P7.003 : Xu hướng Công nghệ 2018 - Lõi Kinh doanh, Thực tại Số

Phần 3 của loạt bài viết về Xu hướng Công nghệ 2018 gồm có: 

4. Cốt lõi mới: Giải phóng tiềm năng số trong hoạt động "trung tâm của hoạt động kinh doanh"

DIGITAL DÉJÀ VU

Digital finance

Digital finance in action

Digital supply networks

• Always-on agility and transparency. Securely and in real time, DSNs integrate traditional datasets with data from sensors and location technologies. 
• Connected community. DSNs allow multiple stakeholders—suppliers, partners, customers, products, and assets, among others—to communicate and share data and information directly, rather than through a gatekeeper.
• Intelligent optimization. By connecting humans, machines, and analytics (both data-driven and predictive), DSNs create a closed loop of learning, which supports on-the-spot human-machine decision-making.
• Holistic decision-making. When all supply chain processes become more transparent, the net result can be greater visibility, performance optimization, goal setting, and fact-based decision-making.

Skeptic’s corner

Risk implications

• The risks around data encryption and confidentiality are still a concern: It is critical to protect data, both at rest and in transit, as well as in memory.
• The use of open APIs can increase your network’s vulnerabilities; management of API-specific identities, access, data encryption, confidentiality, and security logging and monitoring controls are essential.
• The risks of a traditional supply chain—counterfeiting, malicious modifications, threats to intellectual property—still apply in a digital supply network, while the digital footprint also requires securing the flow of intellectual property.

• Monitor and surveil bots and cognitive systems. An organization needs to verify a bot is acting as designed and intended. For instance, if a system with only read access were able to gain writeaccess, it could change data in the general ledger.
• Carefully vet third-party capabilities and continuously monitor black box solutions. Third-party solutions can impose risks—from an initial vendor proof of concept to adhering to ongoing requirements. Further, “black box” solutions can pose significant infrastructure risk once given access to systems, processes, or data.
• Customize approaches to validation and testing. Traditional periodic, point-in-time compliance testing and oversight may no longer be sufficient for cognitive technologies.
• Escalate the importance of preventive and automated controls.Before cognitive solutions go live, they should undergo rigorous review boards, pre-authorization clearances, and impact analyses.

Global impact

Where do you start?

• Learn from others. If you haven’t already, create a small cross-functional team to help you understand the trend’s possibilities. Also, chances are, some of your peers in other parts of the company are already leading digital initiatives. Don’t reinvent the wheel—there is a lot you can learn from their experiences. Talk to your colleagues. Find out how transformation has reshaped their talent and operating models, and learn from successes they’ve had—and from their failures.
• Make a plan. Map out a transformation plan for your function, focusing first on applications that have proven to be clear winners in other finance or supply chain organizations. This can serve as a master blueprint, but remember to execute it one step at a time. Things are changing fast in the digital world. Try to avoid making big bets until you know you are ready and you fully understand the potential risks.
• Don’t just imagine tomorrow—get there from today. Before committing to bold visions of digital grandeur, consider the hardest part of the equation: Where do your people, organizational structure, processes, and technology fit in this brave new world? Many established assets can serve as building blocks for the new core. But make sure any modernization needs are well understood before provisioning budget and locking down milestones. Don’t limit the reality check to your “legacy,” either. For emerging and new technologies, you will likely have to move beyond the rhetoric of what’s real today, the path to enterprise scale and controls, and the pace of advancement. Build confidence in the when to invest, not just the where and the what.
• Start cleaning up your use case data. Data is the lifeblood of the digital core—and a potential source of trouble in any new core initiative. In many companies, the data needed for use cases is siloed and rife with misspellings, duplicate records, and inaccuracies. Consider creating a cognitive data steward to automate the tedious process of examining problematic data and resolving issues. Also, be more proactive in the way you manage use case data. Adding metadata can enhance data context. Greater context, in turn, can help organizations group and process thematically similar information more efficiently, as well as enable increased process automation.

BOTTOM LINE

5. Thực tại số: Bước chuyển mình từ Công nghệ đến Cơ hội

• Transparent interfaces: A blend of voice, body, and object positioning capabilities will make it possible for users to interact with data, software applications, and their surrounding environments.
• Ubiquitous access: Much like we enjoy with mobile devices today, in the near future AR/VR will likely provide an “always on” connection to the Internet or to enterprise networks.
• Adaptive levels of engagement: You are attending a virtual meeting with colleagues and a loud 3D advertisement launches in your field of vision, disrupting your concentration and interrupting the meeting. 

A GUIDE TO DIGITAL REALITY TERMS AND ACRONYMS

Augmented reality (AR): Overlays digitally created content into the user’s real-world environment. Features include transparent optics and a viewable environment in which users are aware of their surroundings and themselves.

Virtual reality (VR): Creates a fully rendered digital environment that replaces the user’s real-world environment. Features body- and motion-tracking capabilities.

