The role of the COO has never been more dynamic or demanding. Emerging technologies are reshaping industries at an unprecedented pace, and staying ahead means balancing the allure of innovation with operational realities. Deloitte’s Tech Trends 2024 report dives deep into six key trends set to disrupt businesses over the next 18–24 months. Let’s break these down to understand what matters most for COOs and how to take action.
1. Generative AI: From novelty to necessity
Generative AI isn’t just a buzzword; it’s a transformative force driving productivity, efficiency, and innovation. But here’s the catch: it’s not just about cutting costs or automating jobs. The real power lies in its ability to augment human potential—freeing up your teams to focus on strategic, high-value work.
For COOs, this means looking beyond short-term gains. Consider how AI can streamline operations, improve customer engagement, and open doors to entirely new revenue streams. From deploying AI copilots to enhance team workflows to leveraging it for predictive analytics, the opportunities are immense.
2. The Industrial Metaverse: Spatial computing for real-world impact
The industrial metaverse is no longer science fiction. Technologies like digital twins and augmented/virtual reality (AR/VR) are helping organisations reimagine their operations, from optimising factory layouts to enhancing worker safety.
Here’s a stat to note: early adopters in manufacturing are already seeing a 12–14% boost in productivity and quality by leveraging these tools. For COOs, this means it’s time to think big. How could spatial computing simplify complex workflows, reduce risks, or drive efficiencies in your operations?
3. Smarter, Not Harder: Redefining computing power
As operational demands grow, traditional IT infrastructure can struggle to keep up. This is where optimising your tech stack becomes crucial. The report highlights specialised processors like graphics processing units (GPUs) and leaner codebases as game-changers in enhancing computational efficiency.
For COOs, this is about partnering with your CIO to modernise IT foundations without inflating budgets. Efficiency in your infrastructure translates directly to resilience and competitiveness in your operations.
4. Technical Wellness: Building a Resilient Core
After years of patchwork fixes, many organisations are grappling with sprawling, outdated IT ecosystems. The solution? A shift from reactive technical debt management to a proactive focus on technical wellness.
For COOs, this is an opportunity to embed resilience into the DNA of your operations. Regular “wellness checks” of your IT systems can help prevent costly disruptions and ensure your organisation is ready for the next wave of innovation.
As COOs, you’re tasked with translating these trends into tangible operational outcomes. By assessing your organisation’s readiness, fostering strategic collaboration and piloting scalable solutions, you can turn potential into performance. Here’s my outline for how you can move from awareness to action:
- Evaluate Readiness: Where do these trends align with your operational priorities? What gaps need to be addressed?
- Collaborate Strategically: Partner with your C-suite to align tech investments with organisational goals.
- Pilot and Expand: Start with focused use cases—like AI in supply chain management or digital twins for production—and scale once proven.
Tech Trends 2024 is a call to action for COOs: embrace these innovations not just as tools, but as strategic enablers of excellence. It’s an exciting glimpse into the transformative potential these trends hold—and the remarkable opportunities they could unlock.
Forfatter spotlight
Tore Christian Jensen
As a part of the Strategy & Operations practice Tore has worked with analysis, development and implementation of operational strategies. Tore has deep experience with aligning business models to changing market demands through optimisation of business processes and aligning systems, organisation and governance accordingly. He has industry experience from manufacturing, transportation, consumer products and energy. His main focus is on on the operational core processes but he also covers administrative support processes. As a program manager Tore has been leading transformation projects for international clients heading multiple parallel projects and reporting directly to executive committee members. His responsibilities cover everything from initiating assessments, identifying opportunities for improvement to building business cases and following up by designing solutions and driving teams through implementation.