Technology tends to run in cycles. Microsoft ruled the 90’s by building essential software for enterprises. Then Apple created a new device driven marketplace in which the consumer was king. What will drive the next decade?
While these things are always hard to predict with any specificity, much of the writing is already on the wall. Humanlike, no-touch interfaces will combine with a pervasive array of sensors and intelligent back-end systems to form a new Web of Things. Computing will become truly ubiquitous.
This new era of computing will be different than anything we’ve seen before. Technology will cease to be something we turn on and off, but will become an inextricable part of not only our environment, but ourselves. It is a future that is both utopian and dystopian (depending on your perspective), in that the human experience will change dramatically.
In 1995, nobody had even heard of Amazon, Google or Facebook, but they now dominate the business of technology. When you think about it, it’s pretty astounding how many startups have grown into massive global powerhouses since the Web went mainstream.
But if you thought that is where all of the action has been, you’d be wrong. There were also an untold number of organizations who completely transformed their enterprises to succeed in the digital world. E-commerce alone has become a trillion dollar business.
A lot of them were powered by IBM’s e-business initiative, led by Irving Wladawsky-Berger who explains that much of the IBM’s success came from recognizing that the Internet wasn’t just for startups, but that great value could be unlocked by transforming existing firms. Now IBM plans to do it again with its MobileFirst initiative. Here are 5 key points.
Big data is like Moneyball for geeks. The term itself is so innately exciting that it made the leap from neologism to buzzword in a heartbeat. Mostly, that’s a good thing, because it has undoubtedly increased enthusiasm and investment in a crucial area.
Unfortunately, all the hype also has a downside, because we are now in the midst of a big data bubble where everything and anything seems to be touted as having some kind of big data tie-in, which makes it hard to know what we’re talking really about.
In their book, Big Data, authors Viktor Mayer-Schönberger and Ken Cukier define it as “things that one can do at a large scale that can’t be done at a small one” and that, I think, gets to the heart of the matter. Big data is not just a difference in scale, it’s a difference in kind and it demands that we make serious changes to how we think, manage and operate.
Ever since GE built the first industrial lab in 1900, research and development has been a highly secretive affair. Security protocols have been regarded almost as important as scientific ones. Industrial espionage has been pursued as zealously as the political kind.
Apple, arguably the world’s most innovative company, has become renowned for keeping its cards close to the vest and even “don’t be evil” Google has launched its own super-secret research center.
However, amidst the cloak and dagger a new open innovation trend has begun to take hold. The turning point was Henry Chesbrough’s 2003 book, Open Innovation, which coined the term and laid down basic principles. Since then the idea has gained steam and it’s becoming clear that open innovation initiatives are key to staying competitive.
In 1992, Francis Fukuyama published his book, The End of History in which he argued that, with the cold war over and liberal democracy triumphant, the major historical narrative dialectic of history was over.
He was, of course, somewhat mistaken. The world today looks much more like Samuel Huntington’s vision of The Clash of Civilizations than anything else. There doesn’t seem to be any less division and strife now than before.
However, it’s hard to escape the conclusion that something has fundamentally changed, albeit the shift is technological rather than cultural (a fact which Fukuyama himself alluded to in a later book). History, as we know it, is over not because we’ve figured it all out, but on the contrary because we’ve unleashed forces that render the future inscrutable.
History is, to a great extent, a tale of great powers: Athens vs. Sparta, Rome vs. Carthage, the Axis vs. the Allies and NATO vs. the Warsaw Pact. Great nations drive great events.
That is, until fairly recently. While North America and Europe struggle to return to prosperity, BBVA research predicts that 68% of global economic growth over the next decade will come from emerging markets.
So the greatest opportunities are likely to come from some of the most unlikely places. However, few executives are ready to deal with the challenges of the developing world. Cultural, governance and management challenges meet you at every turn and general business experience is often a poor guide. Here’s what you need to know.
Before the industrial revolution, people were valued for knowing a trade. However, when machines took over physical labor, those skills became devalued and most people either performed simple, repetitive tasks or managed those who did.
By the late 20th century, a knowledge economy began to take hold. Now, workers’ value lay not so much in their labor , but in specialized knowledge, much of which was inscrutable to their superiors. In order to thrive, enterprises had to become learning organizations.
Now, we are entering a new industrial revolution and machines are starting to take over cognitive tasks as well. Therefore, much like in the first industrial revolution, the role of humans is again being rapidly redefined. Organizations will have to change the way that they learn and managers’ primary task will be to design the curricula.
Ever since The Guardian reported that the National Security Agency (NSA) has been collecting the phone record metadata of millions of Americans, the cable talk circuit has been ablaze with pundits demanding answers to what should be obvious questions.
The question that nobody seems to be asking is probably the most important one: What is the NSA doing with the data and why do they need so much of it? The answer is a relatively new field called social network analysis and, while it may make people uneasy, the benefits far outweigh the risks, so it is probably something we will just have to accept. read more…
Back in the 15th Century, Leonardo da Vinci, the great genius of the Middle Ages, said that “simplicity is the ultimate sophistication.” Most modern managers would agree. Every good operation works hard to streamline its processes down to the barest essentials.
However, the world is a complex place and it’s only getting more so, which is why many management thinkers have been urging businesses to embrace complexity, to become, in effect, system thinkers rather than reductionists.
As Richard Straub noted in a recent article in HBR, that effort has largely failed and we shouldn’t be surprised. Executives are paid to be accountable and are understandably reluctant to give themselves up to the complexity Gods. In truth, complexity is not something we need to embrace, merely something we need to accept and manage.
As most people are aware by now, a man named Cody Wilson has developed a gun design that allows anyone with a 3D printer to manufacture their own firearms. Just download the file, press a button, add a firing pin and you’re ready to go.
However, there’s more at stake here than the gun control debate. As digital technology makes it possible to spread ideas with astounding speed across ethical, geographical and political borders, we’re going to have to deal more often with ideas we don’t like. How we choose to do that will greatly affect our way of life and our ability to innovate.
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, which coined the term and laid down basic principles. Since then the idea has gained steam and it’s becoming clear that open innovation initiatives are key to staying competitive.
in which he argued that, with the cold war over and liberal democracy triumphant, the major historical narrative dialectic of history was over.
than anything else. There doesn’t seem to be any less division and strife now than before.
). History, as we know it, is over not because we’ve figured it all out, but on the contrary because we’ve unleashed forces that render the future inscrutable.