Mixed reality (MR): Seamlessly blends the user’s real-world environment and digitally created content in a way that allows both environments to coexist and interact. Utilizes advanced sensors for spatial awareness and gesture recognition.

Immersive: A deeply engaging, multisensory, digital experience, which can be delivered using VR, AR, 360° video, mixed reality, and other technologies. Formats vary.

Digital reality (DR): An umbrella term for augmented reality, virtual reality, mixed reality, 360°, and immersive technologies.

Five ( 5 ) big digital reality opportunities

• Connect: “Cooperation without co-location.” Teams will be able to work together on shared digital assets such as virtual whiteboards or digital models that can be manipulated in real time.
• Know: Digital reality can offer knowledge workers—a broad term that basically applies to anyone using a computer—access to the specific information at the exact moment they need it to do their jobs. 
• Learn: Some pioneering companies are using digital reality to immerse trainees in lifelike situations that would be too expensive or logistically impossible to recreate on the ground. 
• Explore: Consumer-focused use cases are proliferating across the retail, travel-hospitality-leisure, and real estate sectors as vendors use digital reality to bring potential customers closer to the products, services, and experiences on offer. 
• Play: Use cases and full deployments of DR technologies in gaming, storytelling, and live events are varied and numerous—and will likely become more so in the coming years.

What does this mean for IT?

Skeptic’s corner

Lessons from the front lines

• “Help me learn.” Google validated the technology’s power to educate with Google Expeditions, putting Cardboard headsets in schools to facilitate virtual field trips.
• “Help me create.” In architecture and industrial design, the technology could enable real-time, collaborative discussion among professionals involved with a project.
• “Help me operate.” In the field, engineers could access the service history of specific equipment or written guidance for performing triage and repairs. 
• “Help me sell.” One of the leading use cases for AR/VR is sales—most notably for demonstrating products, allowing interaction with digital product catalogs, and allowing buyers to get familiar with equipment prior to closing a deal.

• A multinational consumer goods corporation uses the technology as a merchandising aid, mocking up shelves with complementary products to assist multiple product-line owners in collaborative marketing efforts, as well as to present suggested display ideas to retailers.
• Automaker Audi has outfitted showrooms with virtual models to educate customers on its vehicles’ inner workings as well as help them choose, and preview, thousands of model configurations and interior and exterior colors and fittings.
• Cisco is experimenting with new collaboration tools by integrating its existing Cisco Spark product with VR technology. Remote teams can be “present” in the same room collaborating by writing on and pinning to either a virtual whiteboard or a connected whiteboard device that is on-premises. The resulting diagrams and content can be printed for reference.
• Across industries, several organizations have begun to experiment with data visualization programs that allow users to immerse themselves in data with a 360-degree view, as well as with 3D versions of autoCAD that would allow designers to collaborate over a 3D rendering of a building, car, or engine.
• Children’s Hospital Los Angeles is training residents in emergency care by simulating a realistic ER scenario in which they need to resuscitate an infant. Students try to diagnose and save the child by navigating emergency-room equipment and medications in a small space with a hysterical parent watching their every move.

My take

Risk implications

Global impact

Where do you start?

• Learn more about the technology: Traditional IT skillsets offer little practical value to those working with AR, VR, 360°, and immersive technologies. Take this opportunity to upskill. Formal training or even a few hours spent with one of many development kits on the market can help you develop the skills and vocabulary you’ll need to kick devices’ tires and understand their value potential.
• Speak a new language: Designing for digital reality requires embracing new patterns and perspectives along with a wholly different design vocabulary. It also requires new enabling tools and services to bring the experiences to life and make them work in the real world. High-definition 3D image capture and mapping equipment are emerging, thus accelerating developers’ abilities to recreate real-world physical environments with new AR/VR tools. Gaming engines are finding new purchase in the enterprise, with Unreal, Unity, and others being used to create simulations and virtual environments for AR and VR interaction.
• Take a look around you: Across industries, companies and government agencies are developing use cases, piloting DR technologies, and in some cases moving toward production deployments. As you explore your organization’s possibilities, look first within your own sector. What are your competitors doing in this space? Likewise, what business goals are companies in adjacent sectors pursuing with their DR initiatives? Finally, your supplier, vendors, and business partners may be willing not only to discuss their own efforts but to provide their perspectives on potential use cases and opportunities that you can pursue jointly.
• Don’t hold out for perfection: The pace of innovation in the DR space is accelerating and will continue to do so for the foreseeable future. The consumer market is driving much of this innovation, but increasingly insights emerging from enterprise use cases, PoCs, and production deployments are influencing designs and driving the development of new capabilities. The “perfect” digital reality system does not exist—yet. But that should not keep you from exploring DR opportunities and developing use cases of your own. Remember: The shelf life of any given device needs to be only long enough to support its original purpose. The technology will evolve, as will your deployment strategies. It’s time to get started.

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