The document discusses how Rip Van Wrinkle, who was in a coma for 20 years, is adjusting to changes in technology and business since waking up in the early 2000s. It describes some of the transformations he observes, including remote medical monitoring, digital music and photography, connected homes and kitchens, RFID tracking of goods, and connected car services. The document raises questions about how these changes impact industries, customer privacy, and who will control emerging information networks.
Yoni Kahana is promoting an app called Mingler that creates local social networks at events using mobile phones. The app connects users within 100 meters of each other via Bluetooth to chat and share information without internet costs. The goal is to dominate the mobile ad market by connecting social networks to cellular networks. The company has received funding and partnerships with venues and is targeting the growing mobile advertising and location-based social networking industries.
This document contains three potential advertising ideas and storylines for each. The first is for a phone network and focuses on everyday routines and connections. The second is for a phone/broadband company and looks at traditional roles and modern connectivity. The third is for a new mobile phone and highlights photo memories, daily use scenarios, and music features. Example adverts are provided for each category as inspiration for the storylines.
My speech to a group of local television broadcasters blends practical suggestions with an overview of broad trends in the future of television, expressed as a series of questions
Where do moviegoers really spend their time? What are the social dynamics of the decision-making process? How do we synthesize the sea changes taking place with digital technologies in order to reach the right audience with the right message at the right time in the right place?
We designed the Moviegoers research study in 2010 to answer these questions, and to provide film marketers with actionable insights into how to best reach movie consumers over the next decade.
The digital age disrupted the music world, ushering in a new era for fans, artists, retailers and other key stakeholders. This year, we got a clearer glimpse of what the second decade of digital music will look like—and it’s quite different from the first in many ways. In our Things to Watch: Music Edition, we chart what’s changing from both a macro and micro perspective.
1) The document discusses the rise of Apple and decline of Sony in the digital music player market. It describes how Steve Jobs launched the iPod and iTunes Store in 2001 and 2003, respectively, which were major commercial successes.
2) In contrast, Sony's digital music efforts like the Sony Connect download service failed to gain traction. The document examines how Apple surpassed Sony, which had long dominated the portable music player industry with its Walkman, to become the leader in digital music players.
3) Key factors in Apple's success included Jobs' expertise in user interface design, the convenience of iTunes for downloading and organizing music, and tying the iPod directly to the iTunes Store for music purchases.
The document discusses how networks and technology are enabling a new era of globalized work. It outlines three laws (Moore's law, Metcalf's law, Gilder's law) that are driving changes in computing power, network connectivity, and bandwidth. This is shifting work from a focus on vertically integrated firms to one based on virtual integration through global networks. The challenges are how to effectively architect and govern this new model of distributed global work.
Yoni Kahana is promoting an app called Mingler that creates local social networks at events using mobile phones. The app connects users within 100 meters of each other via Bluetooth to chat and share information without internet costs. The goal is to dominate the mobile ad market by connecting social networks to cellular networks. The company has received funding and partnerships with venues and is targeting the growing mobile advertising and location-based social networking industries.
This document contains three potential advertising ideas and storylines for each. The first is for a phone network and focuses on everyday routines and connections. The second is for a phone/broadband company and looks at traditional roles and modern connectivity. The third is for a new mobile phone and highlights photo memories, daily use scenarios, and music features. Example adverts are provided for each category as inspiration for the storylines.
My speech to a group of local television broadcasters blends practical suggestions with an overview of broad trends in the future of television, expressed as a series of questions
Where do moviegoers really spend their time? What are the social dynamics of the decision-making process? How do we synthesize the sea changes taking place with digital technologies in order to reach the right audience with the right message at the right time in the right place?
We designed the Moviegoers research study in 2010 to answer these questions, and to provide film marketers with actionable insights into how to best reach movie consumers over the next decade.
The digital age disrupted the music world, ushering in a new era for fans, artists, retailers and other key stakeholders. This year, we got a clearer glimpse of what the second decade of digital music will look like—and it’s quite different from the first in many ways. In our Things to Watch: Music Edition, we chart what’s changing from both a macro and micro perspective.
1) The document discusses the rise of Apple and decline of Sony in the digital music player market. It describes how Steve Jobs launched the iPod and iTunes Store in 2001 and 2003, respectively, which were major commercial successes.
2) In contrast, Sony's digital music efforts like the Sony Connect download service failed to gain traction. The document examines how Apple surpassed Sony, which had long dominated the portable music player industry with its Walkman, to become the leader in digital music players.
3) Key factors in Apple's success included Jobs' expertise in user interface design, the convenience of iTunes for downloading and organizing music, and tying the iPod directly to the iTunes Store for music purchases.
The document discusses how networks and technology are enabling a new era of globalized work. It outlines three laws (Moore's law, Metcalf's law, Gilder's law) that are driving changes in computing power, network connectivity, and bandwidth. This is shifting work from a focus on vertically integrated firms to one based on virtual integration through global networks. The challenges are how to effectively architect and govern this new model of distributed global work.
Facilitating Communities of Practice in the Network EraNancy Wright White
This is the set of slides used for the morning workshop on facilitating communities, along with two other sets of slides that might be useful later to participants, but which we did not conver/talk about. So be forewarned!
Successful Collaboration and Team Dynamicsjerryevans68
The document discusses key aspects of successful team collaboration and dynamics. It addresses the value of teamwork, strategies for conflict resolution, utilizing strengths, effective communication, and creating a team charter. Additionally, the document outlines learning styles, the importance of motivation, and keys to team success such as leadership, roles, and trust. The overall message is that team collaboration provides learning and growth opportunities which improve skills like communication, decision making, and accountability.
DubLi Network | Are you Working Hard or Working S.M.A.R.T?DubLi Network
To successfully achieve your goals, the process of working S.M.A.R.T has proven to be the most effective method. The system is simple and involves setting realistic and achievable goals under the SMART guidelines. Read our guide that explains how to turn dreams into reality.
The document discusses network effects, first mover advantage, and strategies for competing in markets with demand side increasing returns. Network effects occur when the value of a product increases as more users use it, like a telephone network. First mover advantage refers to the benefits enjoyed by the initial company to enter a market. Industries with demand side increasing returns are prone to "winner-take-all" outcomes, where one company dominates. Strategies for competing include gaining a large installed base early on to benefit from positive feedback loops and tipping points that reinforce the leading position.
