Inovação e Tendências

Inovaç
Case IBM: Inovações,
Transformações
Transformaç
e Visão de Futuro
Cená
Cenários para TI 2020

Cezar Taurion
Executivo de Novas Tecnologias
Technical Evangelist
ctaurion@br.ibm.com

© 2012 IBM Corporation

Nossa Agenda

A IBM de ontem e a de hoje: A transformação de uma
empresa de hardware para uma empresa de soluções

IBM e o processo de inovação contínua

Visão de futuro: como será a IBM de amanhã?

2 IM AR © 2012 IBM Corporation

IBM strategic positioning

High Value
Add

Individual/ Traditional Enterprise
Consumer IT Industry
Focused Focused

Low Cost
Producer


How does a company survive 100 years?

4

Inovação na IBM: inserido no DNA corporativo

The US Patent and Trademark Office awarded IBM an
average 22.6 patents per working day in 2010, for a total
5,896.
6,180 U.S. patents in 2011 IBM e Governo Federal anunciam
centro de pesquisas no Brasil
The top-10 receivers of patents in 2010,
according to IFI Claims Patent Services: de 2010 – 19h22
08 de junho

Primeiro da América do Sul.
1. IBM (5896); United States Tecnologias para tornar o Planeta Mais Inteligente.
2. Samsung (4551); South Korea Sistemas humanos inteligentes para grandes eventos,
3. Microsoft (3094); United States como Copa 2014 e Olimpíadas 2016.
4. Canon (2552); Japan Sistemas inteligentes para automação de serviços.
5. Panasonic (2482); Japan Sistemas inteligentes para descobertas de recursos
6. Toshiba (2246); Japan naturais (petróleo e gás) e logística.
7. Sony (2150); Japan
8. Intel (1653); United States
9. LG Electronics (1490); South Korea
10. HP (1480); United States

IBM Values:

Dedication to every client's success

Innovation that matters, for our company
and for the world

Trust and personal responsibility in all
relationships


História da Computação e da IBM se fundem…


IBM has a diverse, evolving, set of internal foresight
capabilities focused on technology, society and business
Global Global

Eight IBM Foresight Initiatives Technology Innovation
Outlook Outlook
1. Global Technology Outlook (GTO) (GIO)

2. Academy of Technology Academy of First
Technology of a Kind
3. First of a Kind (FOAK) (AoT) (FOAK)

4. Global Innovation Outlook
5. InnovationJam Institute for
InnovationJam Business
6. Institute for Business Value Value
(IBV)
7. Market Development & Insights
8. HorizonWatch Community Market Community:
Development & Horizonwatch
Insights
(MDI)

10

The Global Technology Outlook is developed annually by IBM Research,
which has 11 labs located in 9 countries

Dublin

China
Zurich Tokyo
Almaden Watson Haifa

Austin India

Melbourne
Rio 5 Nobel Laureates
IBM Research Lab 14 National Medals
6 Turing Awards
80 Members of National Academies
11 Inductees, National Inventors Hall of Fame
11

The Global Technology Outlook team solicits input from the wide diversity of
disciplines at IBM Research

Behavioral Computer Engineering
Sciences Chemistry Science

Improved human sub-micron Deep QA for Natural Language Nano-science and
computer interaction lithography Processing (Watson) Nano-technology

Materials Mathematical Physics Service Science,
Science Sciences Management &
Engineering
Science & Business &
Engineering Management

Technology Business
Innovation Innovation

Social Demand
Innovation Innovation

Social & Cognitive Economics
Sciences & Markets
Trackpoint for Thinkpad, protein folding
Organic
Risk Management Improve services-led economy
Semiconductors
12

IBM Research’s annual Global Technology Outlook identifies Global
disruptive societal, technical and economic trends that might Technology
impact IBM and its clients Outlook
(GTO)
Objective
The GTO identifies significant technology trends early.

