colleague.
improved ways to bring Tech Trends to the public.
Blythe Hurley, Aditi Rao, Matt Lennert, and the

entire Deloitte Insights team. We are grateful to be
on this journey with you as we continue to evolve.
Thank you for your continued support, patience,
and partnership.
Acknowledgments 82
Sign up for Deloitte Insights updates at www.deloitte.com/insights www.deloitte.com/us/TechTrends
Follow @DeloitteInsight Follow @DeloitteOnTech
Deloitte Insights contributors

Editorial: Aditi Rao, Blythe Hurley, Rupesh Bhat, Aishwarya Iyer, and Emma Downey
Creative: Jim Slatton, Adrian Espinoza, Sylvia Chang, Alexis Werbeck, Molly Woodworth, Jaime Austin, Natalie Pfaff, and Heidi Morrow
Deployment: Pooja Boopathy
Cover artwork: Found Studio
About Deloitte Insights

Deloitte Insights publishes original articles, reports and periodicals that provide insights for businesses, the public sector and NGOs. Our goal is to draw upon research and experience from throughout our professional
services organization, and that of coauthors in academia and business, to advance the conversation on a broad spectrum of topics of interest to executives and government leaders.
Deloitte Insights is an imprint of Deloitte Development LLC.
About this publication

This publication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or its and their affiliates are, by means of this publication, rendering accounting, business, financial,
investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your
finances or your business. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. None of Deloitte Touche Tohmatsu Limited, its
member firms, or its and their respective affiliates shall be responsible for any loss whatsoever sustained by any person who relies on this publication.
About Deloitte
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally
separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. In the United States, Deloitte refers to one or more of the US member firms of DTTL, their related entities
that operate using the “Deloitte” name in the United States and their respective affiliates. Certain services may not be available to attest clients under the rules and regulations of public accounting. Please see www.deloitte.
com/about to learn more about our global network of member firms.
Copyright © 2022 Deloitte Development LLC. All rights reserved.

Member of Deloitte Touche Tohmatsu Limited

德勤全球技术趋势2023

Uploaded by

Copyright:

Available Formats

德勤全球技术趋势2023

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

德勤全球技术趋势2023

Uploaded by

Copyright:

Available Formats

Tech

goes to work intelligence organizations twins Industrialized AI

of your data intelligence

PLA Geospatial Cognitive Everything-as- API NoOps in a Cloud goes COMPUTATION

visualization analytics a-service imperative serverless world vertical clouds

Capability Hyper-hybrid API Democratized Trust Blockchain Blockchain: Ready

Interaction: Toward simplicity FIGURE 1: A brief history of the future

decades, users interacted with desk-sized com-

By the 1990s, desktop-sized computers boasted Graphical

raphy replaced arcane computer syntax. Later,

But why only half?

FIGURE 1: Six macro forces of information technology

We’ve arrived at this year’s trends through both

As we prepare for launch, I’d encourage a mo- Onward,

1. Deloitte, Technology Futures Report 2021, accessed

Technologies such as augmented and virtual reality are

again, toward interfaces that take us through the

Through the glass: Immersive internet for the enterprise 17

brand Gucci made news for selling a virtual hand-

Through the glass: Immersive internet for the enterprise 18

New FIGURE 1: Choose your metaverse strategy and tactics

To turn the metaverse from toy to

Through the glass: Immersive internet for the enterprise 19

Through the glass: Immersive internet for the enterprise 20

Through the glass: Immersive internet for the enterprise 21

Next • Sensory expansion. Until now, immersive

Through the glass: Immersive internet for the enterprise 22

As we suggested in our prologue, technology If history continues to be a guide for future-ready

Yet as leaders prepare for this future, they should

Through the glass: Immersive internet for the enterprise 23

Through the glass: Immersive internet for the enterprise 24

While the value of artificial intelligence is now undoubtable, the

Opening up to AI: Learning to trust our AI colleagues 26

“What we’re designing is an interface of trust

Opening up to AI: Learning to trust our AI colleagues 27

New FIGURE 1: Choose your metaverse strategy and tactics

forward-thinking enterprises are leaning on data

Opening up to AI: Learning to trust our AI colleagues 28

Opening up to AI: Learning to trust our AI colleagues 29

People have grown accustomed to a certain level of

Opening up to AI: Learning to trust our AI colleagues 30

Next is proving itself in areas that were once thought

Opening up to AI: Learning to trust our AI colleagues 31

Opening up to AI: Learning to trust our AI colleagues 32

To simplify multicloud management, enterprises are beginning to

Above the clouds: Taming multicloud chaos 34

Enterprise adoption of multicloud strategies—

turn to a layer of abstraction and automation that

Above the clouds: Taming multicloud chaos 35

DIG XTENNDE XPERRIEN

Above the clouds: Taming multicloud chaos 36

Above the clouds: Taming multicloud chaos 37

Next What could end up taking the place of metacloud

Above the clouds: Taming multicloud chaos 38

3. Harvard Business Review, “How to manage the com-

4. Deloitte, Multi-cloud: A powerful tool or a fall back to

5. Ion Stoica and Scott Shenker, “From Cloud Computing

6. David Linthicum (chief cloud strategy officer, Deloitte

8. Stoica and Shenker, “From Cloud Computing to Sky

9. David Linthicum, (chief cloud strategy office, Deloitte