Agile 2013 - Lean Change for Enabling Agile TransformationsAlexis Hui
Experience report summarizing our experiences with agile transformation in mid-large sized IT organizations and challenges we faced with current methods available. As a result, we saw a need for a better change approach to help us and others in the agile community with agile transformations. Borrowing thinking and tools from Lean Startup, Kanban and Kotter we have defined a structured framework known as Lean Change. The premise behind our thinking is that successful agile transformation requires learning and feedback as the keys for success. Lean Change is founded on three concepts, co-creation of changes through negotiated change, experiment based objectives using minimum viable changes, and validated learning to guide changes through a structured validation lifecycle.
Creating a lean and agile enterprise - The Lean Product Lifecyclestrongandagile.co.uk
Exploring the Lean Product Lifecycle for Enterprise innovation and product management using Agile and Lean Startup Practices. How to capture and scale ideas across businesses.
Sean Parker argued that network companies like Facebook, Twitter, eBay, and Apple will dominate the future internet over information companies like Google. He explained that network companies derive their core value from facilitating connections between users, rather than just collecting user data. This makes them prone to "network effects" where their value increases exponentially as more users join. As a result, network markets often tip towards a single dominant player. Parker predicted that over the next decade, the aggregate value of emerging network companies will grow to dominate the internet economy.
A simple formula for becoming Lean, Agile and unlocking high performance teamsRowan Bunning
An extended version of the session at the Sydney Scrum User Group, Agile Brisbane, Melbourne Agile and Scrum User Group and Agile Newcastle between Feb 26 and Mar 20, 2013. This included a promo about the Scrum Australia 2013 conference: http://www.scrum.com.au
Session Intro
In an effort to become Agile and/or Lean, many organisations in Australia are attempting to design their own custom Agile process from Agile and Lean principles at the time at which they are least qualified to do so - before they have started.
This might appear to make sense if you set out to 'implement the Agile Methodology' * or 'do Agile' *. After all, aren't you acting in the adaptable spirit of Agile to pick and choose which practices you adopt and how you implement them? Every organisation is unique, right?
In reality, organisations taking this approach, tend to pick the easy 'low hanging fruit' that are easy for them to adopt over those that offer the most improvement over the status quo. In pulling up stumps early and 'wimping out' of the harder organisational changes, such organisations unconsciously stifle their teams' ability to reach for high performance and limit the organisation's ability to go beyond "good" to be truly "great". They may also be missing the essential understanding that Agile practices were designed to work as an inter-dependent system of disciplined practice. As Kent Beck put it: "No single practice works well by itself, each needs the other practices to keep them in balance. If you follow 80% of the process you get 20% of the benefits."
If, however, you set out to be a high performing organisation, this may not be adequate.
So...
What if there was a way to avoid a half-baked 'Agile-ish' approach producing half-baked outcomes? What if you could get there by "standing on the shoulders of giants"?
What if there were a simple formula for becoming truly Agile?
(Genuinely living the Agile Software Development values and principles.)
What if this simple formula also implicitly implemented the core principles of Lean and did so in a way based not on repetitive Lean Manufacturing of physical objects but on a type of Lean that is much more appropriate for complex knowledge work and systems development?
What if this formula also implemented the management/leadership approaches suggested for a Complex problem domain as per the Cynefin framework?
What if this formula enabled rapid cycles of learning about both:- what the customer really needs and- what techniques are required to rise to the challenge of delivering it using contemporary technologies?
What if this formula was proven to scale and could support you through the Agile Journey from pilot to whole-organisation transformation?
What if this formula was self-correcting in terms of both your project outcome and your processes themselves?
What if there was a way to unlock the full synergistic potential of teams and realise truly high performance?
How Agile and Lean Changed my Organization (at Goto Conference Copenhagen 2012)Bernd Schiffer
see http://gotocon.com/cph-2012/presentation/How%20'Agile%20and%20Lean%20Changed%20my%20Organization for abstract
Read more about AMI here: http://agiletrail.com/2012/11/08/agile-management-innovations-a-primer/
In Perfect Harmony: Digital Governance & CollaborationLisa Welchman
This is a copy of the presentation given by Lisa Welchman at Midwest UX 2014. It focuses on the role of the UX professional and the basics of digital governance.
Collaboration Trends and Strategy Approaches for 2016Dion Hinchcliffe
A curation of my work and research on digital collaboration, including parts still relevant from previous work as well as latest insights for this year. All in all, a huge amount happening in collaboration with new opportunities and some challenges that all organizations must address today.
[Webinar] How to engage teams in the digital eraGlobant
This document discusses engaging teams in a digital era through unique experiences that foster healthy organizational culture. It provides guidance on measuring and improving employee engagement, including leveraging digital tools and aligning employee and customer relationships. Specific recommendations include becoming an extroverted enterprise where executives share content, supporting employee empowerment through a culture of sharing content, making HR more strategic by adopting marketing best practices, integrating tools to create an employee engagement cloud, and shepherding organizational culture by using social behavior and data. The document also shares examples of how one company uses a peer recognition tool called StarmeUp to reinforce values, increase transparency and productivity, and gain insights into organizational culture.
This document discusses the changing role of designers as digital technologies and ubiquitous computing become more prevalent. It notes that designers now must understand how people will interact with and experience technologies, as passive actions can now have unintended consequences. As sensors and data collection become more common, designers' work involves making invisible data flows understandable to users. The interconnected nature of digital technologies means that adding a network connection can significantly change any medium.
Some key developments in the music industry include a shift from ownership to access of music, the ability to capture songs from one's environment and store them in the cloud rather than building a personal collection, and the rise of streaming services providing access to vast music libraries. Streaming services are becoming available on more devices like cars, home entertainment systems, and televisions. Bundled access to streaming services through mobile and broadband plans is growing. Sharing music recommendations through social networks is also increasing in importance.
This document discusses trends in how people access and experience music in the digital age. It outlines 26 "Things to Watch" regarding changes in the music industry, based on research and expert interviews. Some of the key trends highlighted include:
1. Access to music through streaming services is becoming more prominent than ownership of music files or albums.
2. People are shifting from collecting music to capturing songs they discover through apps and sharing platforms to add to their libraries on streaming services.