It looks for high impact disruptive technologies leading to game changing products
and services over a 3-10 year horizon
► Disruptive technologies, potential new technologies, game changers
► Identify trends - - exponentials, thresholds, discontinuities, walls
► New technologies, new markets

The GTO is used to drive technical initiatives in IBM Research and to jointly
engage with IBM in formulating these initiatives

About The Process
It’s a process that takes the whole year and involves getting input from all IBM
Industry and Business Unit Strategists, IBM Research employees, University
researchers, partners, and suppliers
13

Evolution of the Global Technology Outlook

IBM Opportunities &
Business
Threats
Implications
Industry Insights Radical
Shaping IBM’s Strategy
Driving Research
Collaboration
Marketing Strategy
Research Differentiation
Studies

10 years 5 – 10 years 3 – 10 years

’80s — ’90s ’00s — ’07 ’08 — ’09 ’10s …
IT Centric + Client Focus + Business + Industries, Global

14

Global Technology Outlook 2012
Uncertain data and analytics are major themes

Managing Systems of People
Uncertain
Data
at
Scale The Future Watson

Outcome Based Business

Future
of Resilient Business and Services
Analytics


Visão de futuro: Que tal olharmos o Watson?


An analytical system: Taking Watson beyond
Jeopardy!
Current Future
Specific questions Statistical Rich problem Interactive
analytics scenarios dialogue
This poet wrote to a
friend, “We are by
September and yet my
flowers are as bold as
June. Amherst has
gone to Eden.”

Continuous Evidence
Batch training Statistical
learning profiles
ranking


Watson’s real value proposition: Efficient decision
support over unstructured (and structured) content
Deeper Understanding,
Higher Precision and Broader,
Qu Timely Coverage at lower costs
e O
sti pe
on n-D
-A
ns om Jeopardy! Challenge I
we ain gB
Re
rin is t in s
g
lev Ex R ule
Ra an e/
nk ce e nc
Ke
ing
In fer
yW ry
Se ord Que
arc
h L/ X
SQ

Shallow Understanding Deeper Understanding but Brittle
Low Precision High Precision at High Cost
Broad Coverage Narrow Limited Coverage
Unstructured Data Structured Data
Broad, rich in context Precise, explicit
Rapidly growing, current Narrow, expensive
Invaluable yet under utilized

18

Eras of computing
Cognitive
Systems Era

Programmable
Computer Intelligence

Systems Era

Tabulating
Systems Era

Time

A evolução das “Máquinas Pensantes”
The New IT Frontier

“Within ten years a digital Learning
computer will be the world's Systems

chess champion” 1958,
H. A. Simon and Allen Newell

Watson
(2010)

Deep Blue
(1997)

System/360
(1964)
ENIAC
Abacus Antikythera Napier’s rods Counting (Circa 1945)
(Circa 3500 BC) Astronomical (Circa 1600) Machine
Computer (ca 87 BC) (Circa 1820)

Time
20

The Global Innovation Outlook focused more on broad issues Global
impacting all types of organizations Innovation
Outlook
Focused on broad and challenging topics – spanning geographies,
(GIO)
generations, industries and interests
Ran from 2004-09, picked 2-3 topics per year
Surfaced insights and opportunities for business and societal
innovation
Open, collaborative, multi-disciplinary process with external business
leaders, academics, researchers and policymakers
Helped to launch IBM spin-off projects

Topics Water Security & Society

Africa Media and Content Energy & Environment

Transportation Future of the Enterprise Gaming & Leadership

The Inventor’s Forum A New IP Marketplace Government

Business of Work & Life Healthcare

21

The IBM Academy of Technology is a society of IBM technical Academy of
leaders across all IBM Business Units Technology
Academy Mission (AoT)

► Advance the understanding of key emerging technical areas,

► Improve development of IBM's global technical community,

► Engage clients in technical pursuits of mutual value.

