As we enter the digital economy, companies will find the business climate to be significantly more volatile than they have in the past, and at the forefront of this volatility is information enabling market participants that is shepherding in a wave of changes at an unprecedented pace. This rate of change translates to the rate in which the viability of information organized in a specific way to meet the needs of the organization losing its adhesion rather quickly. Understanding exactly what information will serve the needs of the organization and how it will be combined to serve both the marketplace and those who wield information in the marketplace despite the highly volatile digital economy is critical for the survival of organizations. This time is different, there are few organizations who have honed their ability to decipher the contribution information makes to their value propositions, but that is exactly what is needed to understand which information investments will yield the greatest organizational benefit.
Figure 1 The Fourth Industrial Revolution, World Economic Forum, InfoSight Partners, 2016
Combine this inability to decipher information’s contribution to the bottom line with the onslaught of data and the amount of noise inherent in the data streams and it will become very apparent that those who are not able to proactively manage information as an asset of the organization that serves as a catalyst to achieving value propositions will be at a disadvantage to companies prepared for the digital economy.
There are several levers that companies can use to influence information’s ability to serve as a catalyst to achieving value. These are:
• Devising information based indicators that assure market adhesion to value propositions
• Eradicating resistance to using information in time critical situations
• Implementing the framework that orchestrates the valuation of information assets
• Ensuring the alignment of information to the processes specifically devised to achieve value propositions
• Incentivizing using information as a critical component of value propositions
This writing will go through some of the major levers and prioritize a roadmap devised to enhance the capabilities of thriving in the digital economy.
The CPG Digital Revolution: Moving from Analog to Digital Operating Modelaccenture
The digital revolution is blurring the boundaries between consumers, stores and brands and forcing consumer packaged goods (CPG) companies to rethink their digital operating model. Accenture identified six ways CPG companies can prosper. View our infographic for more info: http://www.accenture.com/redefineCPGdigital
capgemini research on cmo responsibilities with changing times in 2021Social Samosa
The latest Capgemini research highlights the need for CMOs to transform their skills with the evolving times and reimagine the customer journey with real-time engagement for a data-driven marketing environment.
Into the Mainstream: Influencer Marketing in Societyrun_frictionless
TAKUMI surveyed over 3,500 consumers, marketers, and influencers across the UK, US, and Germany to uncover the latest trends in the sector. The report ‘Into the mainstream: Influencer marketing in society’, uncovered divided opinions on what consumers want to see and what brands are willing to engage with influencers on.
https://runfrictionless.com/b2b-white-paper-service/
Forrester: CPG Consumer Engagement in a Digital Worldaccenture
Accenture commissioned Forrester Consulting to evaluate the opportunity for CPG marketing leaders to market and sell directly to consumers.
For more information view us on www.accenture.com/ConsumerGoods
Agency of the Future - Summary FindingsSapient GmbH
A survey commissioned by Sapient has established that marketers are recognising the need to make greater use of digital marketing, and accordingly are looking to marketing agencies with proven expertise in digital marketing techniques.
The study, conducted by Redshift Research between July and August 2008, measured current and future usage of digital marketing activities among 500 companies employing more than 1,000 employees across the UK, Germany, Switzerland, Sweden and the Netherlands.
A Transformation Roadmap for Media and Entertainment RevitalizationCognizant
By following a five-step plan, media and entertainment companies can optimize human resources, standardize key business processes and revamp aging IT infrastructure to ensure viability over the long term.
The Digital Future: a game plan for consumer packaged-goodsAidelisa Gutierrez
The CPG industry is fast approaching a tipping point;
companies need to plan for a “1-5-10” market in the U.S.
over the next five years. The experience of other sectors
demonstrates that early movers often establish tough-totrump
positions and advantages.
The CPG Digital Revolution: Moving from Analog to Digital Operating Modelaccenture
The digital revolution is blurring the boundaries between consumers, stores and brands and forcing consumer packaged goods (CPG) companies to rethink their digital operating model. Accenture identified six ways CPG companies can prosper. View our infographic for more info: http://www.accenture.com/redefineCPGdigital
capgemini research on cmo responsibilities with changing times in 2021Social Samosa
The latest Capgemini research highlights the need for CMOs to transform their skills with the evolving times and reimagine the customer journey with real-time engagement for a data-driven marketing environment.
Into the Mainstream: Influencer Marketing in Societyrun_frictionless
TAKUMI surveyed over 3,500 consumers, marketers, and influencers across the UK, US, and Germany to uncover the latest trends in the sector. The report ‘Into the mainstream: Influencer marketing in society’, uncovered divided opinions on what consumers want to see and what brands are willing to engage with influencers on.
https://runfrictionless.com/b2b-white-paper-service/
Forrester: CPG Consumer Engagement in a Digital Worldaccenture
Accenture commissioned Forrester Consulting to evaluate the opportunity for CPG marketing leaders to market and sell directly to consumers.
For more information view us on www.accenture.com/ConsumerGoods
Agency of the Future - Summary FindingsSapient GmbH
A survey commissioned by Sapient has established that marketers are recognising the need to make greater use of digital marketing, and accordingly are looking to marketing agencies with proven expertise in digital marketing techniques.
The study, conducted by Redshift Research between July and August 2008, measured current and future usage of digital marketing activities among 500 companies employing more than 1,000 employees across the UK, Germany, Switzerland, Sweden and the Netherlands.
A Transformation Roadmap for Media and Entertainment RevitalizationCognizant
By following a five-step plan, media and entertainment companies can optimize human resources, standardize key business processes and revamp aging IT infrastructure to ensure viability over the long term.
The Digital Future: a game plan for consumer packaged-goodsAidelisa Gutierrez
The CPG industry is fast approaching a tipping point;
companies need to plan for a “1-5-10” market in the U.S.
over the next five years. The experience of other sectors
demonstrates that early movers often establish tough-totrump
positions and advantages.
Consumer Goods Companies’ IT Investments
Build a Foundation for Emerging Priorities
TOPICS:
• Data and Analytics
• Consumer Engagement
• Digital Marketing
• Retail Execution
• Manufacturer/Retailer Collaboration
• Internet of Things
I recently wrote an article on platform intelligence and have come to the realization that intelligence on the platforms that deliver digital products is not the full complement of capabilities required to thrive through in the digital economy. One could excel at managing the platforms used to deliver digital products, but find it difficult to thrive because they are incapable of navigating disruptions, have products that are out of step with the wishes of the marketplace or a host of other reasons. Should they blame their woes on the platforms, they could swap platforms and be no better for these actions.
There are six basic forces, or pillars, which if managed, will greatly improve the ability to thrive in the digital economy. There are facilitators, or the levers to be pulled to influence the enablers, and together they form an ecosystem that together form the pillars of value.
Clearly information is a primary enabler for all the pillars, as it is the conduit for digital products. Content is the information delivered to consumers in the form of reviews, how to videos, advertising and a host of other information devised to inform and influence the opinions of the intended audience. But having content without a means of monetizing the interactions with the intended audience is not sustainable.
The purpose of this writing is to describe a framework for managing an organization’s ability to excel in pillar intelligence. All of the pillars of value are dependent on being skilled in wielding information. Understanding the specific characteristics of information that serve as catalysts of value help thrive in the digital economy.
Reinventing B2B Publishing is a white paper looking at the challenges of adapting to a digital environment.
This white paper argues that B2B publishers will have to frequently reinvent their business models in the face of a still evolving digital landscape.
It calls for publishers to collaborate with other disciplines to drive new revenues and to tailor their products to the specific markets they serve. It also has a number of mini-case studies of B2B publishers already succeeding in the digital space.
Festive shopping digital commerce research-WATInsights Report 2021Social Samosa
The report ‘Digital Commerce in India - Festive season shopping’ provides consumer and business insights to its audience and explores the components of digital commerce in India.
Deloitte and Facebook team up to dissect reams of data, and then tell us that they have found out that "....young mums upload more pics after having their kids..."