3. With widespread streaming access, people can listen to almost any song instantly, focusing more on discovering new music for the present rather than building a long-term collection.
Mobile Prototyping Essentials Workshop: Part 1Rachel Hinman
This document outlines an agenda and content for a workshop on mobile prototyping essentials. The morning session discusses what makes mobile UX different than web design and includes exercises on identifying customer needs and ideating concepts in context. The afternoon focuses on mobile prototyping, with exercises on storyboarding, translating graphical interfaces to natural user interfaces, and creating in-screen prototypes. Throughout, the workshop emphasizes designing for the unique aspects of mobile by focusing on needs rather than solutions, understanding context, and allowing interfaces to "speak their power" through ruthless editing.
David Kepron - In Search Of The Millennial Brain: Experience Design For The N...MediaPost
Presentation: In Search Of The Millennial Brain: Experience Design For The Next Generation
We know the digital native generation wants "experiences" but how does this align with retail's need to retain a generation's interest, gain loyalty, change behaviors in virtual and physical environments? Digital is not just new media but a new way of thinking, a genuine rewiring of Millennial processes and expectations. How should marketers in and out of store rethink their own approach to persuasive "experiences" that change hearts, minds and bottom lines.
PRESENTER
David Kepron, Creative Director, Brand Experience Studio
Now, Next, Beyond is our take on how to make sense of changes in the media landscape, including new technologies, trends in consumer behaviour or demography, and our understanding of how marketing works.
Facilitating Communities of Practice in the Network EraNancy Wright White
This is the set of slides used for the morning workshop on facilitating communities, along with two other sets of slides that might be useful later to participants, but which we did not conver/talk about. So be forewarned!
Successful Collaboration and Team Dynamicsjerryevans68
The document discusses key aspects of successful team collaboration and dynamics. It addresses the value of teamwork, strategies for conflict resolution, utilizing strengths, effective communication, and creating a team charter. Additionally, the document outlines learning styles, the importance of motivation, and keys to team success such as leadership, roles, and trust. The overall message is that team collaboration provides learning and growth opportunities which improve skills like communication, decision making, and accountability.
DubLi Network | Are you Working Hard or Working S.M.A.R.T?DubLi Network
To successfully achieve your goals, the process of working S.M.A.R.T has proven to be the most effective method. The system is simple and involves setting realistic and achievable goals under the SMART guidelines. Read our guide that explains how to turn dreams into reality.
The document discusses network effects, first mover advantage, and strategies for competing in markets with demand side increasing returns. Network effects occur when the value of a product increases as more users use it, like a telephone network. First mover advantage refers to the benefits enjoyed by the initial company to enter a market. Industries with demand side increasing returns are prone to "winner-take-all" outcomes, where one company dominates. Strategies for competing include gaining a large installed base early on to benefit from positive feedback loops and tipping points that reinforce the leading position.
Agile 2013 - Lean Change for Enabling Agile TransformationsAlexis Hui
Experience report summarizing our experiences with agile transformation in mid-large sized IT organizations and challenges we faced with current methods available. As a result, we saw a need for a better change approach to help us and others in the agile community with agile transformations. Borrowing thinking and tools from Lean Startup, Kanban and Kotter we have defined a structured framework known as Lean Change. The premise behind our thinking is that successful agile transformation requires learning and feedback as the keys for success. Lean Change is founded on three concepts, co-creation of changes through negotiated change, experiment based objectives using minimum viable changes, and validated learning to guide changes through a structured validation lifecycle.
Creating a lean and agile enterprise - The Lean Product Lifecyclestrongandagile.co.uk
Exploring the Lean Product Lifecycle for Enterprise innovation and product management using Agile and Lean Startup Practices. How to capture and scale ideas across businesses.
Sean Parker argued that network companies like Facebook, Twitter, eBay, and Apple will dominate the future internet over information companies like Google. He explained that network companies derive their core value from facilitating connections between users, rather than just collecting user data. This makes them prone to "network effects" where their value increases exponentially as more users join. As a result, network markets often tip towards a single dominant player. Parker predicted that over the next decade, the aggregate value of emerging network companies will grow to dominate the internet economy.
A simple formula for becoming Lean, Agile and unlocking high performance teamsRowan Bunning
An extended version of the session at the Sydney Scrum User Group, Agile Brisbane, Melbourne Agile and Scrum User Group and Agile Newcastle between Feb 26 and Mar 20, 2013. This included a promo about the Scrum Australia 2013 conference: http://www.scrum.com.au
Session Intro
In an effort to become Agile and/or Lean, many organisations in Australia are attempting to design their own custom Agile process from Agile and Lean principles at the time at which they are least qualified to do so - before they have started.
This might appear to make sense if you set out to 'implement the Agile Methodology' * or 'do Agile' *. After all, aren't you acting in the adaptable spirit of Agile to pick and choose which practices you adopt and how you implement them? Every organisation is unique, right?
In reality, organisations taking this approach, tend to pick the easy 'low hanging fruit' that are easy for them to adopt over those that offer the most improvement over the status quo. In pulling up stumps early and 'wimping out' of the harder organisational changes, such organisations unconsciously stifle their teams' ability to reach for high performance and limit the organisation's ability to go beyond "good" to be truly "great". They may also be missing the essential understanding that Agile practices were designed to work as an inter-dependent system of disciplined practice. As Kent Beck put it: "No single practice works well by itself, each needs the other practices to keep them in balance. If you follow 80% of the process you get 20% of the benefits."
If, however, you set out to be a high performing organisation, this may not be adequate.
So...
What if there was a way to avoid a half-baked 'Agile-ish' approach producing half-baked outcomes? What if you could get there by "standing on the shoulders of giants"?
What if there were a simple formula for becoming truly Agile?
(Genuinely living the Agile Software Development values and principles.)
What if this simple formula also implicitly implemented the core principles of Lean and did so in a way based not on repetitive Lean Manufacturing of physical objects but on a type of Lean that is much more appropriate for complex knowledge work and systems development?
