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Disruptive Technology Outlook for 2011
 

Disruptive Technology Outlook for 2011

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Presentation on February 17, 2011 that provides a framework for companies to evaluate and prioritize disruptive technologies.

Presentation on February 17, 2011 that provides a framework for companies to evaluate and prioritize disruptive technologies.

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  • Watson can answer questions, but Charlene answers context.
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  • Enjoyed reading @charleneli on her take on 10 “Disruptive Technologies to Watch...”
    Here are 2 cloud-based applications that are good examples of disruptors...

    Buy 2.0 Tech:
    TimeTrade (www.timetrade.com) lets customers self-schedule when they want to meet with company reps (for sales meetings, service calls, retail appointment). Streamlines the process of determining when buyers and sellers meet with one another (good bye cold calls, e-mail and voice tag to schedule an appointment)

    Big Data & Enterprise Social Networking Tech:
    Cortera (www.cortera.com), gives companies daily alerts with current data on the financial and operational health of their customers. Helps you know who’s in trouble, who’s growing---manage credit risk, cash flow, make smart decisions.
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    Disruptive Technology Outlook for 2011 Disruptive Technology Outlook for 2011 Presentation Transcript

    • 1
      February 17, 2011
      Charlene Li
      Founder and Partner
      Hot Or Not: Disruptive Technologies To Watch in 2011
    • 2
      Source: Wordle.net
    • 3
      Prioritizing disruptions that matter
      User Experience
      • Is it easy for people to use?
      • Does it enable people to connect in new ways?
      Business Model
      • Does it tap new revenue streams?
      • Is it done at a lower cost?
      Ecosystem Value
      • Does it change the flow of value?
      • Does it shift power from one player to another?
    • “How personal relationships, individual opinions, powerful storytelling and social capital are helping brands…become more believable.”
      1) Likenomics (credit to RohitBhargava)
      4
      Understand the supply, demand, and thus, value of Likes as social currency
      See http://bit.ly/rohit-likenomics for Rohit’s take
    • Likenomics evaluation
      5
      User experience impact - moderate
      People with high social currency will enjoy benefits, richer experiences, receive psychic income.
      People with low social currency will find ways to get it.
      Business model impact – moderate
      New economics create opportunity for people who understand Likenomics to leverage gas.
      The cost of accessing social currency will increase, and raise barriers to entry.
      Ecosystem value impact – none
    • Special deals for special people
      Group Buying, Flash Sales, Member Sales, etc.
      Gilt, Ruelala, iDeeli, Facebook Deals
      Local sales and retailers
      Group buying variation: Groupon and Living Social
      In-store check-ins: Shopkick and Checkpoints
      Dynamic pricing
      Off and Away and Swoopo
      Mobile price checking
      Amazon mobile apps, eBay platform
      New payment methods: Square and Facebook Credits
      2) Buy 2.0
      6
    • How shopping will change
      7
      Store knows it’s me
      I walk into the store
      And maps out planned and promoted products
    • Buy 2.0 evaluation
      8
      User experience impact - High
      New ways to buy and connect with each other and retailers.
      Business model impact – Moderate
      Acquisition costs can increase/decrease substantially with adoption.
      Increased noise/clutter requires more marketing.
      Ecosystem value impact – Moderate
      New entrants like GroupOn become intermediaries.
    • 9
      3) Social Search – Beyond Friends
      Social sharing rises as a search ranking signal, esp in the enterprise
      Create a social content hub to gain traction
      Use microformats to highlight granularity (e.g. hProduct & hReview)
    • Social Search evaluation
      10
      User experience impact - Moderate
      Search becomes more useful, relevant to people.
      Business model impact – Moderate
      SEO takes on a different dimension, rewards companies with social currency, personalized experiences.
      Ecosystem value impact – Moderate
      New power brokers are social data/profile players who capture activity data and profiles.
      Google has little of either.
    • Social monitoring merges with Web analytics