The Sharing Economy: Implications for Property & Casualty InsurersCognizant
Collaborative consumption, also known as the "Peer-to-Peer" or "P2P" economy, poses significant risks for insurers. At the same time, consumers' willingness to share and utilize assets and services like Uber and Airbnb offers significant revenue opportunities for P&C carriers at a time when most have experienced flat-line growth.
The Digital Economy: How to develop effective tax planning for your digital s...Alex Baulf
This is the first in a series of three articles from Grant Thornton on the tax issues and tax opportunities associated with the digital economy, internet of things, and data analytics
The digital revolution affects nearly every aspect of our lives. It impacts the way the world does business, both today and in the future, and poses a number of challenges for decision makers. This article explains how digital is impacting the economy, its effect on the business enterprise, and, how your tax strategy needs to align to your digital strategy to avoid double taxation. In addition it outlines what action is required to minimize tax risk and maximize tax opportunities in the digital economy.
MediaScope's Submission into the ACCC Digital Platforms Inquiry - April 2018Denise Shrivell
The aim of this submission into the ACCC Digital Platforms Inquiry is to create awareness for the broad range of reasons – beyond digital platforms – for why traditional mainstream media is experiencing disruption & impacts on commercialisation.
This submission includes results of a survey of 500 politically informed and media savvy respondents on their media usage and thoughts of the state of our media.
Consumer Packaged Goods (CPG) Industry - 5 Digital TransformationsNitin Jain
Discusses how digital technologies are transforming the Consumer Packaged Goods (CPG) industry landscape and its implications on the future of CPG companies.
2017 Consumer Products Industry Outlook by DELOITTEthierry jolaine
2017 Consumer Products Industry Outlook
Our latest consumer products industry overview provides a closer look at the trends that are disrupting the industry and changing the way they go to market.
Introducing thriving with information in the digital economyMark Albala
The attached introduction is a preview of the upcoming book being published by Mark Albala, looking for a publisher to bring this publication to fruition.
Los números más importantes del 2015 y las tendencias que hay que monitorear en el 2016
The numbers that mattered in 2015 and the trends to watch in 2016
Source: GlobalWebIndex
Consumer Goods Companies’ IT Investments
Build a Foundation for Emerging Priorities
TOPICS:
• Data and Analytics
• Consumer Engagement
• Digital Marketing
• Retail Execution
• Manufacturer/Retailer Collaboration
• Internet of Things
I recently wrote an article on platform intelligence and have come to the realization that intelligence on the platforms that deliver digital products is not the full complement of capabilities required to thrive through in the digital economy. One could excel at managing the platforms used to deliver digital products, but find it difficult to thrive because they are incapable of navigating disruptions, have products that are out of step with the wishes of the marketplace or a host of other reasons. Should they blame their woes on the platforms, they could swap platforms and be no better for these actions.
There are six basic forces, or pillars, which if managed, will greatly improve the ability to thrive in the digital economy. There are facilitators, or the levers to be pulled to influence the enablers, and together they form an ecosystem that together form the pillars of value.
Clearly information is a primary enabler for all the pillars, as it is the conduit for digital products. Content is the information delivered to consumers in the form of reviews, how to videos, advertising and a host of other information devised to inform and influence the opinions of the intended audience. But having content without a means of monetizing the interactions with the intended audience is not sustainable.
The purpose of this writing is to describe a framework for managing an organization’s ability to excel in pillar intelligence. All of the pillars of value are dependent on being skilled in wielding information. Understanding the specific characteristics of information that serve as catalysts of value help thrive in the digital economy.
Reinventing B2B Publishing is a white paper looking at the challenges of adapting to a digital environment.
This white paper argues that B2B publishers will have to frequently reinvent their business models in the face of a still evolving digital landscape.
It calls for publishers to collaborate with other disciplines to drive new revenues and to tailor their products to the specific markets they serve. It also has a number of mini-case studies of B2B publishers already succeeding in the digital space.
Festive shopping digital commerce research-WATInsights Report 2021Social Samosa
The report ‘Digital Commerce in India - Festive season shopping’ provides consumer and business insights to its audience and explores the components of digital commerce in India.
Deloitte and Facebook team up to dissect reams of data, and then tell us that they have found out that "....young mums upload more pics after having their kids..."
The Sharing Economy: Implications for Property & Casualty InsurersCognizant
Collaborative consumption, also known as the "Peer-to-Peer" or "P2P" economy, poses significant risks for insurers. At the same time, consumers' willingness to share and utilize assets and services like Uber and Airbnb offers significant revenue opportunities for P&C carriers at a time when most have experienced flat-line growth.
The Digital Economy: How to develop effective tax planning for your digital s...Alex Baulf
This is the first in a series of three articles from Grant Thornton on the tax issues and tax opportunities associated with the digital economy, internet of things, and data analytics
The digital revolution affects nearly every aspect of our lives. It impacts the way the world does business, both today and in the future, and poses a number of challenges for decision makers. This article explains how digital is impacting the economy, its effect on the business enterprise, and, how your tax strategy needs to align to your digital strategy to avoid double taxation. In addition it outlines what action is required to minimize tax risk and maximize tax opportunities in the digital economy.
MediaScope's Submission into the ACCC Digital Platforms Inquiry - April 2018Denise Shrivell
The aim of this submission into the ACCC Digital Platforms Inquiry is to create awareness for the broad range of reasons – beyond digital platforms – for why traditional mainstream media is experiencing disruption & impacts on commercialisation.
This submission includes results of a survey of 500 politically informed and media savvy respondents on their media usage and thoughts of the state of our media.
Consumer Packaged Goods (CPG) Industry - 5 Digital TransformationsNitin Jain
Discusses how digital technologies are transforming the Consumer Packaged Goods (CPG) industry landscape and its implications on the future of CPG companies.
2017 Consumer Products Industry Outlook by DELOITTEthierry jolaine
2017 Consumer Products Industry Outlook
Our latest consumer products industry overview provides a closer look at the trends that are disrupting the industry and changing the way they go to market.
Introducing thriving with information in the digital economyMark Albala
The attached introduction is a preview of the upcoming book being published by Mark Albala, looking for a publisher to bring this publication to fruition.
Los números más importantes del 2015 y las tendencias que hay que monitorear en el 2016
The numbers that mattered in 2015 and the trends to watch in 2016
Source: GlobalWebIndex
There have been a few times in history which have ushered in a period of great change. We are in the midst of one of them, in which communications and the network has become cheap or free and is influencing changes for the foreseeable future. Some of the changes we are witnessing are the mobilization of the public, a shift in how marketing is performed and the importance of information.
The purpose of this writing is to discuss how information is weaved into this age of disruption and discuss what can be done to thrive in an economy fraught with change for the foreseeable future.
Information is the catalyst of the digital economyMark Albala
As we enter the digital economy, companies will find the business climate to be significantly more volatile than they have in the past, and at the forefront of this volatility is information enabling market participants that is shepherding in a wave of changes at an unprecedented pace. This rate of change translates to the rate in which the viability of information organized in a specific way to meet the needs of the organization losing its adhesion rather quickly. Understanding exactly what information will serve the needs of the organization and how it will be combined to serve both the marketplace and those who wield information in the marketplace despite the highly volatile digital economy is critical for the survival of organizations.
Continuous innovation has received a fair amount of attention recently, which equates to delivering information based products in the digital economy which provide benefits to the market participants in ways not previously achievable. Understanding past uses of information, what processes will be required to manage the disruption and measure the effects of the disruption are all key to monetizing the results of any specific innovation.
To others whose processes have been marginalized through innovations being introduced into the marketplace, their view of these specific innovations will be a disruption to their business models and practices. These disruptions can be a permanently lowered unit cost delivered through enhanced customer service operations, extending competitive information to the marketplace as a means of achieving referral income or any other service which is borne from recombination of information which can be monetized.