Sets the Technical Agenda via ‘Activities’
► Anyone in IBM’s technical community can start an Academy activity

► Currently, many activities are in areas such as:

• Smarter Planet
• Cloud Computing
• Business Analytics and Optimization
What makes a good Academy activity?
► Stimulate, organize, synthesize and advance technical dialogue and
innovation across business lines
► Understand the gaps and address the opportunities for innovation
that occur at the intersections of units and technical disciplines,

22

The First-of-a-Kind (FOAK) Program encourages collaboration of First
early adopter clients with IBM Research and Sales of a Kind
(FOAK)

Pushes early thought leadership and experiences with new
technologies
Pilot experimental solutions & deliver working prototypes
► Validate market requirements
► Test market readiness
250+ projects completed
Recognized industry best practice
► Frost & Sullivan Certified Best Practice
► InnovationPassport: The IBM First-of-a-Kind Journey From
Research to Reality

FOAK accelerates the delivery of innovation from
the research labs into the market

23

InnovationJam
Largest Online Brainstorming Session Ever Held

Demonstrate power of collaboration
in advancing innovation

Accelerate the ability to innovate
and deploy integrated offerings

Participants
► 150,000 people
► 104 countries
► 46,000 ideas

► Hundreds of clients, business partners
and academic institutions worldwide
► 12,690 family members


The IBM Institute for Business Value is global team of 50+ consultants Institute for
who conduct research and analysis across multiple industries and Business
functional disciplines Value
(IBV)
Sector / Industry Teams
Business Function Teams
Energy & Utility
Communications Media & Entertainment Strategy & Change
Telecommunications
CPG
Distribution Life Sciences/Pharma Customer Relationship
Retail Management
Travel & Transportation
Defense
Public Government Financial Management
Healthcare
Banking Human Capital Management
Financial Services Financial Markets
Insurance
Aerospace Supply Chain Management
Industrial Automotive
Chemical & Petroleum
Electronics Application Innovation
Industrial Products


IBV’s thought leadership provides an original, research- Institute for
Business
based point of view told from a client’s business
Value
perspective
(IBV)

Examples of Thought Leadership Studies

“Future Agendas” CXO Surveys

3 to 10 year industry Example reports include
and/or functional area the CEO Study, CHRO
outlook with action Study, CFO Study, and
oriented next steps CIO Study


The Global CEO Study 2012 is the fifth biennial CEO
study, building on our insights and findings over the last 8
years
2004 2006 2008 2010 2012
Expanding the The Enterprise Capitalizing on Leading through
Your turn Innovation Horizon of the Future Complexity Connections
Revenue growth is
Revenue growth is Business model
Business model Hungry for change
Hungry for change Embody creative
Embody creative Empowering
Empowering
the #1 priority
the #1 priority innovation matters
innovation matters Customers as
Customers as leadership
leadership employees through
employees through
Responsiveness is
Responsiveness is External
External opportunity to
opportunity to Reinvent customer
Reinvent customer values
values
key competence
key competence collaboration
collaboration differentiate
differentiate relationships
relationships Engaging customers
Engaging customers
Improving internal
Improving internal Innovation must be
Innovation must be Business model
Business model Build operating
Build operating as individuals
as individuals
capabilities as first
capabilities as first orchestrated from
orchestrated from innovation, global
innovation, global dexterity
dexterity Amplifying innovation
Amplifying innovation
step to growth
step to growth the top
the top business designs
business designs with partnerships
with partnerships

456 interviews
456 interviews 765 interviews
1709 interviews


For the first time, CEOs identify technology as the most important
external force impacting their organizations

External forces that will impact the organization

2004 2006 2008 2010 2012
71%
Technology factors
69%
People skills
68%
Market factors

Macro-economic factors

Regulatory concerns

Globalization

Socio-economic factors

Environmental issues

Geopolitical factors

Source: Q1 “What are the most important external forces that will impact your organization over the next 3 to 5 years?”
30

IBM Market Insight’s Strategic Perspectives Team Market
Development
accelerates the understanding of new or emerging markets, & Insights
and act as a catalyst for future growth.
(MDI)
The IBM MI Strategic
Perspectives Team provides the
initial foresight and insight for
new and emerging market
opportunities and competitive Example Reports
threats.
•Future of Nuclear Energy ● Next
•Future of Nuclear Energy ● Next
This includes providing a Market Emerging Geographic Markets ●
Emerging Geographic Markets ●
Insights perspective Consumer Product Goods in Rural
Consumer Product Goods in Rural
China ● Climate Change/Energy &
China ● Climate Change/Energy &
► Market Definition
Environment ● Physical Infrastructure
Environment ● Physical Infrastructure
► Potential Opportunity in Growth Markets ● Advanced Water
in Growth Markets ● Advanced Water
► Drivers/Inhibitors
Management ● Intelligent Buildings ●
Management ● Intelligent Buildings ●
Smarter Cities ● 2015 Growth
Smarter Cities ● 2015 Growth
► Potential Segmentation Strategy
Strategy
► Geographical Differences

