Last week I hosted Media Corp’s CIO Leaders Summit in Sydney. In addition to my emcee duties, I also moderated two panels, both of which inspired significant discussion among the more than 50 senior IT decision-makers present. Highlights included:
Peter Bourke, CIO of Westfield, helped drive a lively discussion on the changing role of the CIO and strategies for leading innovation within the organization versus simply responding to business needs.
Andrew Wiles, CIO of Vodafone, addressed the importance of talent management and the skills that IT professionals require to succeed in a fast-paced business environment.
The CTOs of Avaya and Cisco provided excellent insight from the vendor perspective, while David Gee, CIO of Credit Union Australia, wrapped up the event with a vision of the future — the “microtrends and megatrends” likely to affect our lives, both professionally and personally.
Apple just announced that it has cumulatively sold more than 170 million iPads since the product first debuted in 2010. For context, if iPad Nation were a country, it would be roughly tied at No. 7 with Nigeria, set to eclipse Pakistan next quarter and Brazil the quarter after that.
This boldfaced proof of digital disruption’s power to upset markets has left companies in every industry struggling to keep up with a consumer population that is happily disrupting itself. For someone who spends his days researching digital disruption and modeling its effects, on the one hand, this is good news: Everybody believes in digital disruption. On the other hand, it raises a very real problem: Nobody knows what to do about it.
Today when I meet with companies bent on becoming digital disruptors, one of their first questions is no longer, "How much time do we have until we have to respond?" but rather, "How do we get started right now?"
There is no single answer to this. Some companies are best served by locating their disruption initiative outside the company in an innovation lab where it can quickly generate disruptive momentum. Others can get a boost of internal support by building an internal innovation team and drawing resources from a supportive corporate structure. And some companies can launch multiple focused disruptive initiatives across many different groups in the organization, each one tasked with a specific disruptive goal, as long as the culture of the company is ready to incubate the efforts.
[note: this was written live last week while I was attending Finovate]
Greetings from the Big Apple! I’m here attending the fancy schmancy Finovate Fall 2013 conference featuring tech solutions and innovations from – and for – the financial services industry. Here are some of the offerings and presentations that stood out for me, in the order they were presented at Finovate:
Kofax offers process automation software for lenders, but the big takeaway for me was their recent expansion of mobile, cross-channel, and multichannel analytics for financial providers. Focused on how customers shop for a loan, the dashboard and data are digestible and actionable. The jury’s still out, but strong analytics and easy-to-use tools can help banks improve sales in their lending lines of business.
MoneyDesktop offers digital money management tools – also known as personal financial management or PFM – and their demo at Finovate continued to show their strengths: Nifty tools, clean design, and intuitive UI and UX. The question mark for banks, however, continues to be how well integrated – or better yet, embedded – the experience can/will be for end users.
In years past, technology trade shows like CeBIT or its cousin in the US, CES, have been a place for the introduction of new devices. Whether it was Nokia introducing its comeback phone or Sony pushing 3D displays, computing technology and consumer electronics companies have used these shows to introduce the next big thing.
But what happens when the next big thing isn’t actually a thing but is, instead, the arrival of platforms that enable a more effective marketplace? That’s the shift that’s occurring in the world, thanks to digital disruption. Under digital disruption, companies innovate by using cheap (sometimes free) digital tools and exploiting digital platforms to change products as low-tech as the toothbrush or waterless hand soap. They also use those digital tools to alter the way they make and deliver their products and services, including things as analog as fingernail polish, something I heard about today and will blog more on in coming weeks. As a result, every company is now digital, no matter how physical their processes and outputs.
Digital disruption means that the technology companies that provide these digital tools and platforms have more opportunity than ever. Their devices and systems will be necessary in the lives of every consumer as well as every enterprise. Witness the amazing growth of Amazon Web Services as it enables businesses across the gamut with its cheap access to storage and delivery tools.
You’re going to hear a lot about digital disruption in 2013. And not just from the traditional culprits, like Silicon Valley startups or Israeli engineers or Russian coders. You’ll hear about digital disruption from big companies like GM and G.E. Even agribusiness giant Monsanto has released apps designed to give farmers the digital tools they need to improve crop yield, right down to the square meter. Amid this digital melee, it's important to understand what digital disruption is and what it is not. Important enough that I've written a book about it.
If you’re not careful, when you hear stories about traditional companies like HBO setting up software development teams on the West Coast, you may conclude that digital disruption is about apps. Or if you listen too closely to the pitches at startup conferences, you may think that digital disruption is about social media. Or social TV. Or whatever new flavor excites the digital elite.
I know what you're thinking: CES is so last week already. But the lessons of CES will follow -- some would say haunt -- us all year long, so it's worth a sober summary of last week's events. To make this quick, I'll summarize this year's trade show in four sentences. I will then defeat the purpose of a four-sentence summary by explaining each sentence, but you are free to withdraw at any moment.
