Analysts expect virtual reality (VR) to be one of the key trends of 2016, with big vendors set to launch an array of related technologies. The consumer market for VR is evolving quickly, but how will such devices be used in the business?
My latest piece for ZDNet explores the trend. Late last year, mapping specialist Ordnance Survey (OS) created a 10km by 10km recreation of Ben Nevis, Britain’s highest mountain. OS has now released a VR tour of the mountain scape for Oculus Rift and Google Cardboard.
David Haynes, software developer and VR expert at OS, says the firm’s experimental work shows how other businesses could use the technology. He says potential beneficiaries are organisations with transferable information:
“I’m fairly confident that VR has lots of potential applications. We’ve already talked to some of our partners about use cases, such as helping businesses to view a location virtually before a physical site visit. We’re still at the start of the journey but the possibilities are endless.”
My first article for The Register, also published this week, analyses the impact of new technology on the role of the CIO. It suggests that technology leadership, which is normally a demanding role, has become something else in today’s world. Modern CIOs must not only maintain day-to-day IT operations but also manage the heightened expectations of a tech-savvy user base.
There is good news. It’s the fact that most businesses, despite the ability to source technology on-demand through access to things like CRM delivered as a service, still recognise the importance of strong IT leadership:
Research from the Tech Partnership and Experian suggests there will be more, not fewer, specialist technology roles with growth likely the greatest amongst IT directors – 37.5 per cent growth between 2015 and 2025.
Great CIOs, then, will always be in demand all over the globe. One such IT leader is Johan Kestens, managing director and CIO at ING Belgium. I spoke to the experienced IT director for Computer Weekly this week, who is approaching the end of his second year at the bank and is keen to help the business make the most of innovation.
To help deliver on his transformative aim of a new style of banking, Kestens is keen to modernise the firm’s application and infrastructure portfolio. Innovation is crucial, said Kestens, pointing to his bank’s continued efforts in wearable technology. The aim, he says, is to be as digital as possible – and that requires access to great talent:
“The power of imagination is crucial. Increasingly, the world is beginning to understand that engineers are like artists – there are engineers that make a difference and we all want access to those people.”
I’ll be writing more skills-based articles for The Register in coming weeks. If you have an angle or an idea, drop me a line. As in the case of Johan Kestens at ING, I’m always keen to hear from CIOs and independent experts who have an opinion or responsibility for areas of Europe beyond the UK. Just drop me a line if you’d like to get involved at email@example.com or firstname.lastname@example.org.