► Competitive Intelligence


The HorizonWatch Community was formed in 2001 to
bring together all IBMers interested in understanding Community:
the future(s). Horizonwatch

Demographics
► This is a cross-IBM community of 1900+
IBMers from all types of functions, divisions
and geographies.
Focus
► Emerging trends and technologies
Conference calls
► Topics are presented to the community by
subject matter experts
Collaboration platforms
► Blog
► Discussion forums

► Bookmarks
► File sharing
► Wikis


HorizonWatch: 150 Conference Calls Since 2001


Inovação é uma atividade social

A invenção sózinha não é mais
suficiente;

A inovação reside na interseção entre a
invenção e o “insight”;

Inovação é multidisciplinar

Inovação deve ser relevante e criar
novos valores;
► Transforma conhecimento e tecnologias
para impulsionar a produtividade e criar
novos hábitos sociais.


Diferentes visões de uma mesma situação

Diversity works!


As fontes de novas idéias e Inovação
Colaboração impulsiona a inovação
Funcionários

Parceiros

Clientes

Consultores

Competidores

Associações

Vendas e Serviços

Pesquisa & Desenvolvimento

Academia

Think-tanks

Outras instituições
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

IBM Institute for Business Value, CEO Study 2006


Existem diversos tipos de Inovação
Produtos Serviços
Novos produtos ou Novos serviços ou
melhoramentos em produtos melhoramentos em serviços
existentes existentes

Modelos de Negócio Processos
Novos espaços de atuação em serviços
adjacentes (iPod+ITunes)
Melhoria de processos en uma
Mudança na cadeia de valor (nova organização (ex: lean processes)
entrega de servicós); Reengenharia de processos.
Novos modelos financeiros (ex: Google).

Gerencia e cultura Política e Sociedade
Novas maneiras de gerenciar
Novas leis e estrutura
uma organização (ex: empresas do
educacional
Silicon Valley)


Inovação é um processo sistemático

Competitive edge – harder
and harder to sustain
Systematically driving
innovations – a learning
process
Corresponding capability –
long-term growth
Collaboration and
ecosystems – key success
factors


Do Paradigma Atual:
Sistema de Inovação Fechado

Science
& The
Technology Market
Base

Research Development New Products
Investigations & Services


Para Open/Collaborative innovation
´
Other firm´s
market

Licence, spin Our new
out, divest market

Internal
technology base

Internal/external Our current
venture handling market
External technology
insourcing
External technology base

Stolen with pride from Prof Henry Chesbrough UC Berkeley, Open Innovation.


IBM Innovation model
Business Early
Ideas Collaborate Prototype Evaluation Result
Synthesis Deployment

• Client input (GIO) • IBM Jams • IBM Jams • Innovators • TAP hosting: • TAP Forums • Abandon
• Research GTO • Innovation Hubs • Innovation • BizTech - BlueHost • TAP Ratings • Product team
• Bluepedia • Blogs Hubs • Research teams - DPE • TAP Survey • Publish research
• GBS White papers • Connections • Wikis • Extreme Blue - IHE • TAP ‘First • CIO Production
• Exec Podcasts • BlueTwit • Blog threads • Blue Opportunity Adopters’ • Service offering
• Academy Studies • IM (Sametime) • iHubs • Merge with other
• Horizonwatch • Communities similar efforts
• AlphaWorks

Innovation Networks

Communications

Business Strategy

Corporate Values

Marketing and internal communications
Critical partners
Very willing to share the
good news and
recognize employees


IBM Values – “Trust and Responsability…”


Innovation Hubs
Idea Management at IBM continue the
transformation with
social networking
integration

T.J. Watson launched
the original IDEAS ThinkPlace transformed
program in the 1930s IDEAS went the IDEAS model with
on-line in VM open collaboration in
in the 1970s 2005


