Not in any enterprise I've ever serviced.
What enterprise people really need to know:
I already know from existing reporting that 984 orders (18% of our backlog) are already past due. For those
- How many are for one item and how many are for multiples?
- Do we own what we owe those customers?
- If we do own it, is it in the proper warehouse?
- If it is in the proper warehouse, can we find it?
- If we can find it, is it undamaged and certified?
- If it's shippable, do we have enough labor to ship it?
- If it isn't certified, how soon can QA certify it?
- If it isn't in the right warehouse, can we move it?
- If we don't own any, where can we get some?
- Which vendors have it on the shelf?
- Which vendors do we have blanket purchase orders with?
- Which vendors do we have contracts with?
- Which orders can be split to satisfy a partial?
- Which orders are for customers already on credit hold?
- Which customers are threatening not to renew with us?
Enterprise solutions better answer these questions. If they're pretty, that's a bonus, but well designed tools that don't answer these questions are just lipstick on a pig.
Nor I. However, mobile is indeed changing they way IT thinks. I've recently attended both a large mobile conference (AppsWorld) and an SAP conference (SAPPHIRE/TechEd). Every person that is implementing mobile in the enterprise is saying the same thing - capturing the mobile experience is important. But, there are so very few organizations doing it right now.
At SAP SAPPHIRE/TechEd this year there was a massive (I mean took up a very substantial area of one of the entrances to a conference hall) that was dedicated entirely to UI/Design Thinking. This has never even had a tiny booth dedicated to it.
That being said. 2013 is not the year. 2013 is the just the beginning. I suspect design will become more of the norm in 2014 and beyond. I also suspect as my generation becomes more and more influencers in enterprise technology we will see that design creep in. But until the dinosaurs hold the budgets, it ain't happening anytime soon.
They will recognize the need long before they act on it. And when they act on it, it will be on an offering built to their specifications, with data connections to other enterprise systems that they have millions invested in.
And most of the initial mobile rollout for enterprise will be shoddy half-assed stabs in the dark by the same enterprise vendors they already have, that are neither well designed, nor disruptive, nor will they deliver on the promise of mobile particularly well.
Even now in slow industries like ECAD and MCAD I see AutoDesk, Dassault Solidworks, and Altium working on more collaborative software like their PDMs (like Solidworks Vault) and more mobile applications to view and annotate CAD models. AutoDesk especially has exploded with many web and mobile apps ranging from 3D scanning to editing and 3d printing.
I don't think 2013 is the year but it is certainly only the beginning.
So while the enterprise market isn't growing, the mobile enterprise market is.
But, it's true that feature checklists matter more than in the consumer space. This is why startups don't stand much of a chance. Without a mature product you can't even get considered, at any price.
Ideally, they want to use your product in their Salesforce/SAP. It might not sound pleasant but it's that kind of request that we consistently see coming from our larger customers.
edit: I think as an industry of professionals we need to get away from "it just needs to work, it doesn't need to look pretty." Even when I develop tools for personal use, I try to make them as usable as possible. It's easier to take pride in something that not just works well, but also looks good.
Applications need UX usablilty. Cornflower Blue icons can come later.
The changes are fundamental.
That statement of yours is truer than words could ever say. Enterprise doesn't want to strike back. It just wants to do what it knows to do best.
Now here is what I think about the whole situation: Lately venture capital is totally clueless about where to put their money. I don't know how many of you have heard of the new "10 million is the new 1 million"  catch-phrase?
Some have even reported that "they" are going to look at fewer large deals only in future (closed room conversations you know). Of lump-size $25 million each instead of putting 2.5 million in to 10 separate deals. Sounds like "digging the grave only a little deeper" but I could be wrong.
Color me bad, but consumer web is unbeatable in terms of growth, tenacity and also performance on the stock market. Look at Google story, for example. The new kids will probably learn about art of managing stock exchanges soon. That's how big enterprises have survived with little innovation to their credit.
And mind you, enterprise software like Salesforce, Yammer, Box, Asana or Linkedin all have consumer DNA in them. This DNA can be easily mistaken for "pretty design" actually.
There is no getting away from consumer web, in my opinion.
 Seems like Chris Dixon's blog is off so added the cached reference here: http://webcache.googleusercontent.com/search?q=cache:http://...
- document management
- time tracking
- issue tracking
- project management
- information management
For all of these there already are great solutions. Most enterprise companies still to stick to the SAP, IBM and Oracle solutions they're used to, though. Part of the reason for this is bureaucracy and aversion towards change. Another issue is support. Companies like IBM can agree on extensive support and SLAs, which startups or SMEs certainly cannot. Finally, there's this well-know issue that the people the software is sold to most of the time aren't those who in the end have to use it.
Anyway, I think the enterprise market is very interesting because there's lots of money and potential in it.
So, what do you think would be interesting areas of enterprise software to tackle?
I will not be holding my breath for
"Attack of the beanlet containers"
As the bubble deflates (slowly, because it came up slowly) engineers are realizing that they're probably not going to make $50 million on their 9th-employee startup equity and retire at 27, which means they need to optimize for something different: plan B, for most of them, is interesting work and career development. This is to the detriment of companies that "seem like" they could be worth billions based on macroscopics, but that really don't have better cultures than any other corporation. However, it provides an opportunity to drink the rest of the tech world's talent milkshake: learn from companies like Valve and Github and build a culture actually worth caring about.
Bureaucracy and mediocrity are minor compare to the usual mindset of budgeting.