The Internet of Things is really an Internet of Sensors.
Your body is a wonderland.
Device makers should invest in better experiences, not better products.
I swear I've been here before. Not here, as in here at CES, where I spent the week checking my product assumptions against the actual offerings arrayed on the showfloor. But here, as in at a crucial moment in time when a single industry rushes to push a massively expensive, relatively unnecessary technology on unsuspecting consumers. That's the case with Ultra HD at CES 2013. Formerly known as 4k TV (because of the rough number of horizontal pixels employed in the technology) and now already truncated to UHD by company reps on the floor and in the hallways, Ultra HD is supposed to be the next thing every consumer will want.
It ain't gonna happen. The reasons evoke a ready comparison to 3DTV. And indeed, I have been here before, back at CES 2010 where I wrote a piece called 3DTV at CES: Poking Holes in the Hype. That year, some industry thinkers had conducted a survey and concluded that as many as 5 million consumers were ready to jump into 3D with both feet while opening their big, fat wallets. So I wrote the obligatory post that said, pointedly, no.
The comparison between 3D and Ultra HD is obvious. They were both too expensive at introduction (Ultra HD much more so than even 3D); they both suffered from a dearth of content availability; they both required a complete retooling of the equipment used by video production teams and film studios; and they both landed at a time when consumers were pretty happy with the awesomely large, cheap TV screens they already had.
Here's a flash of the blindingly obvious: More and more products are going digital. You know this, but what I'm interested in is how they are going digital and to what degree. I see three major aspects: (1) the product itself becomes digital; (2) a physical product adds digital technology; and/or (3) processes and context around a physical product become digitally infused. Let me offer a sort of continuum of examples, and then I want to ask a question:
Music (nearly 100% digital). The greater part of music bought these days is in the form of a 100% digital product.
Health band. With a health band (e.g., Fitbit, Nike FuelBand), I don't really care about the physical product, but I'll put up with it to get the digital benefit: lots of data (and more) about my workouts and health.
Cameras. A digital camera is a physical product that uses a combination of physical and digital technology, and I actually care about some of its physical design (e.g., lenses). It produces a 100% digital artifact (photos), and the process around the photos is digitally infused.
USB picture frame. Part physical, part digital. By replacing the center of a picture frame with a digital screen, I get a new twist on an old standby. But, working with the digital part still requires a high degree of physical manipulation (carry a USB drive to the frame, etc., etc.).
WiFi picture frame. Part physical, even more digital. The WiFi bit bumps it way above a USB picture frame in terms of seamless integration into a digital world. I can email a picture to the thing, or maybe tag a photo on Facebook and suddenly it shows up.
What to do when a failed product concept still lingers, haunting every attempt at injecting it with new life? That's the problem with interactive TV, a term that grates like the name of an old girlfriend, conjuring up hopes long since unfulfilled yet still surprisingly fresh. Gratefully, it’s time to put old product notions of interactive TV behind us because this week Microsoft will release a user experience update to the Xbox 360 that will do for the TV what decades of promises and industry joint ventures have never managed to pull off.
Meet engaged TV. From now on, I will no longer need to plead with the audiences I address, the clients I meet, or my friends who still listen to me to imagine the future of TV. Because Microsoft has just built and delivered it: A single box that ties together all the content you want, made easily accessible through a universal, natural, voice-directed search. This is now the benchmark against which all other living-room initiatives should be compared, from cable or satellite set top boxes to Apple’s widely rumored TV to the 3.0 version of Google TV that Google will have to start programming as soon as they see this. With more than 57 million people worldwide already sitting on a box that’s about to be upgraded for free – and with what I estimate to be 15 million Kinect cameras in some of those homes – Microsoft has not only built the right experience, it has ensured that it will spread quickly and with devastating effect.
Forrester is bullish on Windows 8 as a product for consumers. With Windows 8, Microsoft is adapting Windows in key ways that make it better suited to compete in the post-PC era, including a touch-first UI, an app marketplace, and the ability to run natively on SoC/ARM processors. This pivot in product strategy and product design makes sense as we move deeper into an era when computing form factors reach far beyond traditional desktops and laptops.
But in a new report, Sarah Rotman Epps and I look at Windows 8 tablets, specifically, through our product strategy lens. What do we see? On tablets, Windows 8 is going to be very late to the party. Product strategists often look to be “fast followers” in their product markets. Perhaps the most famous example is the original browser war of the 1990s: Microsoft’s fast-following Internet Explorer drove incumbent Netscape out of the market altogether.
For tablets, though, Windows really isn’t a fast follower. Rather it’s (at best) a fifth-mover after iPad, Android tablets like the Samsung Galaxy Tab, HP’s now-defunct webOS tablet, and the BlackBerry PlayBook tablet. While Windows’ product strategists can learn from these products, other players have come a long way in executing and refining their products — Apple, Samsung, and others have already launched second-generation products and will likely be into their third generation by the time Windows 8 launches.