      HOT: Omniture, Coremetrics/IBM, Webtrends
      Technology like Hadoop makes it easy for companies to tap “Big Data”
      E.g. New York Times making its archives public
      Twitter archived by Library of Congress
      Facebook Cassandra, Amazon Dynamo, Google BigTable
      Data visualization tools make it easy to digest
      Balancing privacy and personalization
      4) Big Data
      11
    • Big Data evaluation
      12
      User experience impact - Low
      Most users won’t directly experience Big Data.
      Business model impact – High
      New businesses and initiatives can be started at very low cost.
      Ecosystem value impact – Moderate
      Owners of Big Data repositories can assert control, demand payments for access.
    • 13
      5) Enterprise Social Networking
    • Enterprise Social Networking evaluation
      14
      User experience impact – High
      Work gets social, employees get connected to each other.
      Business model impact – Moderate
      Work gets done faster, cheaper.
      New organizational structures and cultures emerge.
      Ecosystem value impact – Moderate
      Traditional enterprise application players face new, more nimble entrants.
    • 15
      6) Game-ification
    • TurboTaxused “games” to encourage sharing and support
      16
      Social design can enter training, collaboration, support, hiring
    • Gamification evaluation
      17
      User experience impact – High
      Experiences get richer, more engaging
      Business model impact – Moderate
      Work gets done faster, cheaper.
      New organizational structures and cultures emerge.
      Ecosystem value impact – Low
      Service providers will remain focused, boutique firms.
    • 18
      7) Print extensions
      QR Codes
      Imagine images as Bit.ly codes
    • Print extensions evaluation
      19
      User experience impact – Moderate
      Users get new ways to get information quickly.
      No need to download special software, understand quirky images.
      Business model impact – Moderate
      Leverage print investment to extend further into buying process.
      Impacts importance of SEO.
      Ecosystem value impact – Low
      Standards, not new service providers, play a role.
    • Print extensions evaluation
      20
      User experience impact – Moderate
      Users get new power, earn social status, when they become curators.
      Business model impact – Moderate
      Lower cost of acquisition.
      Ecosystem value impact – Moderate
      Standards, not new service providers, play a role.
    • 8)DIY and Co-creation
      21
    • DIY an Co-creation evaluation
      22
      User experience impact – Moderate
      Users become more loyal/engaged with organizations that invite them in.
      Develop a sense of shared ownership in the success of the organization.
      Business model impact – High
      Reduced merchandising costs.
      Reduced marketing costs due to viral loop.
      Ecosystem value impact – Low
      Mostly home-grown, internal development.
    • 23
      9) Curation
    • Curation evaluation
      24
      User experience impact – Moderate
      Users gain new power as market influencers.
      Business model impact – Low
      Low unless tapped as part of Co-creation initiative.
      Ecosystem value impact – Moderate
      Power shifts to users who steal attention and loyalty from established players.
    • 25
      Not Hot Yet in 2011: Augmented Reality
      When scanning tech improves, will get hot
    • Augmented Reality evaluation
      26
      User experience impact – Moderate
      Still hard to use, limited availability.
      But when available, creates unique, new experience.
      Business model impact – Low
      Unclear if new experiences lower costs, raise revenues.
      Ecosystem value impact – Low
      Few intermediaries emerge in new experiences.
      Usually home-grown.
    • 27
      To Watch: Quora – Quality Q&A?
      Monitor your brand
      Engage by being helpful
    • Summary of disruptions
      28
    • Bonus #1: Transparency
    • 30
      Bonus #2: Leadership
      How to be out of control and still in command
    • It is not the strongest of the species that survives, nor the most intelligent that survives.
      It is the one that is most adaptable to change.
      - Charles Darwin
      Preparing for disruption
      31
    • Charlene Li
      charlene@altimetergroup.com
      charleneli.com/blog
      Twitter: charleneli
      For slides, send an email to slides@altimetergroup.com
      For more information & to buy the book
      visit open-leadership.com
      © 2010 Altimeter Group