The virtuous circle…
Engaged business
leaders share their
challenges with the
Hub community
Successful ideas
get recognized in
the Hub and on w3

Innovators respond
by posting ideas
and collaborating

Idea catalysts and
managers review
ideas – implementing
successful ones


Technology Adoption Program
The Technology
Adoption Program is a
CIO service with free
hosting for new
innovations
Provides both informal
and survey feedback
Has a graduated
sequence of
‘hardening’ innovations
as they progress to
production deployment
or get transferred as
assets to product and
service teams


Social Media usage history

Spring 2012 Social Media User
Statistics 4

LinkedIn 150M in Spring 2012;
175M users August 2012

IM AR © 2012 IBM Corporation

Alguns
Resultados
Práticos


A New Model for the Enterprise in a Flat World

Globally Integrated
Enterprise
Globalization Internet &
Globally Integrated Enterprises Economia Digital

Nova geografia da economia Commoditization
Em 2020 PIB do E7 maior que G7 Transformações na industria
Inovação reversa x glocalização


O ritmo das inovações está se acelerando...

Televisão
100 Eletricidade
Telefone

Radio

Automóvel

VCR

50

PC
% Penetração

Celular

0
et
ern
Int

0 25 50 75 100 125 150

Anos


Commodity


Chips em todos os lugares!


Vivemos uma rápida evolução da internet

53

54

Computadores em lugares antes inimagináveis…


The 3rd generation of computing platform, the 3rd phase of the Internet,
and the explosion of information are colliding to form a perfect storm of
disruption and transformation

Phases of the Inter
net
Internet Web
2.0
Web
Mobi
3 . 0 (C
lo
le, Socia ud,
l)
1964 1981 1994 2003 2008 2012
2020-2
s,
tphone
s (Smar
obile Device
Generations of M
, etc)
Computing Tablets

Platforms Ser ver /PC
Client

ame
Mainfr Amount of Data
Collected and
Stored

58

Quatro tendências estão mudando
inteiramente muitas indústrias

Mobilidade Cloud Big Data Social


IBM’s strategy and growth initiatives are expanding
our opportunities
IBM’s Growth Landscape

Focus on open technologies
and high- value solutions

Markets/Buyers
New Growth Smarter
Markets Planet

Deliver integration and Cloud
innovation to clients Computing

Business
Become the premier Globally Industry Analytics
Traditional
Integrated Enterprise Frameworks
& Dynamic
Infrastructure

Traditional New
Offerings


Mobile explosion

“By 2013, mobile phones will overtake PCs as the
most common Web access device worldwide”
Source: Gartner Highlights Key Predictions for IT Organizations and Users in 2010 and Beyond:
http://www.gartner.com/it/page.jsp?id=1278413


The Mobile Computing gold rush is in full swing. The “train
has left the station”
Evidence of Market Growth
“Global mobile subscriptions will reach over six billion by
the end of this year and the Asia-Pacific region will
account for more than half of the worldwide figure in 2011”
– ABI Research

“In 2012, mobile workers and consumers will embrace
tablets, mobile content, mobile video and personal cloud
services at unprecedented levels..” – Yankee Group

“By 2015, more U.S. Internet users will access the Internet
through mobile devices than through PCs” – IDC

“Demand for tablets in Asia-Pacific will increase by 95 percent in 2012, outstripping equivalent shipments in
North America or Europe.” – Gartner

“Between 2010 and 2015, the global installed base of smartphones will increase at a compound annual
growth rate (CAGR) of 33 percent. The tablet market will move even faster, achieving a CAGR of 81
percent during the same period. Along with this incredible explosion of devices, network capacity,
applications, video, mobile transactions and M2M deployments will grow to match global demand” –
Yankee Group
62

Consumerization of IT – New paradigm

Company acquisition

User acquisition

Consumerization of IT – Trend Overview
“Consumerization … describes the trend for new information technology to emerge first in the
consumer market and then spread into business organizations, resulting in the convergence of the IT
and consumer electronics industries, and a shift in IT innovation from large businesses to the home” –
Wikipedia

