It's now a year later and a lot has happened. Digital Disruption will soon be available as a hardback book (also as an eBook, natch). You can pre-order a copy now at Forr.com/DDbook. To complete the book I had to get far outside of my comfort zone -- I work with media companies and consumer product companies primarily, but to prove that digital disruption is a fundamental change in the way we all do business, I had to interview people in the pharmaceutical industry, the military camouflage industry, and I even recently spoke to the CIO of a cement manufacturer! And to my pleasant surprise, they were every bit as digitally disruptive as their counterparts in the consumer-facing enterprises that we think of when we imagine digital disruption.
One of the main reasons every company can be and eventually must be a digital disruptor is the rise of digital platforms. These platforms are founded on a set of devices, wrapped together with software experiences that identify each customer individually, and are open to app contributions from thousands of partners. The platform owners that matter today are Amazon, Apple, Facebook, Google, and Microsoft.
Technology Vendors for IT Focus on IT Spend
Forrester's technology vendor clients prefer data over analysis, whereas our IT clients prefer analysis. The vendors are gracious and will sit through a few slides of customer problem examples and politely let me wax on about where their real opportunities are, but most only really perk up when I get to the data slides. Having been responsible for product strategy for software product lines myself, I understand precisely why this is the case: When you're in middle management, your ability to get oxygen (read: funding) to sustain your team depends on your ability to make a case, and the case is usually predicated on IT spend.
Their Strategies are Often Tied to the IT Buyer Data so They Miss the Underlying Human Factors
Why? Because the garden variety general manager in the technology business understands numbers. Human factors? Not so much. For many of them, understanding the underlying human reasons for a disruptive technology shift like, say, the rise of Apple, is not in their DNA. Only the numbers matter. It's tragic really, because if they could reflect on the human factors that I bring with the analysis, born from observation of hundreds of firms who are not yet their customer, their investment priorities would be clearer because significant unmet market needs and competitive risks would be obvious. The best possible question a vendor can ask: What are we missing?
Vendor Strategists Need to Combine Market Data with Human Factors