O slideshow foi denunciado.
Utilizamos seu perfil e dados de atividades no LinkedIn para personalizar e exibir anúncios mais relevantes. Altere suas preferências de anúncios quando desejar.
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its...
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.© 2014 Gartner, Inc. and/or its affiliates. All rights res...
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
2
Key Issues
■ The Digital Scenario
■ The Emerging Techno...
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
3
Key Issues
■ The Digital Scenario
■ The Emerging Techno...
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.© 2014 Gartner, Inc. and/or its affiliates. All rights res...
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.© 2014 Gartner, Inc. and/or its affiliates. All rights res...
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.© 2014 Gartner, Inc. and/or its affiliates. All rights res...
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.© 2014 Gartner, Inc. and/or its affiliates. All rights res...
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.© 2014 Gartner, Inc. and/or its affiliates. All rights res...
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.© 2014 Gartner, Inc. and/or its affiliates. All rights res...
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
10
Key Issues
■ The Digital Scenario
■ The Emerging Techn...
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.© 2014 Gartner, Inc. and/or its affiliates. All rights res...
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
■A collection of services
and a representation of
everybo...
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
■ The experience flows to
where you are and what
you are ...
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
bits.blogs.nytimes.com
■ The new digital
information doma...
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
■ Cloud changes the
economics and the logic of
IT acquisi...
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
■ The internet of things opens
infinite new digitalizatio...
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
■ Wearables work two ways:
• They take your physical
data...
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
18
■ Machines have already
replaced humans in
routine tas...
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved. 19
■ Anything that can be molded
will have 3D application...
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
However...
(and there is always a however)
20
“There’s no...
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
21
Key Issues
■ The Digital Scenario
■ The Emerging Techn...
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Innovation Is Process – a Lot More than
the Simple Exerci...
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Different Profiles Collaborating –
Not a Genius Working i...
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved. 24
Next Steps:
■ Monday Morning: Begin to identify how
di...
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved. 25
Imagine
Lead
Create
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its...
Próximos SlideShares
Carregando em…5
×