What if this formula also implemented the management/leadership approaches suggested for a Complex problem domain as per the Cynefin framework?
What if this formula enabled rapid cycles of learning about both:- what the customer really needs and- what techniques are required to rise to the challenge of delivering it using contemporary technologies?
What if this formula was proven to scale and could support you through the Agile Journey from pilot to whole-organisation transformation?
What if this formula was self-correcting in terms of both your project outcome and your processes themselves?
What if there was a way to unlock the full synergistic potential of teams and realise truly high performance?
How Agile and Lean Changed my Organization (at Goto Conference Copenhagen 2012)Bernd Schiffer
see http://gotocon.com/cph-2012/presentation/How%20'Agile%20and%20Lean%20Changed%20my%20Organization for abstract
Read more about AMI here: http://agiletrail.com/2012/11/08/agile-management-innovations-a-primer/
In Perfect Harmony: Digital Governance & CollaborationLisa Welchman
This is a copy of the presentation given by Lisa Welchman at Midwest UX 2014. It focuses on the role of the UX professional and the basics of digital governance.
Collaboration Trends and Strategy Approaches for 2016Dion Hinchcliffe
A curation of my work and research on digital collaboration, including parts still relevant from previous work as well as latest insights for this year. All in all, a huge amount happening in collaboration with new opportunities and some challenges that all organizations must address today.
[Webinar] How to engage teams in the digital eraGlobant
This document discusses engaging teams in a digital era through unique experiences that foster healthy organizational culture. It provides guidance on measuring and improving employee engagement, including leveraging digital tools and aligning employee and customer relationships. Specific recommendations include becoming an extroverted enterprise where executives share content, supporting employee empowerment through a culture of sharing content, making HR more strategic by adopting marketing best practices, integrating tools to create an employee engagement cloud, and shepherding organizational culture by using social behavior and data. The document also shares examples of how one company uses a peer recognition tool called StarmeUp to reinforce values, increase transparency and productivity, and gain insights into organizational culture.
This document discusses the changing role of designers as digital technologies and ubiquitous computing become more prevalent. It notes that designers now must understand how people will interact with and experience technologies, as passive actions can now have unintended consequences. As sensors and data collection become more common, designers' work involves making invisible data flows understandable to users. The interconnected nature of digital technologies means that adding a network connection can significantly change any medium.
Some key developments in the music industry include a shift from ownership to access of music, the ability to capture songs from one's environment and store them in the cloud rather than building a personal collection, and the rise of streaming services providing access to vast music libraries. Streaming services are becoming available on more devices like cars, home entertainment systems, and televisions. Bundled access to streaming services through mobile and broadband plans is growing. Sharing music recommendations through social networks is also increasing in importance.
This document discusses trends in how people access and experience music in the digital age. It outlines 26 "Things to Watch" regarding changes in the music industry, based on research and expert interviews. Some of the key trends highlighted include:
1. Access to music through streaming services is becoming more prominent than ownership of music files or albums.
2. People are shifting from collecting music to capturing songs they discover through apps and sharing platforms to add to their libraries on streaming services.
3. With widespread streaming access, people can listen to almost any song instantly, focusing more on discovering new music for the present rather than building a long-term collection.
Mobile Prototyping Essentials Workshop: Part 1Rachel Hinman
This document outlines an agenda and content for a workshop on mobile prototyping essentials. The morning session discusses what makes mobile UX different than web design and includes exercises on identifying customer needs and ideating concepts in context. The afternoon focuses on mobile prototyping, with exercises on storyboarding, translating graphical interfaces to natural user interfaces, and creating in-screen prototypes. Throughout, the workshop emphasizes designing for the unique aspects of mobile by focusing on needs rather than solutions, understanding context, and allowing interfaces to "speak their power" through ruthless editing.
David Kepron - In Search Of The Millennial Brain: Experience Design For The N...MediaPost
Presentation: In Search Of The Millennial Brain: Experience Design For The Next Generation
We know the digital native generation wants "experiences" but how does this align with retail's need to retain a generation's interest, gain loyalty, change behaviors in virtual and physical environments? Digital is not just new media but a new way of thinking, a genuine rewiring of Millennial processes and expectations. How should marketers in and out of store rethink their own approach to persuasive "experiences" that change hearts, minds and bottom lines.
PRESENTER
David Kepron, Creative Director, Brand Experience Studio
Now, Next, Beyond is our take on how to make sense of changes in the media landscape, including new technologies, trends in consumer behaviour or demography, and our understanding of how marketing works.
This document provides a summary of 10 mainstream trends according to a 2009 trend report. The trends covered include: 1) Home Turf King, where consumers feel empowered and in control on the internet; 2) Seismic Shift, where power is shifting from large established entities to smaller groups and individuals; 3) Fourth Dimension, where technology is blurring lines between reality and virtual experiences; 4) Dreamcatcher, focusing on unique experiences and storytelling; 5) Human Bond Revisited, emphasizing meaningful relationships over material goods; and others relating to sustainability, balance, indulgence, simplicity, and transparency. The report includes definitions and examples for each trend.
Landsman Greenstein Bar Camp Smc Aug 8 2008 NycDean Landsman
The document discusses various topics related to media convergence and integration, social media, and professionalism in using social media. It provides an overview of the evolution of different media forms from early forms like cave drawings to modern television, radio, and the three screen world of TV, computer, and mobile devices. It also discusses how social media can be used to support other media and highlights the importance of professionalism when using social media.
What Old Media can teach New Media: Media Convergence & Integration, Social M...Howard Greenstein
The document discusses various topics related to media convergence and integration, social media, and professionalism in digital communications. It provides a history of different media forms and how they have converged. It also discusses how various media, like television, computers, and mobile devices, are integrated and how users consume content across multiple screens. The document advocates for professionalism when creating and sharing content online.
Connected Technology: Trending the Future | space150 v28space150
Every 150 days space150 reinvents itself. As a part of that exercise we look at what's trending in the last 150 days, so that we can more clearly see what's coming in the future.
We are seeing technology permeate our lives in ways it never had before, and are taking a deeper look at 3 trends: Connected TV, Economies of Sharing, and the digital catalysts that are the newest generation.