Drivers
• consumer mobile computing
• consumer social media
• remote and mobile workforce
• rise of corporate social business

Challenges
• CIOs must be flexible and provide new ways for employees to access corporate applications from their
own personal devices.
• Have to support different devices, platforms, carriers and countries
• Secure access to corporate data

Implications
• IT departments have to accommodate more and more demands placed upon their services while keeping
corporate systems secure
• The line between business and person continues to blur
• Consumerization is a major, transformational trend with significant impact on business processes business
and IT services market

IM AR

The Consumerization trend is disruptive for IT departments, causing
them to have to respond with new strategies to meet demand

Challenges
“Consumerization is now the primary driver of the
mobile universe, and CIOs must be ready to embrace a
range of more-flexible approaches to their mobile
strategy” – Gartner

“CIOs globally are faced with the unprecedented
challenge of an explosion of popular devices and
applications in their enterprises that they are struggling
to control from a technological, policy, and cultural
perspective” – IDC

“Security Minefield: 'Bring Your Own Device' Will
Bedevil IT Security in 2012” – CIO.com


Mobile Computing vai impactar processos de negócio, demandando
novas aplicações específicas para explorar a potencialidade dos
smartphones/tablets

New Strategies / Solutions Needed
“Second generation mobile strategies differ considerably from those of the
first generation. They must be multichannel, part of your holistic digital
strategy, and include innovative mobile-only capabilities.” – Gartner

“Mobile business is the number one IT issue pre-occupying the minds of IT
professionals in Asia/Pacific, according to IDC's CIO Innovation Survey
2011. ” – IDC

“By 2015, mobile Web technologies will have advanced sufficiently, so that
half the applications that would be written as native apps in 2011 will
instead be delivered as Web apps. ” – Gartner

IBM 2011 Tech Trends Report


Mobility looks to be the next competitive frontier for
technology
Mobility by Industry

Percent of respondents who identify as a market leader

Firms cite increased worker productivity as a top benefit
of mobility


Mobility is top priority for CIOs with budget expected to
increase


Case study: IBM


Eras of computing
Cognitive
Systems Era

Programmable

Systems Era

Tabulating
Systems Era

Time

Juntando tudo: As fronteiras da Tecnologia
Computing Everywhere Natural Interfaces New Computing
and in Everything and Connectivity Paradigms
In Us Bio-Inspired Quantum
Touching Computation Computing
Us
Near
re

Us Nature Biology
tu

Bio-electronic Work and
Fu

Devices Leisure
Far
From Us Sensory Computing Neuromorphic and
(voice, movement, natural sensing, etc) Cognitive Computing
Sensory
Devices
t
en

Computing without Programming
Embedded
Non Von Neumann Architectures
es

Touch
+
Pr

Smarter Era Computing
(The Next Frontier)
Mobiles Von Neumann Architectures

Fetch-> Decode -> Execute
PCs/Tablets
Keyboard
Mobile Computing Era
(Current Dominant Entry
Paradigm)
Servers

72

Juntando tudo: As fronteiras da Tecnologia
Computing Everywhere Natural Interfaces New Computing
and in Everything and Connectivity Paradigms
In Us Bio-Inspired Quantum
Touching Computation Computing
Us
Near
re

Us Nature Biology
tu

Bio-electronic Work and
Fu

Devices Leisure
Far
From Us Sensory Computing Neuromorphic and
(voice, movement, natural sensing, etc) Cognitive Computing
Sensory
Devices
t

TI torna-se invisivel TI Cognitiva
en

Computing without a Program
Embedded
Non Von Neumann Architectures
es

Touch
+
Pr

Smarter Era Computing
(The Next Frontier)
Mobiles Von Neumann Architectures

Fetch-> Decode -> Execute
PCs/Tablets
Keyboard
Mobile Computing Era
(Current Dominant Entry
Paradigm)
Servers

73

Cezar Taurion
ctaurion@br.ibm.com
www.ibm.com/developerworks/blogs/page/ctaurion
@ctaurion
Facebook, Linkedin, BranchOut

Obrigado pela Atenção

IM AR © 2012 IBM Corporation

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