IT forecasts for 2021 and beyond

Gartner analysts have released their key forecasts for 2021 and beyond. The new forecasts reflect the changing situation in the world of technology. From the CIO’s point of view, the 1920s are said to be in the name of radical innovations, in which non-traditional approaches to technology will play a leading role.

Future technologies that will lead to a ‘restart of everything’ have three aspects in common: they support higher levels of innovation and efficiency in companies, are themselves more efficient than the technologies they replace, and have a transformative impact on society as a whole.

By 2024, 25% of CIOs in traditional large companies will be responsible for the operating results of the digital business – essentially becoming COOs.

It is also related to the growing importance of the position of Chief Operating Officer (COO), especially in digital-native companies. COOs are a key component of digital success because they understand both the business and the ecosystem in which it operates. CIOs with deep knowledge of technologies with a major impact on business can help increase the efficiency of their business by taking over some of the elements of the COO’s role and linking technology goals with business goals.

By 2025, 75% of conversations in the workflow will begin to be recorded and analyzed to reveal additional value or risks from the company’s perspective.

This is especially possible because work conversations are increasingly shifting from traditional live personal communication to cloud solutions for meetings and meetings, messaging platforms and virtual assistants. In most cases, these tools keep a digital record of these conversations.

The analysis of conversations that take place in the workplace will be used not only to help companies comply with existing regulations, but also to better predict future performance and behavior. As the use of these “snooping” technologies increases, ethical issues and efforts to enforce privacy rights will come to the fore.

By 2025, traditional computing technologies will hit the digital wall, forcing a shift to new paradigms such as neuromorphic computing .

It will be increasingly difficult for CIOs and IT management to meet the needs of key digital initiatives with current computing capabilities. Technologies such as AI (artificial intelligence), machine vision and speech recognition, which require relatively high computing power, will gradually become ubiquitous, but traditional universal CPUs will be increasingly unsuitable (insufficient) for their needs.

“That’s why a whole range of advanced computing architectures will emerge over the next decade,” explains Daryl Plummer of Gartner. “In the near future, it will be about extreme parallelism, single-chip DNN or neuromorphic calculations.” In the longer term, it will offer new innovative opportunities – such as printed electronics, DNA storage and chemical calculations, which will bring completely new possibilities.

By 2024, 30% of digital companies will begin experimenting with DNA-based data storage to address the exponential growth of data that will inevitably overwhelm existing storage technologies.

As humanity’s demands for computing capacity grow, increasingly advanced systems capable of radical adaptation and resilience in complex and hostile environments will also be required. DNA is inherently resilient, capable of detecting and correcting errors, making it the ideal storage medium and computing platform for many specific applications.

“We’re gathering more information than ever before, but current storage technologies have major limitations in terms of how long data can be stored,” says Daryl Plummer. “With DNA storage, digital data is encoded in the nuclear pairs of a synthetic DNA strand. This would create a memory with a durability that traditional storage systems simply cannot offer. ”

By 2025, 40% of companies whose business model is based on physical experience will improve their financial results and outperform the competition by complementing their offerings with paid virtual experiences.

The growing possibilities of the Internet of Things, digital twins and virtual and augmented reality (VR / AR) make the provision of immersive experiences more attractive and accessible to an ever-expanding customer base. In addition, the social effects of the pandemic have accelerated this trend, as people have generally become more open to remote and virtual interactions. Companies providing physical (real, real-world) experiences must begin to develop and gain experience in areas related to the creation, delivery, and promotion of immersive virtual experiences.

In 2025, customers will be the first people to touch more than 20% of new products worldwide.

New technologies are increasingly automating the growing number of tasks previously processed by humans – a trend that has also been extremely accelerated by the pandemic. This leads to new opportunities to rethink product design and choice of materials, as well as factory locations and resource utilization. As automation becomes a new imperative, the customer’s hand will, in an increasing number of cases, be the first to touch an purchased industrial or agricultural product after unpacking.

“Automation is a new source of competitive advantage and disruption,” says Daryl Plummer. “For example, an intelligent machine can handle packaged grapes more gently than humans. CIOs should see hyper-automation as a principle, not a project – and plan and review all their processes accordingly in the future. ”

By 2025, customers will start paying for independent customer service to address 75% of their customer needs.

Traditional customer service practices create bottlenecks and bottlenecks from the customer’s perspective. Resolving an issue outside of official customer support channels is often more effective and leads to a better customer experience.

Rather than contacting the company directly, in the future customers will turn to independent hiring professionals in the field of customer service who are experts in the given technological area. CIOs should begin looking for partners among these professionals in a timely manner to reduce the risks of poor customer experience, brand damage, or loss of revenue that this independent customer support could cause.

By 2024, 30% of large organizations will begin working with a new “social voice” metric to respond to social issues and assets that affect their business performance.

The “voice of society” is a shared perspective of people in the community, with the aim of representing and shifting ethical values ​​towards a mutually acceptable outcome. The current approach in the field of business metrics is gradually beginning to include the field of opinion metrics such as the voice of society and gives them a comparable or higher meaning than, for example, CTR (click-through-rate). The compilation of these metrics will become essential for top management to be able to respond quickly enough to changes in society.

By 2023, large organizations will begin to improve employee retention by more than 20% by transforming office space into company kindergartens and educational facilities.

Global employee demand for childcare still exceeds supply. In the aftermath of the pandemic, the problem will become even more acute as analysts estimate that at the beginning of 2021, one in five pre-school childcare facilities will be phased out. Large companies will cope with this situation by converting unused office space into socially beneficial functions such as kindergartens or educational services. This will increase the satisfaction, productivity and loyalty of employees – especially women.

By 2024, user-generated content moderation services will become one of the priorities for CEOs in 30% of large organizations.

The social unrest of the last year has led to increased volatility of content on social networks. For leaders responsible for advertising and branding, this means increased risk and other challenges. Investing in content moderation, administration and reporting will be key for many businesses – to be able to control the content on their sites and profiles.

“In many cases, companies are literally groping for user-generated content platforms until they implement appropriate policies and rules. The operators of the platforms and apps themselves then balance the thin line between enforcing their rules and the risk of being accused of censorship. Companies themselves must take responsibility for managing the content that concerns them and creating rules for its moderation, “adds Daryl Plummer.