During the first european-korean ICT conference in Okura Amsterdam I presentated a view of corperate ICT versus consumer ICT and what both worlds could learn from each other. 100 slides.
The document discusses best practices for writing for the web versus radio. It emphasizes getting to the point quickly, using proper grammar and spelling, summarizing sources concisely, including relevant details, and crafting catchy headlines for web writing. Web stories should be timely, add new perspectives to known stories, encourage user participation, and be shareable on social media. Radio stories can be adapted for the web by "webifying" them with multimedia and links. Web-native storytelling signals include creating web-only stories, linking to additional content, embedding multimedia, updating stories over time, curating related materials, using a scannable format, and listening to audience feedback.
The document discusses best practices for writing for the web versus radio. It emphasizes getting to the point quickly, using proper grammar and spelling, summarizing sources concisely, including relevant details, and crafting catchy headlines for web writing. Web stories should be timely, add new perspectives to known stories, encourage user participation, and be shareable on social media. Radio stories can be adapted for the web by "webifying" them with multimedia and links. Web-native storytelling signals include creating web-only stories, linking to additional content, embedding multimedia, updating stories over time, curating related materials, using a scannable format, and listening to audience feedback.
This document provides a summary of the top 10 mainstream trends according to a 2009 trend report by Sparxoo. It includes summaries of each trend in 1-2 sentences, with examples given for most trends. The trends focus on themes like empowered consumers, a shift in power from large entities to individuals/the masses, the integration of technology into daily life and reality, the search for unique experiences, and rediscovering meaningful human connections.
The document summarizes the 2010 IFPI Digital Music Report. It discusses how the music industry has led the way in the digital revolution by licensing music to over 400 online services. However, digital piracy remains a major barrier to growth, with global music sales falling 30% from 2004-2009. The report examines pioneers in digital music and new business models, but says unchecked piracy prevents investing in new artists and taking digital music to the mass market. It advocates graduated response measures and ISP cooperation to effectively address the problem of piracy.
This document discusses how digital technologies are transforming business through five interconnected webs: the mobile web, social web, media web, real-time web, and machine web. It provides examples of how each web is impacting industries and consumer behavior. The presentation raises questions for business leaders about how these shifts are affecting their companies and whether their CIOs are involved in the strategic conversations around digital transformation.
A presentation that discusses the implications of pervasiveness of IT. What does it mean for business strategies and IT strategies to think of alignment in this new network era?
This document discusses how information technology is impacting business through networked digital infrastructures and platforms. It provides a brief history of the growth of networks and platforms like YouTube, Facebook, and Twitter. It then examines how industries like automotive and music have been transformed as capabilities have shifted across network layers. New layers and linkages across networks allow for disruption at scale, as seen with Apple's transitions from iPod to iPhone to iPad. The document argues that businesses must understand strategy at the nexus of networks to succeed in this environment of pervasive IT, disruption, and dynamic co-creation.
This document summarizes a presentation given by Professor N. Venkatraman on business innovation and transformation opportunities in the media sector. It discusses how emerging technologies like increased bandwidth, connectivity through platforms like Facebook, and mobile access are shifting products, processes and services. It introduces concepts like Moore's Law, Metcalfe's Law and the Bandwidth Law to explain the technology trends driving this change and outlines the challenges of aligning business and technology strategies during times of innovation and transformation.
The document discusses the transition to a global digital network era driven by advances in information technology. Key developments include the rise of social media platforms with hundreds of millions of users, the transformation of industries like automobiles which now have computers and connectivity, and the evolution of the music business from physical to digital formats. It argues that businesses must shift from vertical integration to virtual integration based on relationships across networks to succeed in this new environment.
I use Lou Gerstner's last IBM annual report (2001) to explore strategy and leadership issues, especially to highlight strategy as a pattern of decisions.
The document discusses OnStar, a telematics service provider started by GM, and its strategy for the next decade. OnStar has been successful in its first decade providing services like emergency response, but faces increased competition from partnerships between Ford and Microsoft, and other players. The document considers what new services OnStar could pursue and what partnerships may be needed to ensure its continued leadership in North America through the next decade of rapid growth in the telematics market.
This document discusses the concept of Globalization 3.0 and the opportunities and challenges it presents. Globalization 3.0 refers to the current era of globalization enabled by information technologies where work can be distributed digitally around the world. Some key points made in the document include: healthcare costs are significantly lower for many procedures in countries like India, Singapore, and Thailand compared to the US; global work is increasingly being architected and distributed across transactional, transformational, and tacit work; and strategically positioning globalization efforts around questions of business scope, global footprint, governance, and work design will help companies create and capture value in this new environment.
Here is an overview presentation that I used to get started on thinking about globalization in a network era. This is more about framing the issues than actually proposing specific recommendations.
IT Strategy 2.0: Balancing Innovation and ImplementationVenkat Venkatraman
This document summarizes a presentation given by Professor N. Venkatraman on alignment in the 21st century. The presentation discusses how information technology has become pervasive in many industries and integral to business model innovation. It introduces a framework for "Alignment 2.0" with four building blocks - cost center, profit center, growth center, and investment center - that represent different IT roles in implementation versus innovation. The presentation argues that organizations need clarity on IT's mandate and how it supports both implementation and innovation to create value today and in the future.
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
Introducing Milvus Lite: Easy-to-Install, Easy-to-Use vector database for you...Zilliz
Join us to introduce Milvus Lite, a vector database that can run on notebooks and laptops, share the same API with Milvus, and integrate with every popular GenAI framework. This webinar is perfect for developers seeking easy-to-use, well-integrated vector databases for their GenAI apps.
Dr. Sean Tan, Head of Data Science, Changi Airport Group
Discover how Changi Airport Group (CAG) leverages graph technologies and generative AI to revolutionize their search capabilities. This session delves into the unique search needs of CAG’s diverse passengers and customers, showcasing how graph data structures enhance the accuracy and relevance of AI-generated search results, mitigating the risk of “hallucinations” and improving the overall customer journey.
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Building RAG with self-deployed Milvus vector database and Snowpark Container...Zilliz
This talk will give hands-on advice on building RAG applications with an open-source Milvus database deployed as a docker container. We will also introduce the integration of Milvus with Snowpark Container Services.
