Yesterday The New York Times picked up the hopeful news from the global music business that the revenue free-fall from $38 billion a year more than a decade ago appears to have stopped at $16.5 billion, leaving the industry at less than half its pre-digital size. This bottoming out of the revenues will come as some relief to industry executives who have wished and prayed for this day because, until it actually arrived, nobody knew for sure what type of revenues to expect in the future. That can make running a business pretty tough.
The music industry is everybody's favorite example of digital disruption done wrong -- including mine, since I covered music for Forrester several times. I have some classic stories I could tell to illustrate the point about executives who believed that suing customers was the path to profitability and so on, but I'll spare you those. However, as the author of a book called Digital Disruption, I actually owe it to the music industry for teaching me a few key principles of how to manage digital disruption:
In the past few days, Wired, the New York Times, and the Wall Street Journal have all published reports of Apple creating a smartwatch -- a multifunctional wrist-based wearable with a curved glass display. At Forrester, back in 2011 we predicted that wearables would be one of the next important form factors in personal computing. In fact, we put a date on it: “Wearables will broaden from health and fitness to more verticals in 2013,” we wrote in the report, and in a follow-on report last April, we predicted that wearables would be a battleground for the platform wars between Apple and Google. An Apple smartwatch would fulfill that multifunctional vision we have for wearables, broadening the category beyond health and fitness.