To understand how to manage this view of innovations and disruptions, it is important to understand how value is obtained, how it maps back to processes and how information consumed by processes serves as the catalyst to derive a new trajectory as a result of the innovation or disruption.
This writing will go through an explanation of how information is used through the management of innovations and disruptions.
89% of consumers switch to a competitor after a poor CX Abhishek Sood
89% of consumers switch to a competitor following a poor customer experience, according to an Oracle study. But how can you use digital technology to improve your customers' experience?
Uncover how several prominent businesses embraced digital technologies to retain customers and increase profits. For example, Domino's Pizza had a 23% growth in profit after it allowed customers to track their deliveries online.
Discover the 4 factors that can make a digital transformation project profitable and worthwhile.
Unlock your content, FirstSpirit, CMS, e-Spirit AG, Best-of-Breed, Internet, Intranet, Extranet, Management, CIO, CEO, CMO, Digital Marketing, Integration of third part technology, SEO, Analytics, Strategy, Customer Experience
A Hands-On Guide to Successful Content Marketing in the Financial Services In...Aravinth Rajagopalan
Engage Your Auidence
Establish Credibility
Create Trust
Build Your Brand
Generate Leads
Drive Sales
Financial services as a whole – insurance, investments, tax planning, retirement planning, credit services, finance and loans, banking, real estate and more – is one of the most difficult industries for most consumers to understand. But it is also one of the most necessary sets of services out there today, because these are all topics in which the average person claims little to no expertise. In short, it is an industry custom-made for good content marketing!
1. How the digital economy relates to the digital business models?
2. What are digital business platforms and how they impact digital transformation?
3. Can Generation C transform your business?
ClickZ has launched an innovative new series of buyers guides, created with the aim of cutting through the complexity of the technology landscape to help our community of readers make better decisions about vendors. The first of this series is dedicated to bid management platforms, which help brands maximize the returns on their PPC, social media, and display advertising budgets.
The role of a bid management platform has changed significantly over the past decade, in line with the increased sophistication of the digital media industry. With over $90 billion spent on paid search in 2017, these software packages play a vital role in deriving maximum value from a brand’s digital media budget.
The core component of the ClickZ bid management vendor guide is our customer survey, which received over 1,600 responses.
5th issue of the Online Comments Report, developed by Corporate Excellence and LLORENTE & CUENCA. The Report analyses comments made voluntarily on the Internet as well as their impact on the dimensions that constitute corporate reputation: Products and Services, Innovation, Finance, Workplace, Citizenry and Leadership.
The Report contains a map of stakeholders that actively use the Internet and the networks that should be taken into account at the time of developing a strategy of positioning on the Internet: the real–time network Twitter, the social network Facebook, the multimedia network YouTube, and the hyper-textual network Google. It also identifies relevant content for different audiences and helps map key reputational risk areas for companies.
In particular, this issue has evaluated the digital fingerprint of 71 brands of 15 sectors from a total of 88,950 URLs and 28,000 mentions.
The report assesses the 100 first findings that analysed brands positioned in four key environments on the Internet: Google, Facebook, Twitter and YouTube, and offers specific findings by sectors dimensions, stakeholders and networks. Thus, the analysis allows identifying those sectors, topics, stakeholders and networks that are most and least favourable in terms of recognition (how it is evaluated) and recognition (how much it is evaluated). It also offers strategic insights to design positioning strategies online.
BEO 2016 has been already applied to more than 70 companies around the world and aims to become an international standard to manage the reputation of organisations online.
IAB Netherlands report: Report on Digital Marketing Innovation IAB Europe
With this survey, IAB Netherlands charts the digital innovation agenda of leading marketers in the Netherlands. In cooperation with Deloitte Digital we had interviews with 22 top marketers about the state of digital marketing in their organizations and we spoke about their expectations for the coming 3 years.
A case for intelligent autonomous ai (iai)Mark Albala
Many argue that 90% or more of the trades on Wall Street are either totally administered without the aid of humans or greatly assist humans in the execution of trades. Although in its infancy, it is easy to envision that this onslaught of the digitization of the marketplace, both in execution and administration has led to the volatility of the marketplace. We are in the infancy of autonomic AI, and the volatility is a condition of AI routines, with no one at the helm, being knee jerk in the reaction to swings in the market caused by other AI routines with no one at the helm. For a historical perspective, in 2014, it was estimated that 75% of trades was originated from automated trade systems. By 2017, JPM estimates were that over 90% of trades were executed algorithmically.
If we further envision, it is easy to assume that the next generation of these AI brokers will understand that they will fall short of maximized profit by following the ebbs and tides of the market caused by other AI brokers, thereby reducing the overall market volatility but also putting traders not armed with these tradebots at a severe disadvantage.
The same logic will hold true to other business functions that succumb to algorithmic execution. The risk will be forever present that knee jerk reactions to every departure from expected outcomes will derail those enabling these algorithms into a whirlwind of turbulence, while those who are smarter in their execution plan will be able to judge such turbulence for what it is, others enabling algorithms to react to every blip.
While today’s autonomic algorithms are smart, they are not intelligent because they are unable to segregate blips from true trends, thereby resulting in knee jerk reactions. This writing will focus on how not to fall into the knee jerker category when implementing autonomic AI.
The long journey toward true data privacyMark Albala
Some recent events have illustrated the long journey we have towards data privacy, all caused by the common recognition issues of information valuation. Two companies that do indeed understand the value of information valuation, apple and Facebook, are at the cusp of a battle precipice that has all to do with the value achieved by Facebook through the monetization of information and Apple’s relentless charge towards protecting the privacy of apple subscribers.
But the fact that Facebook achieved earnings through its actions described in this article and was rewarded by Wall Street illustrates that we have a long road ahead of us, mostly on the cultural and regulatory front, to truly get actions in line with the desires for data privacy. Most importantly, the actions by Facebook have illustrated that while information has value, the regulations governing information have not caught up yet, particularly on defining parental rights for data privacy.
For those of you not aware of the events, Apple and Facebook are currently in a battle over Facebook breaching the app rules governing the harvesting of user data. At the heart of this battle was Facebook’s policy of providing those aged 13 to 35 up to $20 per month plus referral fees to harvest all the data from their mobile devices via a “Facebook Research Virtual Private Network” and use as Facebook saw fit, whether originated from the usage of Facebook or not. Many of those who agreed to receive these moneys were minors, and there has been no provision for parental approval of the use of the Facebook VPN. The Facebook VPN, according to Apple, violated the partner agreement, but again, parental rights never came into the conversation.
This article will define a series of actions that can be anticipated and why the defacto recognition of information value must exist before a realistic approach toward data privacy can become reality.
Analytics, business cycles and disruptionsMark Albala
The digital economy is different. Depending on platforms and a much more malleable set of methods to interact with consumers, an accelerated rate of disruptions compromises the orderly business experience of most market participants. A well-honed analytics program facilitates understanding these accelerated disruptions. With a platform based digital marketplace, obtaining the information necessary to decipher unexpected outcomes and prescribe suitable actions is difficult because the information required Both of these facts are important to analytics. First, platforms. Platform based activity is hard to decipher, not because it is more complex but because the information needed to decipher activity is not contained within your four walls.
Once deciphered, the next challenge facing organizations deciphering unexpected outcomes is a determination of whether the unexpected outcome is truly a disruptive event or simply a phase change in a regularly occurring business cycle. There are significant differences in the suitable reactions to disruptions and business cycle phase changes. Unfortunately, many organizations are ill equipped to discern between these two classes of unexpected business outcomes and consistently find their business plans fall victim to the actions of others within the marketplace.
Luckily, many of the activities of governmental and regulatory bodies are focused on predicting phase changes to the business cycles likely to impact the economic forces within the next fiscal year and describe their economic policies and agendas in publicly available documents and analysis. Understanding where to find these documents and how to use the published to discern between the likely business cycle phase changes and true disruptions as one of the vehicles available within your arsenal of analytics will lessen the occurrence of falling victim in the marketplace by misreading the clues available from unexpected outcomes. This document will address the sources most likely to assist and the actions to be taken to utilize the information attained from these documents.