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
2. Large Tagline
K/O version
ENVISIONING new ways to compete and win
EXPLORING new theories to guide practice
EXAMINING new logics of value creation and capture
Intelligence at the Edge
Strategic Experimentation
The Connected Home
Winning in the Network Era
Platform Economics
Real Options
Relationship Networks
Architectural Control Points
Visualization
Sensory Networks
Expressive Data Models
Strategy
Convergence
Economics
Technology
Organizational Behavior
Background Illustration: Relationships among firms in the software ecosystem
4. “Cell phone?” Rip asked. Bob
reached into his own pocket
and showed him what a cell
phone looked like.
BRAVE NEW WORLD
As Rip prepared to leave the hospital, he asked the attending nurse when he had to come back for his next appointment.
“Actually,” the nurse said. “We don’t need to see you for awhile. We can keep an eye on you remotely. Just wear this sensor-
packed vest for at least three hours a day, and someone will be able to monitor how you’re doing through the network.
There is a team of specialists based in Bangalore, India, that keeps an eye on patients 24 hours a day. Your vest can transmit
your vital signs wirelessly. If we identify anything of concern, we’ll call you on your cell phone.”
“Cell phone?” Rip asked. Bob reached into his own pocket and showed him what a cell phone looked like.
“We’ll need to get you one of these things,” Bob told him. “Nowadays, practically everyone over the age of 12 has a
phone, which they keep with them.” He offered to run his friend by a phone store on the way home.
5. What was the best way for companies to price
music? Who would emerge as the leading music
aggregators? Will music companies succeed in
clamping down on the illegal copying of music?
A REVOLUTION IN MUSIC
As they entered the front door of Bob’s house, Bob’s teenage look on Rip’s face, Bob gave him a brief tutorial on the basics
daughter, Sara, was lying on the sofa listening to music on her of digital technology and explained how digital music had
headphones. In her hand was what looked like a radio about taken over the music industry.
the size of a small deck of cards. Bob motioned for Sara to “So where do people buy their music—and who makes
come over and say hello to his old friend Rip. money on it?” Rip asked.
Before his coma, Rip recalled, everyone listened to music “Good question,” said Bob. “The technology has reached a
on the radio or played records on turntables. But things were point where what’s possible for consumers to do from a tech-
changing fast even then: increasingly, music was moving to nical standpoint isn’t necessarily what’s desirable for the
cassette tapes, boom boxes were becoming the rage, and recording companies. In fact, there are lots of people out
Sony had just introduced the Walkman, which enabled users there who don’t even buy music anymore—they copy it from
to play music anywhere they wanted. friends or download it from the Internet.”
“Other than the new colors and the sleek style, it seems Rip wondered how the key players in the music industry
that little radios haven’t changed much in the past 20 years,” that he had known were doing in the digital and network
he observed. transformation. How would this shift settle down? Would
“Actually,” Sara replied, “this isn’t a radio—it’s an iPod. The people own music and hold it physically (like they did with
music I’m listening to isn’t from the radio—it’s stored inside. records) or would they pay to access the music they liked
In fact, this little thing contains nearly all of my favorite from remote locations over the network? What was the best
songs—more than 1,000 in total.” way for companies to price music? Who would emerge as the
Rip did the calculation in his head: 1,000 songs was some- leading music aggregators? Will music companies succeed in
where around 100 albums (more than the entire record clamping down on the illegal copying of music?
collection he remembered having). Noticing the perplexed
3
6. ph
on
e
DIGITAL IMAGES TO GO
Rip and Bob then headed into the kitchen to get something to know what she was doing. “Excuse me,” he said. “I’m
drink, Rip hoping that food hadn’t changed much. On the wondering if that is a camera or a phone?”
kitchen table, Rip noticed a small camera. It reminded him of “It’s my new camera-phone,” the woman replied. “It looks
the 35 mm point-and-shoot camera his grandparents gave him like a phone but it has a little camera built into it. It can take
as a high school graduation gift more than 30 years ago—only pictures and a few seconds of video too! I just sent a photo of
smaller. He imagined he still had some prints from his first roll myself to my sister in Dallas and to my boyfriend in Phoenix.”
of film sitting in a shoebox somewhere. Rip was fascinated. “And, is that all it can do?”
Given how much the music world had changed, Rip couldn’t “No, it can also play music, has my address book and a diary
help wondering about photography. Did people still process for my appointments.”
rolls of film at the corner drug store and then mail their favorite The woman noted that she was able to save the digital
prints to relatives? Or was there some new way of recording photos from her phone on her computer, along with other
and sharing images? Well, later that day, Rip saw that, for many photos. Rip thanked her for her time, and he proceeded to
consumers, photography has evolved at least as much as music. think about the impact such a device might have on the
Rip had been sitting on a wooden bench downtown, sipping photography industry. What would happen to companies like
iced tea while waiting for Bob to return from a meeting. Kodak that depended on film and processing? Would people
Nearby, he noticed a woman holding what looked to be a still print photos or store them and view them on electronic
compact camera away from her face, then watched her as she displays? Was there already an industry standard as there had
used her index finger to push buttons. Cradling the device in been for 35 mm, or were battles for standards currently
her left hand, she proceeded to fiddle with more buttons before underway? And how could companies go about capturing
lifting it to her ear, laughing and talking with excitement. value in this network?
When she finished talking, Rip approached her, curious to
camera
pl ayer
mp3
7. WHAT WOULD HAPPEN TO COMPANIES LIKE KODAK
THAT DEPENDED ON FILM AND PROCESSING?
WOULD PEOPLE STILL
PRINT PHOTOS OR STORE
THEM AND VIEW THEM ON
ELECTRONIC DISPLAYS?
WAS THERE ALREADY AN INDUSTRY
STANDARD AS THERE HAD BEEN FOR
35 MM, OR WERE BATTLES FOR
STANDARDS CURRENTLY UNDERWAY?
AND HOW COULD COMPANIES
GO ABOUT CAPTURING VALUE
IN THIS NETWORK?
diary
ad
dre
ss
boo
k 5
8. THE BATTLE FOR THE KITCHEN
Bob’s wife, Samantha, was the manager of a large super- tage of the capabilities RFIDs offer. For example, they
market on the west side of town. After Bob got out of his may want to keep track of the products they bring home
meeting, he and Rip decided to stop by her store. so they know when they are running low on something.
