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FROM THE EDITOR:
Several things have happened as I prepare to go to print with this issue which have reconfirmed my belief that
technology is an agent of change. Deloitte has just forecast that 10 million wearable computers will be sold this year.
The report also says that this will be the year when wearable technology starts to percolate through to the enterprise.
As if to prove the clever people at Deloitte right, Westpac New Zealand almost simultaneously announced that it will
trial its award winning Cash Tank app on Google Glass this month.
While Google Glass has yet to be released in Australia or New Zealand, Westpac’s chief digital officer, Simon Pomeroy
says customers will be able to use the Cash Tank app on Google Glass by the end of this year. “That’s pretty cool,” he
adds. “Hear, hear,” I say. The leaps and bounds of technological innovation never cease to amaze me and today many
one-time innovations are now intrinsic to every business.
With this in mind let’s consider technology as an agent of change. Does change in business begin with technology?
Should it? How much can technology change company culture? These are big questions, the answers to which, I
believe, could fundamentally shift our thinking, as it has in several industries that have already been tipped on their
head. We set Chris Bell on the case to find out more (p12).
With such transformational potential, it’s easy to see the allure of technology stocks, particularly as gilded stories
of mega-billion tech successes get highlighted in global media. But we have been caught in this trap before, surely
this time fundamentals will prevail? Beverley Head takes a critical look at the business of capitalising technology
companies down under (p48).
Manufacturing is one industry that embraced the use of technology early as a matter of survival in the face of
globalisation and dwindling margins. We asked Anthony Doesburg to find out what the retail industry can learn
from manufacturing (p26). We also have a number of case studies that demonstrate technology delivering positive
outcomes by transforming business processes and even creating new business models.
Amongst the maelstrom of innovation and change is the CIO. It’s easy to think they should be at the centre of it, but
the statistics show that CIOs are increasingly being pushed to the side and divested of power. I investigated whether
the CIO is long for this earth and will admit to being surprised by some of what I discovered (p54).
In the words of Ben Kepes (p17) it’s “goodbye status quo” – there’s a lot of potential out there, but it’s up to you to throw
off the shackles of the old and implement the new.
It feels a little like we’re about to land on the moon. Again.
Enjoy the read,