A process for defining your digital approach to businessMark Albala
This material represents a templated approach specifically constructed to define your approach to digital commerce completed through one or more working sessions.
The business model canvas adapted for the digital economyMark Albala
The digital business model canvas is an adaptation of the business model canvas, a lean approach to defining business models augmented for the realities of digital commerce.
Welcome to the Algorithmic Age and the need for Analytic Accuracy AssuranceMark Albala
We are entering an age where algorithms are the underlying forces that manage interactions with consumers and members of your value chain. These algorithms deliver dynamically optimized content that address the wants, needs and desires of consumers and convert the delivery of the correct content into commercial transactions or referral income opportunities.
Software robots, or the autonomous software agents orchestrated and enabled with artificial intelligence, employ these algorithms to determine a path that optimizes organizational value. In most cases the employed analytics utilize historical data to determine the appropriate trajectories that optimize organizational value. There are times, however, when historical data is a poor predictor of future outcomes. These disruptive times will be commonplace during the foreseeable future. Many solutions that enlist the services of software robots available today do not have some of the critical components to identify and autonomously course correct for these disruptive times.
There are some critical components are often lacking from robotic engines or common business practices and will be described in this writing. These facilities are
A common framework that integrates interactions, the delivery of content, facilitation of referral income and commercial transactions into one integrated common platform-based framework,
Autonomous software capable of identifying when interactions, facilitation of referral income and commercial transactions arrive with unexpected outcomes, and can autonomously course correct,
Software components devised to identify and use the information most resilient to unexpected market forces when prescribing actions to take which are devised to navigate disruption waves,
Autonomous software that can robotically navigate disruption waves when possible and request swift actions from business stewards when appropriate actions to unexpected market cannot be computed,
Sufficiently robust workbench capabilities that allow business stewards to review robotic actions and immerse themselves in redirecting activities when necessary and
Enabling software and enabled teams tasked with the creation and maintenance of robotic software, algorithms, analytics and employed artificial intelligence at the breakneck speed of digital interactions.
There are some major innovations that will stand the chance of changing close to everything that will find their way into the lives of everyone not living under a rock. Some of these are
• major advances in battery technology that will impact close to everything that runs on battery,
• Graphene, a miracle product produced from Carbon that is one molecule thick, stronger than steel, capable of storing electricity and clear. Expect several innovations that will utilize graphene, including a possibility of Graphene disrupting all plastics and possibly aluminum, particularly if the prices sufficiently erode,
• Extended Reality, which is a converged view of the physical and digital landscapes available to the consumer and interacting with consumers in vastly transformed ways,
• Internet of Things (IoT) devices and IoT exchanges, which will allow companies to integrate their physical market presence into the digital processing stream and
• Adaptive Intelligence delivered through autonomous software robots, all interacting with the platforms that collectively represent an organization’s digital identity. Adaptive Intelligence stands the chance of changing close to everything.
All of this is highly disruptive, and during disruptive times analytics lose their accuracy because disruptions represent departures from historical trends. While these will not be the only disruptions that can be expected as, according to Ray Kurzweil and others, we approach a digital singularity, these expected disruptions will represent an opportunity to help shape the future in a way beneficial to the organization, at least if the disruptive times can be deciphered and successfully navigated.
Information's value is enhanced when curated for adaptive intelligenceMark Albala
Much has been written about improving the speed of your digital ecosphere through automation. Organizations that have attempted the automation of their digital ecosphere have discovered that while automation helps the anticipated repetitive tasks, in the configuration used by many organizations it does little to facilitate that which is not anticipated. Yes, automation does free those up who had to previously immerse themselves in the digital transaction stream. The leadership in markets, however, shift to the advantage of those who can read the tea leaves early and act at the blistering speed of the digital economy. The critical timelines require automation, but automation that can deliver status quo responses does not help when expected outcomes are lacking. Adaptive intelligence that utilizes autonomous, robotic software as its orchestration hub is called for, but only if the robotic software is aware of the processes and assumptions used to model the market so that departures from expected outcomes can be identified. With information serving as the lifeblood of the digital economy, leveraging information to its fullest is a prerequisite to survival, and adaptive intelligence is the means to leveraging information.
While there are features and functions not yet matured in many of the robotic process automation solutions, the real underlying roadblock to achieving adaptive intelligence is a lack of mapping the processes and the information consumed by those processes to the robotic software engine. The true leverage to be achieved, the autonomous robots enabling adaptive intelligence must be able to identify departures from expected outcomes and the means to adjust processes to meet the new trajectories present in the marketplace.
This writing will describe the mechanisms you should have in place to orchestrate adaptive intelligence through the facilities of the platforms that interface to your robotic process automation solution(s).
Your digital commerce activities depend on understanding the consumer so that you can share information with the consumer that they will care about. That means harvesting and storing consumer data so that analytics can predict and, in many cases, satisfy the wants, needs and desires of consumers. However, the ability to harvest and store consumer data is contingent on taking reasonable actions to protect that data from being used in ways not disclosed and in ways made possible through data theft (hackers).
92% of consumers have been concerned about the safety of their privacy information being available on line in the vast digital stores of organizations, and their sentiment has been heard by regulators, who have begun to put their foot down. First in Europe, Canada and the Far East, but the spread is contagious. GDPR, the most pervasive of these rules at this time, gives consumers the right to be forgotten from all the digital stores managed by an organization for any reason at all. These organizations have just 72 hours to comply with the request, by law. Stiff penalties have been defined for those incapable or unwilling to comply.
However, the ability to compete on the digital stage is a much larger penalty, and one that organizations should take seriously. Organizations which lose the ability to harvest personal data, either through regulation or due to consumers being unwilling to share with an organization they consider disreputable or incapable when it comes to their personal data, will be at a serious competitive disadvantage in the digital markets because their ability to predict the wants, needs and desires will be seriously marginalized.
Read more on what privacy controls are necessary to participate in the digital economy.
Disruptive outcomes are determined by consumersMark Albala
Digital disruptions are a consequence of the sheer speed of the digital economy and the breakneck speed at which we are navigating the digital economy in route to the autonomous age. Analytics are a core component of activities in the digital economy and will increase their prominence as a core component of the autonomous age. Digital interactions happen without the benefit of human hands. Ultimately, the selection from the various strategies and tactics launched to influence disruptions will be decided by consumers, who through processes of their own devise will internalize content to make their collective choices.
Disruptions occur when innovation, competitive, operational or other activities in the marketplace alter the anticipated outcomes in the marketplace. Disruptions occur in waves. The primary tool available to market participants during disruption waves is to influence the outcome of those waves through persuasive content. However, it is consumers that will ultimately collectively decide the winners and losers during a disrupted market, and their decisions will ultimately be based on content intended on influencing their decisions and their preconceived notions based on their individual views of the marketplace.
Content is the vehicle that market participants wield with intentions to influence consumers, but for content to achieve the intended goals, particularly during times when markets are disrupted, content must be clear and appear to consumers to either support their preconceived notions or appear to be so much of a benefit to consumers that they are willing to forgo any preconceived notions to achieve the intended benefits.
The delivery of this content is just as important as the contents of this content. If consumers cannot find the content or find it at times when they are not likely to give it the attention it deserves, then the intended outcomes are unlikely to be realized. Analytics controlled by self-learning intelligent algorithms are, if available, viable solutions to deliver content at the optimal time and through the optimal media. These algorithms, if effective, must be cognizant of the disruptions and what the potential influences the various actions of market participants will have on the behavior of consumers.
This writing is intended to provide guidelines on how to derive appropriate content to influence disruptions and how to deliver it in ways to influence its outcome in the marketplace.
Introducing the information valuation estimatorMark Albala
In the digital economy, information, properly deployed, is a catalyst for value. It is the information that flows through the platforms that together represent an organization’s digital presence. And it is the pillars of value that represent an organization’s information mantra. Information is nothing less than the lifeblood for converting content to value in the digital economy.
