What's next for AI? While big language designs continue to advance, brand-new designs and representatives are showing to be more reliable at discrete tasks. AI requires different horses for different courses.

Hardware is eating the world The AI revolution will demand heavy energy and hardware resources-making enterprise facilities a strategic differentiator when again

ARTICLE 11-MIN READ

Grounding forces Enterprise-critical systems and investments-represented by the business of innovation, cyber and trust, and core modernization-need to integrate well with so that services can seamlessly operate while they grow

IT, bybio.co amplified: AI raises the reach (and remit) of the tech function As the tech function shifts from leading digital improvement to leading AI transformation, forward-thinking leaders are using this as a chance to redefine the future of IT

The new mathematics: Solving cryptography in the age of quantum Quantum computers are likely to posture a severe threat to today's file encryption practices. Updating encryption has never been more urgent.

ARTICLE 8-MIN READ

The smart core: AI modifications whatever for core modernization For several years, core and enterprise resource planning systems have actually been the single source of reality for business' systems of records. AI is fundamentally challenging that design.

ARTICLE 9-MIN READ

In an increasingly convergent world, enterprises would do well to explore deliberate industry and technology intersections that move development across limits

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Trend Lines: The future is currently here, albeit unevenly distributed Our innovation case studies form a collage of how pioneering leaders and organizations are developing distinct aspects of the future, today, through emerging innovation developments

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Meet the industry leaders

Kelly Raskovich

Managing editor, Tech Trends, Deloitte Consulting LLP

Bill Briggs

Global chief innovation officer, Deloitte Consulting LLP

Mike Bechtel

Chief futurist, Delolitte Consulting LLP

Stanley Porter Executive Director

United States

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jaiboyd@deloitte.ca!.?.! 250-888-3354 Acknowledgments The authors wish to thank the Office

of the CTO Market-Making group, without whom this report would not be possible: Caroline Brown, Ed Burns, MacKenzie Hackathorn, Stefanie Heng, Bri Henley, Dana Kublin, Haley Gove Lamb, Kiran Makhijani, Sangeet Mohanty Heidi Morrow, Sarah Mortier ... The authors wish to thank the

Office of the CTO Market-Making team, without whom this report would not be possible: Caroline Brown, Ed Burns, MacKenzie Hackathorn, Stefanie Heng, Bri Henley, Dana Kublin, Haley Gove Lamb, Kiran Makhijani, Sangeet Mohanty, Heidi Morrow, Sarah Mortier, Abria Perry, Abhijith Ravinutala, and Bella Stash. Additionally, the authors want to acknowledge and thank Deanna Gorecki, Ben Hebbe, Tracy Parry, Mikaeli Robinson, and Madelyn Scott, in addition to the lots of subject leaders throughout Deloitte that added to our research study, the Deloitte Insights team, the Marketing Excellence group, the NExT team, and the Knowledge Services group.

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