As Novas Tecnologias e o Potencial de Inovação em Governo

826 visualizações

Publicada em

http://igovsp.net/inovaday/

Publicada em: Governo e ONGs
  • Seja o primeiro a comentar

As Novas Tecnologias e o Potencial de Inovação em Governo

  1. 1. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on gartner.com. The information contained in this publication has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity." Cassio Dreyfuss São Paulo, November de 2014 Digital Business: New Technologies and Innovation Potential
  2. 2. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.© 2014 Gartner, Inc. and/or its affiliates. All rights reserved. Digital Business The creation of new business designs by blurring the digital and physical worlds
  3. 3. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. 2 Key Issues ■ The Digital Scenario ■ The Emerging Technologies ■ The New Innovation Paradigm
  4. 4. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. 3 Key Issues ■ The Digital Scenario ■ The Emerging Technologies ■ The New Innovation Paradigm
  5. 5. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.© 2014 Gartner, Inc. and/or its affiliates. All rights reserved. ■ Education ■ Health ■ Work ■ Personal Life ... not far in the Future A Day in the Life of a Paulista citizen ...
  6. 6. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.© 2014 Gartner, Inc. and/or its affiliates. All rights reserved. A Day in the Life of a Paulista citizen ... ■ Education ■ Health ■ Work ■ Personal Life ... not far in the Future Student uses new customized educational technologies, adapted to his personal level of knowledge and learning style. He is connected to students in similar situation in the school network.
  7. 7. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.© 2014 Gartner, Inc. and/or its affiliates. All rights reserved. 6 A Day in the Life of a Paulista citizen ... ■ Education ■ Health ■ Work ■ Personal Life ... not far in the Future Sensors in the cast transmit recovery status, information is recorded in patient history, expert system suggests next steps. Doctor monitors progress and drives interactions through her iPad.
  8. 8. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.© 2014 Gartner, Inc. and/or its affiliates. All rights reserved. A Day in the Life of a Paulista citizen ... ■ Education ■ Health ■ Work ■ Personal Life ... not far in the Future Organization adopts flexible approach to business processes, “anywhere, anytime, anyhow”. Employee works through any mobile device, tracks status and planned activities of his different roles in the organization.
  9. 9. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.© 2014 Gartner, Inc. and/or its affiliates. All rights reserved. A Day in the Life of a Paulista citizen ... ■ Education ■ Health ■ Work ■ Personal Life ... not far in the Future Personal digital assistant advises best way to get home, orders groceries suggested by fridge, starts dinner preparation, unlocks door, selects TV program, reports on home events, sets alarm clock based on next day agenda.
  10. 10. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.© 2014 Gartner, Inc. and/or its affiliates. All rights reserved. Digital Business
  11. 11. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. 10 Key Issues ■ The Digital Scenario ■ The Emerging Technologies ■ The New Innovation Paradigm
  12. 12. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.© 2014 Gartner, Inc. and/or its affiliates. All rights reserved. Key Technology Families ■ Social Tools ■ Mobility ■ Cloud ■ Information ■ Internet of Things ■ Wearables ■ Smart Machines ■ 3D Printing
  13. 13. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. ■A collection of services and a representation of everybody's digital life. Personal Family Community Professional Searchenginejournal.com ■Social tools support from individual interaction to modern collaborative work patterns and can, in principle, go all the way up to "direct democracy." Key Technology Families: Social Tools
  14. 14. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. ■ The experience flows to where you are and what you are doing in context. ■ Mobile devices become "always-on" extensions of our senses and of our mental processes Key Technology Families: Mobility
  15. 15. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. bits.blogs.nytimes.com ■ The new digital information domain (big data plus new analytics) grows by orders of magnitude in volume, velocity, variety – and value. ■ The new domain completely changes the rules of how to manage information – in both physical and logical senses. Key Technology Families: Information
  16. 16. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. ■ Cloud changes the economics and the logic of IT acquisition, with strong business implications over organizations and enterprises in all industries. Isanetworks.net ■ Organizations in the future will have a hybrid architecture. Private and public cloud services will definitely be part of it. Key Technology Families: Cloud
  17. 17. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. ■ The internet of things opens infinite new digitalization opportunities, requiring new scenarios and new understanding of possibilities. ■ In 2020, we will have over 50 billion things connected, and over 200 billion intermittent things connected. Key Technology Families: The Internet of Things ■ What “things” do: sense, communicate, analyze, act
  18. 18. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. ■ Wearables work two ways: • They take your physical data out to the web • They bring data in to enhance your senses ■ Wearables connect your body (and the dynamics of life) to the universal internet access. Key Technology Families: Wearables
  19. 19. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. 18 ■ Machines have already replaced humans in routine tasks. Smart machines will replace humans in non-routine tasks. ■ The economic equation of enterprises changes radically (first manufacturing, then services). Key Technology Families: Smart Machines Movers Doers Thinkers ■ Smart machines do what we thought only humans could do; and do what we though machines could not do.
  20. 20. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. 19 ■ Anything that can be molded will have 3D applications: • Plastics • Metal • Concrete • Food ■ Any area that has complex design requirements will have 3D applications: • Fashion • Ortopedics • Engineering • Architecture Key Technology Families: 3D Printing
  21. 21. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. However... (and there is always a however) 20 “There’s no such a thing as a free lunch” Milton Friedman
  22. 22. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. 21 Key Issues ■ The Digital Scenario ■ The Emerging Technologies ■ The New Innovation Paradigm
  23. 23. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. Innovation Is Process – a Lot More than the Simple Exercise of Personal Creativity Learn & Refine • Get business feedback • Analyze lessons • Refine process • Review opportunities Generate Ideas • Educate • Drive • Stimulate • Capture Evaluate & Select • Focus, aggregate • Pilot, assess • Quantify potential value • Prioritize Develop & Implement • Organize project • Develop • Broadcast and integrate • Manage organizational change
  24. 24. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. Different Profiles Collaborating – Not a Genius Working in Isolation Creative • Capable and willing to contribute ideas • Thinks deeply and outside the box • Discards failures fast Collaborative • Looks for synergies • Leverages each one's specific talents • Communicates constantly Coordinating • Sees and connects all the moving parts • Establishes pace; controls deadlines • Ties actions to processes Challenging • Listens and seeks to understand • Analyzes from different angles • Challenges ideas with deep insight ... and Leadership
  25. 25. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. 24 Next Steps: ■ Monday Morning: Begin to identify how digitalization will impact your organization, and create a digital business vision. ■ Within Three Months: Rally the people in your organization around that vision. ■ In Six Months: Create a roadmap and begin to implement that vision.
  26. 26. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. 25 Imagine Lead Create
  27. 27. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on gartner.com. The information contained in this publication has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity." Cassio Dreyfuss São Paulo, November de 2014 Digital Business: New Technologies and Innovation Potential

×