The Information Value Estimator (IVE) is a tool that is used to estimate the effectiveness of information in your organization and derives an attempt to estimate the uplift in revenue that is achievable by improving the management of information as an asset of the organization.
It is absolutely true that analytics is a big part of the equation. However, for the majority of opportunities, particularly when disruptive times prevail, where information can make a big difference is realized when a high degree of autonomous analytics is involved. This autonomy will accelerate the execution of information based actions taken in the digital economy by an organization. A keen understanding of how business processes consume information is required to deploy this level of autonomy. A low level of resistance to putting the faith of the organization into these autonomous analytics is required to optimize value in the digital economy. The means to review, countermand and tune these autonomous analytics is mandatory.
The Information Value Estimator, available upon request, can be used as a self-service tool. Its use is intended to serve as a vehicle to identify initiative opportunities, few of which will be traditional IT opportunities, that will have a measurable impact on the value of information. It is recommended to augment the estimator with a benchmarking of information value to show progress made and refine deficiencies that will impact the ability to wield information in the digital economy.
Cybersecurity is a key ingredient in the digital economyMark Albala
The digital economy is very different. Information is the life blood of the digital economy, and cyber-security attacks are theft of information, sometimes with real financial implications. While too many companies have not revisited their cyber-security arsenal to meet the demands of the digital economy, the regulators have been busy to update the minimally acceptable levels of protection of individuals and their identity in the digital ecosphere. Many companies will be burned by the punitive damages levied by regulators and the reputational damage which impinges upon the ability to conduct digital commerce.
This writing will go through what it means to be cyber-safe in the digital economy and defines a framework that should be used by all organizations to identify the leakages in information either directly leaked by them or syphoned off through imposters misrepresenting the organization. From the regulatory and consumer vantage point, there is not difference, the organizations conducting digital commerce are required to perform the due diligence necessary to provide assurance to consumers that their digital interactions with organizations are secure and safe.
Many companies will appear in the tabloids with massive fines and punishment in the capital markets due to lapses in judgement when it comes to meeting their obligations for cyber-security. Unfortunately, it will take examples made of such companies before the actions necessary to protect the consumer willing to conduct digital commerce is taken seriously. Many of the organizations will not survive the anticipated disruptions.
Deploying and monetizing content in the digital economyMark Albala
The digital economy is very different. The means in reaching and converting consumers into customers is very different in the digital economy. In the digital economy, the delivery of content to customers and prospective customers is accomplished at the convenience of the consumer.
Information personalized to be relevant to the consumer and easily accessed by the consumer through mechanisms chosen by the consumer is critical to digital survival. And devising means to deliver information to the consumer without seeming intrusive is a critical facet of digital survival.
The ability to understand what information will be relevant to the consumer without violating privacy rules. All participants in the digital economy will need to balance the need for analyzing personal identity information against privacy rules and governmental legislation. It is exactly the just in time analytics required to determine what will be pertinent to a consumer based on their content history, their current proximity and a host of other variables is the fuel that will catalyze the monetization of information. It is the regulators watching the obvious transgression of shared personal information, punitive damages and limits to the use of personal information will ensue. This and published occurrences of lapses in protecting entrusted identity information will translate into reputational crises, both of which will force consumers to think twice about sharing their identity information with those wishing to participate in digital commerce. Those hampered by the regulators or incapable of protecting the identity information entrusted to them will suffer the fate of having their ability to know the consumer hampered because of a difficulty to obtain the information required to analyze and personalize content of value to consumers.
The purpose of this writing is to define a framework for obtaining, managing, protecting and monetizing the information fueling the digital economy.
The digital economy is very different. Products in the digital economy are deployed by offering content, goods and services through a collection of platforms organized in a specific way that makes one digital ecosphere different than every other. And the lifeblood of your digital products is the information and content that defines what a digital transaction will be. To the consumer, the digital experience is the information and content that is navigated for a specific purpose that often eventually leads to a digital transaction.
Content is personalized information specifically devised to influence consumers at specific points of time. A key time to wield this influence is during disruptions, when the market is in a transitional phase. Content can be used as an influencer through the launching of a tipping point to course correct navigation of a disruption wave. Should the content go viral, the influence is magnified (just ask United when they dragged a doctor off his plane).
The pillars to value in the digital economy are dependent on information. Understanding the specific characteristics of information that serve as catalysts of value help thrive in the digital economy.
Introducing thriving with information in the digital economyMark Albala
We are witnessing the shepherding in of the digital age, one where machines and information can do things faster and more accurately than people for select tasks, particularly those that don’t require ingenuity to innovate something that has never previously existed. It is up to those who run organizations to gain a quick appreciation to which tasks benefit from the wisdom, empathy and creativity of the human spirit and which ones are repetitive with minor variations to a theme and best orchestrated through software. It is exactly those organizations that put every task to the whim of a machine that will enjoy an uneasy competitive disadvantage because their finest moments will be those they can be performed by every other business with a machine at the helm for that decision. However, those decisions which are somewhat repetitive and can be taught through software to adjust for the nuances of a decision will be able to react to these activities faster and more accurately than those not benefitting from software, of course without human intuition, empathy and ingenuity. A keen understanding of the processes of an organization, the information supporting that information and how that information potentially makes a difference is at the heart of the discussion of thriving with information in the digital economy.
There are a number of very timely, complex fraught with error tasks that people cringe at performing or tasks which need to be performed at such a blistering pace in the digital age that if they were to wait for people to perform they would either need to be verified carefully for errors or be too late to make a difference in the digital economy. The one thing that is consistent is that the life blood of the digital economy is information delivered at a blistering speed at all hours of the day.
The purpose of this writing is to illuminate some of the changes caused by the digital economy as it pertains to information and help organizations devise a roadmap to their path from the current state to one more applicable for the digital economy.
Charting your course for surviving disruptive innovationsMark Albala
Historically, businesses could expect the lifespan of their business models to survive the planning horizon of 3 – 5 years and long term strategic planning was something you could review on a quarterly basis and revisit once a year. However, the digital economy has changed all the rules, no longer can you expect the business climate to survive for the planning horizon; typically, digital products are retooled at least twice a year. Moreover, disruptions can come from other sources than innovations, they can be the result of opportunistic and cyber-attacks, the result to your bottom line is the same.
Devising a strategy and first line of defense is mandatory for those who would rather weather the storm of disruption unscathed to the more common alternative of weathering a fire drill with uncertain outcomes. Having an early warning beacon is a central component of early detection of a disruption and corralling the necessary information to inoculate the attack. This writing will go over some of the techniques available for such an endeavor.
Information's role in disruption cycles and the exploitation of tipping pointsMark Albala
“The Tipping Point”, written in 2000 prior to the digital economy, described a means for forging disruptions through the exploitation of information. Having a keen understanding of the information you have at your disposal and a keen awareness of the attempted disruptions through viral social media and other means is critical for survival in the digital economy. This writing will go over what the tipping point is, how information aligns to the tipping point in the digital economy and what organizations must do now to survive disruptive attempts to dethrone their products and services in the digital economy.
Why is cyber security a disruption in the digital economyMark Albala
As we enter the digital economy, companies will quickly realize that the differentiator in the digital economy is information and information being a valuable resource is subject to theft, hacking, phishing and a host of other issues which compromise a company’s ability to participate in the digital economy. Cybersecurity misfires compromise the trust of buyers and partners necessary to participate in the digital economy. It is up to every company to ensure that the information shared with them is protected to the best of their ability and proactively notify persons and organizations who entrust their information necessary to transact business (any personal identity information including but not limited to addresses, credit card information, social security numbers, account information, credit information, medical records, etc.) with any potential compromises which can yield harm to them by that information either being used maliciously or shared with others.