Samantha was thrilled to see Rip again and she offered to They may want us to help them plan healthy meals or
take him on a tour of her market to show him how super- monitor their dietary requirements. Clearly, there will be
markets had changed. a segment of people that views this as an incredible inva-
She began by highlighting some of the experiments sion of privacy. But others are going to see it as a great
that were underway at the store. In one, customers step forward.”
shopped with an electronic “shopping buddy,” which “Is RFID tagging happening only with packaged
accompanied them through the store. Each cart had a goods?” Rip inquired.
scanner, and when customers showed their ID, it down- “No, we’re starting to see it in apparel, electronics, you
loaded their information. A screen showed them what name it,” answered Samantha. “It’s starting to change the
they bought the last time, where items were located, and whole supply chain process. And we’re talking about
also what was on sale that day. The information display more than just products. People use little tags to speed up
allowed the store to customize the shopping experience payments at the gas station, and they use them to pay
for each shopper. their tolls on the highway.”
Rip couldn’t help thinking about George Orwell’s Samantha led Rip into her crowded office. Written on
1984, which he had read as a teenager. Was the super- the white board were notes from a recent brainstorming
market becoming the Big Brother that Orwell predicted? session: “When Homes are Connected…What Should
He turned to Samantha and asked: “Does this mean We Do?” The discussion, she said, had explored the
that you store records of what customers buy? And you future shape and role of supermarkets.
keep it the way people hold onto their tax records?” “Everyday, families all across the country are asking a
“In a word, yes,” said Samantha. “Marketing is useless familiar question: ‘What’s for dinner?’ We need to figure
without good detailed information. Otherwise, you out what supermarkets can do to help customers answer
don’t know how to price or promote your products. It’s that question. Do we do what we’ve always done and
called data mining. We have become very good at gath- simply sell groceries? Or do we redefine what we do and
ering and using the data in our detailed marketing and become more active, for example, in helping families
promotion activities.” plan meals? Some people think that we should move
As Samantha led Rip through the frozen food aisle, she further into the information business and provide
described another experiment that was aimed at helping customers with tools for keeping track of what they eat
supermarkets and other businesses upgrade their logistics and where they eat.”
and inventory control capabilities. She held up a little elec- Samantha paused, then continued: “I guess the real
tronic tag the size of a fingernail. “It’s called RFID—for question is, who’s going to control the information
radio frequency identification,” she said. “Think of it as network in the kitchen? Based on our research, the
the next generation of bar codes. Once you stick a little tag company that controls this could become the Wal-Mart
like this on a container or a product, it can send out a radio of the network era.”
signal with all the relevant information—product type, Rip was trying to grasp the impact of Samantha’s
expiration date, manufacturer, and whatever else we want comments. How significantly did the tags and smart
to capture. You can keep track of where your inventory is shopping devices enhance the capabilities of consumer
and when you need to reorder. You can even track how packaged goods companies? Were big brand companies
your customers use products once they’ve left the store.” like P&G and Kraft learning to use information to
“This sounds an awful lot like Big Brother,” elevate their marketing to the next level or were they
commented Rip. being left behind? Were supermarkets sharing rich data
“Obviously,” Samantha conceded. “Customers will with manufacturers or were they mostly using it to exer-
have to buy into the process. There are a lot of issues cise their bargaining power? Was customer privacy
about privacy that we have not fully thought through yet. becoming a thing of the past? If so, to what extent
But it could be that customers will want to take advan- would customers really care?
9. How significantly
did the tags and smart
shopping devices enhance
the capabilities of
consumer packaged
goods companies?
Were big brand
companies like P&G
and Kraft learning to use
information to elevate
their marketing to the
next level or were they
being left behind? Were supermarkets
sharing rich data
with manufacturers or
were they mostly using
it to exercise their
bargaining power?
7
10. WHY COULDN’T DRIVERS CONNECTED TO THE NETWORK SHARE REAL-TIME
RETHINKING THE CAR
Rip’s mind was reeling. He was trying to make sense of the station?” Bob asked. Within seconds, the woman provided
things he had seen and experienced so far: the medical moni- directions to a Mobil station a little over a mile away.
toring system that was keeping an eye on his condition, the Rip was flabbergasted. “What’s going on?” he asked. “How
new worlds of music and photography, and now the changes does she know where you are? And where is she located?”
in supermarkets and packaged goods. Bob explained the idea of OnStar, that it was owned by
As he climbed into the front seat of Bob’s car, he studied the General Motors but offered as a subscription service through
dashboard intently. He was half-expecting to notice something some other auto companies as well.”
radically different. In appearance, however, it was all too As he filled the car with gas, Bob noted some of the other
familiar: the speedometer was much as he remembered it; the services that were available. “If we get into an accident and the
gas gauge was in the same spot. But as they headed home, Bob airbag deploys, OnStar will call an ambulance if they can’t
began demonstrating some of the new features. establish a voice contact with the driver or passengers.
He pressed a button on the dashboard. Within seconds, they Through global satellite positioning, they’ll know where the
heard a female voice: “Good afternoon, Mr. Brown. How can car is located,” he noted. “Of course, this could also come in
we help you?” handy if the car is stolen. And if I lose my car keys, they can
“Could you please direct me to the nearest Mobil gas unlock this car remotely. They can also investigate why the
11. INFORMATION ABOUT TRAFFIC AND ROAD CONDITIONS WITH OTHER DRIVERS?
‘check engine’ light comes on and tell me if the problem is “They have become nodes on this network.”
serious enough to stop driving.” “That’s a great way to think of it,” said Bob. “And everyday,
Bob noted that the scope of network services for car owners more and more nodes are getting connected.”
didn’t end there. Just last week he had received an e-mail from As Rip considered the implications, he wondered if there
an insurance company offering a new product that was priced were more possibilities to consider. For example, why couldn’t
in part on how fast you drove and where you went, based on drivers connected to the network share real-time information
data from global positioning satellites. Again, Rip’s mind went about traffic and road conditions with other drivers? Could the
back to Orwell, and he wondered if anyone was currently network enhance safety and prevent accidents? Were there
tracking their driving. Was there value in knowing a person’s opportunities for car companies to make more money in serv-
driving routes and patterns over time? ices than in manufacturing?
