In a new report, we lay out how I&O leaders can leverage wearables as a source of customer-centric innovation as they build their BT Agenda. As we have written, today the I&O role is changing, as business imperatives now shape technology choices and I&O pros are judged on business outcomes. You can only add value and achieve relevancy if you reframe your organization's goals and objectives.
Want an example from a real-life I&O leader? Tim Graham is the IT Innovation Manager for Virgin Atlantic behind the Google Glass pilot in Virgin's Upper Class Lounges at Heathrow. His job, as he described it at a recent wearables conference where we were both speakers: "To use technology to reshape both customer experiences and operational efficiency." Here’s a video to show how he led Virgin Atlantic’s efforts to deploy Google Glass and Sony smartwatches in the Upper Class Lounge at Heathrow Airport:
To do your job the way Tim does his, you need to take a holistic view of how technology can help your organization. For wearables, there are four essential choices:
- Company-owned devices that make workers more effective. They’ll serve customers more efficiently and effectively. In the age of the customer, this can mean reengineering customer service interactions, as Virgin Atlantic has done.
- Employee-owned devices that make workers individually productive. As more people buy wearables, they’ll become BYO devices that I&O must accommodate.