The digital economy is different than other versions of commerce because in the digital economy, information is the lifeblood of digital commerce that passes through the hands of many platforms involved in a digital event. Each of these platforms are an opportunity to wreak havoc on your well-intended but incomplete intents to protect the information contained within the network you control. In the digital economy, it is not only the network you control, but the platforms that touch the personal data entrusted to you as a means of enabling digital commerce, and several techniques have begun to emerge to protect personal information contained within your information domain and the domain of platforms participating in digital commerce.
Because the life blood of the digital economy is information, information hacked in the digital economy is akin to shrinkage in the legacy economy. Both are means to directly attack your bottom line, whether it is redirecting customers elsewhere because they don’t trust your privacy program, ransomware which makes your site or one of your partner platform sites dangerous to use or some other reason which challenges your ability to participate in the digital economy. Shrinking the potential market share because of information safety and security challenges is a disruption, making cyber-security a disruptive activity, particularly if it is not dealt with swiftly.
If your cyber-security program is focused entirely on protecting the information housed in your four walls, you have exposed yourself to problems you will have difficulty in identifying both the source and the entry point of these issues.
As we enter the digital economy, it becomes increasingly transparent that the information and data ecosphere will continue to be a complex environment for the foreseeable future, with information being provided from a variety of internal and external sources in the form of files, messages, queries and streams. It would be foolish for any organization to place their bets on any one platform to be their platform of choice because it is incongruent to the thought patterns of the consumers, suppliers, regulators, partners and financiers who will participate in their information ecosphere through data feeds, information requests and a host of other interfaces.
Rather, there is a role of each of these platforms which serve as the conduit for data and the transformation of data into information aligned with the value propositions of the organization. This writing is focused on the big data platform because there are some unique characteristics of the big data environment that require an approach different than many of the legacy environments that exist in organizations. Furthermore, while big data is the one environment that is new and requires these special handling characteristics, there will be future platforms with the same requirements as big data requires today, and hopefully lessons learned will be left to not revisit each of the challenges as the next transformational information ecosphere is made available.
Figure 1 The Fourth Industrial Revolution, World Economic Forum, InfoSight Partners, 2016
This time is different, in that information is the catalyst to achieving value and the platform ideally suited to house information not optimal for storage in the form of rows and columns is the big data environment. Understanding which information is delivered with intended consequences and having the management prowess to tune information shared with customers, prospects, suppliers, partners, regulators and financiers is critical for the digital economy. Additionally, it is specific to understand the challenges each platform housing information bring to the equation. This writing will focus on big data.
As we enter the digital economy, companies will quickly realize that the differentiator in the digital economy is information and information being a valuable resource is subject to theft, hacking, phishing and a host of other issues which compromise a company’s ability to participate in the digital economy. Cybersecurity misfires compromise the trust of buyers and partners necessary to participate in the digital economy. It is up to every company to ensure that the information shared with them is protected to the best of their ability and proactively notify persons and organizations who entrust their information necessary to transact business (any personal identity information including but not limited to addresses, credit card information, social security numbers, account information, credit information, medical records, etc.) with any potential compromises which can yield harm to them by that information either being used maliciously or shared with others.
This purpose of this writing is to cover some of the core requirements for implementing cybersecurity, the accountabilities for cybersecurity risks and the information used to manage a viable cybersecurity program.
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
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The catalyst to organizational value
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The Catalyst to Organizational Value
Introduction
As we enter the digital economy, companies will find the business climate to be significantly more
volatile than they have in the past, and at the forefront of this volatility is information enabling market
participants that is shepherding in a wave of changes at an unprecedented pace. This rate of change
translates to the rate in which the viability of information organized in a specific way to meet the needs
of the organization losing its adhesion rather quickly. Understanding exactly what information will serve
the needs of the organization and how it will be combined to serve both the marketplace and those who
wield information in the marketplace despite the highly volatile digital economy is critical for the
survival of organizations. This time is different, there are few organizations who have honed their ability
to decipher the contribution information makes to their value propositions, but that is exactly what is
needed to understand which information investments will yield the greatest organizational benefit.
Figure 1 The Fourth Industrial Revolution, World Economic Forum, InfoSight Partners, 2016
Combine this inability to decipher information’s contribution to the bottom line with the onslaught of
data and the amount of noise inherent in the data streams and it will become very apparent that those
who are not in a position to proactively manage information as an asset of the organization that serves
as a catalyst to achieving value propositions will be at a disadvantage to companies prepared for the
digital economy.
There are several levers that companies can use to influence information’s ability to serve as a catalyst
to achieving value. These are:
• Devising information based indicators that assure market adhesion to value propositions
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• Eradicating resistance to using information in time critical situations
• Implementing the framework that orchestrates the valuation of information assets
• Ensuring the alignment of information to the processes specifically devised to achieve value
propositions
• Incentivizing using information as a critical component of value propositions
This writing will go through some of the major levers and prioritize a roadmap devised to enhance
the capabilities of thriving in the digital economy.
How information serves as the catalyst for obtaining value
Value can be made available to an organization in one of four ways:
• It can be captured from someone else who participates in the same marketplace.
• It can be extended through cross sell and upsell opportunities.
o Systemic extensions are those which have an opportunity to be permanent (e.g.,
capturing someone else’s sales because the quality of their product has been lacking).
o Opportunistic extensions are those which are anticipated to be short lived (e.g.,
capturing someone else’s sales because of shortages in the raw materials marketplace
which you can fulfill and others cannot).
• It can be innovated, which is introducing new ways of doing things which changes the market
status quo.
o Iterations are innovations that do not introduce a sufficiently different change to alter
the status quo. While they are interesting to track, they will not disrupt the core
assumptions of value propositions.
o Innovations are business scenarios launched in the marketplace which introduce some
exceptions to the practices engrained in the value propositions of the organization, but
are not sufficiently far reaching to require retooling value propositions.
o Disruptions are business scenarios launched in the marketplace which introduce
significant challenges to the practices and processes utilized to achieve value
propositions and require some level of retooling and possibly a reengineering of value
propositions. In the disruptive case, existing value propositions are most likely obsolete.
It is important for organizations to understand how to wield information. The industrial tombs are
littered with companies which did not take the digitization of the marketplace to heart (e.g., Borders,
Kodak, Blockbuster, Retail trade in general, etc.), all of which have had companies disrupt their core
value propositions by offering digital products which disrupted their offerings of products and services
out of existance.
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Content is king in the digital economy
The digital economy is different. The communications network allows information to flow freely and is
always available, through internet connected and mobile devices. Content is the lifeblood of the digital
economy, it is how information is delivered to consumers. It can be product descriptions, reviews,
feature comparisons and a host of content pushed to and pulled by the consumer. The consumer has
access to almost a limitless amount of content, and directing the right content to the consumer at the
appropriate time is commonly what is required to achieve a value proposition in the digital economy.
No wonder that the fastest growing component of advertising is the publication of digital content.
According to Advertising Age (2016 Marketing Fact Pack, Advertising Age, December, 2016), over 1
trillion dollars will be spent on delivering the right content to buyers at the right time as the means to
capture, create, extend or protect revenue. The fastest growing component of this advertising
investment is being expended to participate in the digital economy.
This investment in content is being made into a component of the marketplace that is growing
significantly faster than the other market channels. While the latest statistics for the size of the digital
economy are only available for 2014, the signs are clear that the accelerating digital channels of the
economy are growing the fastest. They are the segments of the economy that are most subject to
disruptions, a business climate that is anticipated to outstrip the growth rate of the other market
segments for the foreseeable future.
Figure 2 Measuring the Electronic Economy, US Census, June, 2016
To thrive in the digital economy, digital information must be combined in ways that derive commerce.
This can be as an intermediary to delivering content, as a publisher for content to be used by others or
4. 4 | P a g e | T h e C a t a l y s t t o O r g a n i z a t i o n a l V a l u e
by using content as a vehicle to deliver goods and services directly to B:B (business to business), B:C
(business to consumer) and B:B:C (business to business to consumer) market channels.
The chart above (figure 2), which represents the US Census survey results for the changes in the size of
the digital economy from 2013 to 2014, shows growth in the digital economy across industry sectors,
with especially high growth in the retail and services market sectors. The casting of numbers for 2015
and 2016 will show an acceleration in the growth rates of these sectors, with an especially high growth
rate for services and retail market segments.
The chart below (figure 3), represents the dollars spent to deliver content ($1.1T dollars estimated for
2017), and shows digital delivery of content behind direct marketing efforts ($182.4M vs $331.5M) but
growing 7x faster.
• Digital content can be delivered either through internet and mobile pages or through specific
applications devised to access content (apps). It is either pushed through exchanges (targeted
advertising on web pages), pushed through specific pages (personalized information) or pulled
from a browser, app or search session.
• Television (including all forms of advertising delivered to televisions, cable and broadcast)
advertising totals $223.9 but is growing much more slowly than digitally delivered content. It is
important to note that this television number includes infomercials, which is a growing method
of delivering content.
• Direct advertising includes content delivered to the consumer directly. It can be delivered in a
variety of means, including a sales force delivering content to prospective and existing
consumers.
• It is important to note that direct, digital and television advertising represent 74% of the
advertising spend, or $738 Billion.
Figure 3 2017 Worldwide Advertising Spend ($1T), 2016 Advertising Week Marketing Fact Pack, December, 2016
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There are some key differences in the digital economy which are by their own merit disruptive to the
marketplace that your organization participates in. The barriers of entry in the digital economy are
greatly lessened because the ability to launch a digital product can be launched from anywhere in the
globe with minimal global logistics barriers.
The size of an organization has little bearing to the ability of communicating with the customers,
suppliers and financiers of the digital marketplace. The message, both good and bad, has the potential
of reaching a global instantaneous presence by spreading virally at all times.
It is information that enables the communication with the marketplace and delivery of digital products
with a global footprint and at an unprecedented speed. The ability to wield information is a, if not the
key determinant of success in the digital economy.
Legacy Products / Economy Digital Products / Economy
Organizational size Economies of scale favor larger
organizations
Any size business with a solid
digital strategy can compete
Market Presence Cost of communicating to the
market is expensive
Cost of communicating to the
market is inexpensive
Information Lag Significant Non-Existent
Logistics High cost of physical delivery
mechanisms
Low cost of digital delivery
mechanisms
Logistics issues Coverage, delivery effort Personal Identity Information
protection
Inventory Costs High Low
Viral Capabilities Limited Unlimited
Reach Limited to physical footprint Global
Security Physical Information
Figure 4 2017 10 benefits of digital marketing vs traditional marketing, Business Zone, 2013
Why worry about the alignment now?
We have not completed our journey through the fourth industrial revolution, nor is it expected for the
pace at which the volume of data (and information) and the sheer volume of noise available in the
streams of raw data to become more manageable than they are today without a change in the approach
used to manage this onslaught. If we take clues at what is happening with virtual assistants (Amazon
Alexa, Apple Siri, Google Assistant, Microsoft Cortana, etc.), it is easy to foresee a virtual assistant layer
that serves as the window to information made available for analysis and automated intelligent
processes. This window will use an aggregation layer which uses the map of information expected for
business processes (the Chief Data Officer (CDO) map) as input. If the map is not completed, then the
automated aggregation for processes completed directly by business stakeholders and automated
processes which use intelligence provided by business stakeholders will not be possible nor viable.
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Those who delay starting the journey will continue to be victims to the disruptions launched in the
marketplace because of their inability to manage the deluge of data and the time it takes for their data
scientists to wade through the data, select what is viable for a particular problem, reorganize it to fit the
problem at hand and verify the validity of their results (which is the process employed today, which
consumes approximately 80% of the time available to data scientists).
Google (Google Assistant), Microsoft (Cortana), Apple (Siri) and Amazon (Alexa) have been investing in
the artificial intelligence required to provide a virtual assistant capable of serving in this information
search aggregation role through a virtual information assistant. Today these are home appliances (Echo,
Home, etc.), but their roles will increase in complexity and their positioning will be more central into
daily informational needs, but only if the information required is accessible in a way that can be defined
with the problem at hand serving as the framing for information access.
Figure 5 Future State Data Management Framework, InfoSight Partners, 2016
Devising Information Based indicators to assure market adhesion to value
propositions
Metrics and algorithms devised to alert that one or more of the assumptions imbedded in value
propositions have changed is at the bedrock of using information early. These metrics and algorithms
do not solve problems but rather alert the process owners of impacted value propositions that the
market conditions are no longer business as usual and some course correction is warranted.
Most companies count on business stakeholders to find the conditions in the warehouse, which is by its
nature published after such an alert could be useful. The clues that market conditions warrant review
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will not come from internal systems but will rather come from social media, industry sources and their
normal impact on the myriad of information available about the activities customers and prospective
customers take up to and including the execution of a transaction resulting in organizational value.
Much of this information will arrive from log centric information, some of which is integrated today. Log
centric information can come from web logs, mobile session logs, RFID tag logs, Proximity sensor logs,
security appliance logs and a host of other logs which together will give an appropriate view. It is true
that these logs are published daily after processed and enriched in most organizations, but this daily
feed may not be sufficient if there is truly a market disruption under foot.
Information indicators will fit into one of five buckets:
• Reports and canned analytics are assemblies of information that at best once aligned to the
processes that will require information. These reports and canned analytics are assumed to not
align to the informational needs of processes aligned to value propositions. Many of the reports
made available will be derived from internal systems, and will be useful in following trajectories
anticipated in business as usual scenarios, but will have challenges in NBAU and disruptive
business scenarios.
• Unaligned information, which is information that is available but needs reorganization and other
activities to align it to the informational needs of processes aligned to value propositions.
Unaligned information has baked into it a delay factor because it has to be aligned to business
processes before it can be useful.
• Aligned information that is consumed in a business as usual business scenario. In a business-as-
usual scenario, the assumptions and mechanisms used to align information to the processes
aligned to value propositions fit as expected and the trajectories mapped in value propositions
fit as expected.
• Aligned information that is consumed in a non-business as usual scenario. In a non-business-as-
usual (NBAU) scenario, one or more of the assumptions or trajectories mapped in value
propositions do not fit as expected, but the non-alignment can be fit without recasting the
business process. In many cases, this is caused by an innovation that disrupted the marketplace
but was not sufficiently disruptive to render the underlying assumptions in the business model
obsolete.
• Aligned information that is consumed in a disruptive scenario. In a disruptive scenario, the
assumptions and fit of the business model is obsolete. They can be made obsolete by a new
process that impacts the overall cost assumptions to deliver goods and services or a new
product that obsolesces the goods and services delivered to achieve a value proposition. In
these disruptive scenarios, the innovation that disrupted the marketplace was sufficiently
disruptive to render the underlying assumptions used in the business model obsolete and will
require one or more components of the business model to be recast, the information required
for consumption by the value propositions altered and the processes executed to achieve a
value proposition altered.
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In many cases and heavily dependent on the industry, there is a time crunch to deliver action against a
business scenario. Generally, however, the time criticality of actions in response to NBAU and disruptive
scenarios in the digital marketplace is heightened.
One of the benefits to the organization is the ability to identify, orchestrate and dispense potential
disruptions using an orderly process. This process is critical to the formation of an ability to dispense
with time sensitive disruptions in a way that the outcome is beneficial to the organization. While it can
percolate BAU and NBAU business scenarios, the real interest in publishing alerts is to percolate
disruptive business scenarios so they can be reacted to in the time made available by the marketplace.
Such a system, illustrated in concept in figure 6, shows a process which consumes data (heard
inferences, learned inferences, innovations and knowledge) into a process that filters out noise and
using a series of stored algorithms identifies potentially disruptive business scenarios that need further
review. It is strongly recommended that these scenarios are orchestrated through workflow and the
dispensation of these scenarios saved for tuning of the overall process.
Figure 6 2017 Disruption Discovery Engine conceptual overview, InfoSight Partners, 2016
Eradicating resistance to using information, particularly in Non-BAU and
disruptive business scenarios
Resistance is the collection of reasons that information was not used in some process aligned to a value
proposition. Mathematically, it is the difference between potential value achieved from information
and that actual value achieved from information, but there is much more that needs to be extracted
before any meaningful action to eradicating resistance can be taken.
Resistance is categorized into several major groups:
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• Trustworthiness is the collection of reasons given for having to ensure the validity and accuracy
of information prior to using it for anything important. It could be data quality concerns, the
ability to uniquely identify the desired version of information, questions about the scope and
breadth and proper applicability of the information, a lack of insight into the derivation of
information or a host of other reasons that information made available to processes is not
deemed de-facto accurate and valid without first verification. This verification takes time and,
aside from inaccurate information leading to improper conclusions, the time it takes to verify
the validity of information could be sufficient to eradicate thwarting a time sensitive disruption
in the marketplace.
• Clutter is a resistance category and has grown in importance with the advent of big data. Big
Data has reduced the cost of storing information, which has resulted in the ability for
organizations to extend their inclination to be data hoarders (remember, there is a difference
between data and information, data is source aligned and information is consumption aligned).
There is an unwillingness to part with information because it may come back into vogue at some
time, which makes finding the right information and combining it with other information a
greater and greater challenge in most organizations. It is important for you to ask that if you
only restate financial hierarchies going back three years, why do you have twenty years of
financial transactions available for analysis knowing full well that reorganizations have rendered
some component of the information made available for analysis inaccurate because of hierarchy
misalignment.
• Context is the metadata, reference data, master data and enrichment data that provides context
to consumable information. It is especially important when dealing with log centric information,
which is a major source of information that will serve in percolating early warnings of market
disruptions.
• Expired data is information that has either no or little value (e.g., security asset prices after the
information has been published in numerous sources and made available at no cost, in the case
of security asset prices, that is typically 15 minutes. Unless you are in the business of aligning
security orders to the security prices during the day and that information could impact
transaction pricing, there is little value to holding this information several times particularly if
you cannot accurately timestamp it. Making expired data available for consumption will provide
sound bites about the lack of trustworthiness in data, plus it is clutter and has no value.
• Alignment of information with business processes so that it can be consumed without spending
inordinate amounts of effort reorganizing it is a key source of organizational abilities to wield
information in time to make a difference, if ever.
Incentivizing using information as a critical catalyst for the successful execution
of value propositions
The shift of managing information in a way aligned to its consumption as opposed to the more common
practice of managing information in a way aligned to its sources is a change and will require a level of
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incentive to get people in the organization used to this shift. There are a couple of ways to do this, all of
which require metering the use of information. These methods include benchmarking the employed
information management methods, devising incentives to declutter information stores, and developing
management metrics to reduce the time required to use information from the time it is needed (not
requested). There will be temporary short lived needs for information and more permanent requests, it
will be an eye opener to measure how many informational needs are satisfied with local desktop
capabilities as opposed to data stores devised to meet the needs of business. These are largely due to a
misalignment between process needs and information organization.
To incentivize using information, a series of metrics to measure the increased usage of information in
scenarios where it makes a difference is required. The measures should measure information use and
categorize it by scenario type, namely:
• Track the information made available, ensuring that a blind eye is not being set to
information not internally sourced.
• Track the percentage of data sourced from streaming sources, logs and social media,
which will give insight into time sensitive disruptions.
• Track the percentage of information consumed through algorithms, particularly those
that are triggered without human intervention.
• Track the newly aligned information, representing the vibrancy of the map of
information alignment to process
• Track the information not aligned, signaling the pool of generated information is
potentially cluttered.
• Track the reasons for resistance and the percentage of lost opportunities due to
resistance to using information.
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Figure 7| Information Consumption Matrix, InfoSight Partners, 2016
The roadmap devised to enhance the chances of thriving in the digital economy
The following roadmap represents a series of starting points required to move the organization to a
trajectory devised to thrive in the digital economy. These are:
1. The ability to ensure that information made available is secure and that personal information
entrusted to the organization as a consequence of doing business is highly protected and
immune from intrusion is highly important. If content is king and your organization cannot
protect the identity and activity of those accessing content placed to incentivize commerce,
then the content will not achieve the access desired. Greater importance and expenditures
should be anticipated to ensure the protection of content and the identity of those interacting
with content. Content is that which B:B, B:C and B:B:C consumers, suppliers, partners and
financiers access and those internal to your organization who consume content as part of
executing processes aligned to value propositions.
2. Organize to manage information as a non-depleting but expiring asset of the organization as
opposed to the most common way of managing information practiced today. The matrix of
information consumption assumes an organization in place to manage information as an
organizational asset, meaning that the proper roles are in place. These roles are accountable for
managing information as a consumable asset.
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Figure 8| The roles accountable for managing information assets, InfoSight Partners, 2016
3. Provide the team responsible for managing information assets with a framework that houses
the mappings of information, processes and the actors who consume the information at the
appropriate times. The framework must house information about data sourced, the machinery
used to transform data (organized by source) to information (organized by consumption), the
identification of potentially consumable information (the Information process map) and the
information which was consumed by processes by business scenario type (not mapped, BAU,
non-BAU, disruptive).
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Figure 9| The contents of the information consumption repository, InfoSight Partners, 2016
4. Ensure the availability of an orchestration layer, which is utilized to record information available
to business processes and record the use of information, which is then aggregated to record
information value. This orchestration layer must be repeatable and capable of withstanding the
scrutiny of an audit.
5. Map business models and understand which business model components of business models
are planned to be disruptive to the marketplace, which are reactive to remain relevant to the
marketplace and which are components of the business model but neither reactive nor
disruptive. Map critical information flows which are critical to the success of the business
model, these are the information flows that will most participate in the value propositions of the
business model.
Figure 10| Sample Business Model Canvas, Strategym, InfoSight Partners, 2016
6. Develop processes to capture business model and strategic intent changes that will trigger
changes to the information – process map. Some of these facilities are depictions of business
models (e.g., the business model canvas, Strategym), Potential Market Disruptions (e.g.,
visioning of market disruptions, InfoSight Partners), the value proposition vision (Vision
Storytelling Canvas, InfoSight Partners and an understanding of the collaboration points for
business processes (design thinking and collaboration canvas, InfoSight Partners).
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Figure 11| Sample Vision Storytelling Canvas, InfoSight Partners, 2016
7. Devise metrics to manage the transformation from a source aligned information management
organization to a consumption aligned information management organization and communicate
the metrics which includes the potentially consumed, consumed and resistance measurements
on a regular basis (see figure 7).
There are three tools that should be implemented to steer the course to enabling using information as
the catalyst to organizational value. These tools are the checklist to measure adherence to the roadmap
(see figure 12), the data used to compute metrics used to manage the journey (see figure 7) and
regularly scheduled benchmarks to determine both business stakeholder sentiment on the journey and
continued rigor applied to the overall journey.
Some key metrics used to measure adherence to the roadmap are:
• An intrusion protection index, which measures the readiness to protect the information
customers, partners, suppliers and financiers provide.
• An organization alignment index, which measures the fit of the information leadership roles
compared to the optimal roles devised to manage information as an organizational asset.
• Information consumption alignment index, which measures the alignment of information to its
consumption as opposed to its source.
• IPA map index, which is a measure of the % of organizational information used in business
processes appearing in the information – process- actor map.
• Information clutter index, which represents the percentage of information clutter.
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Figure 12| Roadmap checklist to enable the use of information as the catalyst for obtaining value, InfoSight Partners, 2016
About the Author
Mark Albala is the President of InfoSight Partners, LLC, a business
consultancy which provides financial and technology advisory services
devised to facilitate focus into the value of information assets. InfoSight
Partners is led by Mark Albala, who has served in technology and
thought leadership roles and serves as an advisor to analyst
organizations. Mark can be reached at mark@infosightpartners.com.