Bob said he thought that the telematics companies were Rip’s mind went back to music, photography and grocery
sensitive to privacy issues and pointed out that customers still store settings. To what extent was standard setting important
had the option of deciding whether or not to sign up for these in the new networks, and which players would be instrumental
network-based services. in setting them?
“So cars don’t operate solo anymore,” Rip commented.
9
12. PLAYING GAMES ACROSS TIME AND SPACE
Returning home, Bob and Rip entered the family room, where Bob’s 13-year-
old son, Skip, was playing a videogame on his Xbox console. Rip watched him
play for a few minutes and was deeply impressed. Not only were the video
images of Formula 1 racecars eerily realistic but the characters and landscapes
seemed life-like as well. In a burst of excitement, Skip jumped up from the sofa
and waved his fist at the screen.
“Nice try, Brad, “ he yelled, “but now I’m going to run you off the road!”
Rip turned to Bob. “Who is Brad?” he asked.
“Brad is an Australian boy who Skip plays video games with,” offered Bob.
“They’ve never actually met, but thanks to broadband they are able to
communicate and play games in real time over the Internet.”
Rip found the idea of playing with someone on the other side of the world
amazing. When he was Skip’s age, his world revolved around the local kids
with whom he rode the school bus and played sports. It got Rip thinking: What
were the implications of eliminating distance as a constraint? In what other
settings could the same principles apply, and who could reap the benefits?
As they watched Skip play, Bob noted that the maker of Xbox was
Microsoft, the same company that over the past 20 years had come to domi-
nate the operating systems of more than 90 percent of the world’s personal
computers. By controlling the operating system, he explained, Microsoft had
staked out a lucrative position in the industry value chain; now, it was maneu-
vering to establish a dominant position in video games.
After a quiet dinner with Bob and his family, Rip spent the rest of the
evening browsing through a box of magazines, books, and papers Bob had
pulled together for him. Included in the mix was material that probed three
forces of change in recent times: the declining cost of computer processing,
the increase in connectivity, and the explosion of bandwidth. Bob was leaving
on a business trip to China the next morning, but he suggested that Rip spend
the next 10 days catching up on reading and relaxing. If Rip ran out of things
to read, Bob noted, there was more in his study.
“You’ve had an exciting day,” Bob told Rip, “but don’t burn yourself out.
And please stay in our guest cottage. When I get back from my trip, let’s block
out some time to go over your impressions. Why don’t we plan to meet at my
office two weeks from today?”
Before going to bed, Rip unplugged the PDA from his health-shirt and sent
off his latest health data.
14. THE DAWN OF A NETWORK ERA
Bob had a returned after a successful business trip to China. He “My third theme,” Rip continued, “is about key capabili-
now looked forward to his meeting with Rip. He asked a few ties and relationships. In many instances, the old capabilities
colleagues to join him, billing it as an opportunity to hear an that companies relied on are no longer enough. It doesn’t
interesting perspective on the changes that were sweeping matter what business you’re in—today, no business is an island.
their world from Rip—“one of the brightest people I know”. Managers need to find ways to link what they do strategically
As Rip entered the meeting room, he seemed relaxed and with what other businesses do—not just suppliers but perhaps
confident. He had spent the past week holed up liked a grad- even competitors. They need to build strong relationships with
uate student preparing for his presentation and defense of his customers too. These linkages offer important opportunities.
thesis. He dumped a large stack of papers on the table and This is true not only in technology-based industries, where my
began talking with Bob and his colleagues. hardware has to work with your software or my game has to
“I’ve told them a little bit about you,” Bob said. “We’d work with your console. As I learned during my visit to the
all love to hear what you’ve noticed since you’ve been back supermarket, it really needs to happen everywhere—including
and what you’ve been thinking. We could all do with a rather mundane categories like packaged goods. When we
fresh perspective.” were in business school,” Rip remarked, “we used to think of
Rip thanked Bob for the reading material he’d shared and for companies as portfolios of products and businesses. Now,
his family’s hospitality. Then he began presenting his thoughts. companies are portfolios of capabilities and relationships.
“In some ways,” said Rip, “I feel like I have a real advantage “Look at what Sony is doing with its joint venture with
over other people who have seen the world change steadily Ericsson—linking its position in consumer electronics with
over the past couple of decades. For me, the shifts have been Ericsson’s position in telecommunications. And look at what
stark. For the sake of our discussion, I’d like to focus on four Apple is trying to do as an aggregator of digital music and what
major themes that have emerged from my travels around town GM is trying to achieve as a provider of on-board auto services.”
and my reading. Rip paused, wondering how his ideas were being received.
“The first big change—and it’s huge I think—is the As he scanned the room, Bob and one of his colleagues
continued impact of technology forces. We know from were nodding.
Moore’s law that tomorrow’s computers will be faster and “My final point,” Rip said, “is about network orchestration.
cheaper than today’s. We know from Metcalf ’s law that This is related to my previous comments about capabilities and
connectivity is becoming increasingly widespread, and we relationships but it is also closely tied to who will make money
know from Gilder’s law that bandwidth will be more abun- in these new networks. At the moment, I am still trying to
dant. Put them all together and there will be more and more understand what the critical driver of value is in networks. In
strategic opportunities available to those who understand the the physical world, value was driven by land, minerals,
power of the network. We see it in digital music and photog- machines, production process, design, and manufacturing tech-
raphy, and we are seeing it in medicine. We see it in small nology. But what elements are truly rare and valuable today?
things like RFID tags and big things like cars. These three laws “In pursuit of an answer, I made a list of the leading compa-
are creating the new network era. Some seem to focus on one nies in the different business settings. I am struck by the
technology force but not the others. The real power is when number of areas where Microsoft is steadily building a pres-
you look at the three of them together. ence. They seem to want to influence the music industry with
“The second theme I’ll mention has to do with the the Windows Media Player. They are pushing their
incredible pervasiveness and speed of technology. In contrast Smartphone software into the handheld device market. And
to the way it was 25 years ago, when most product categories they have an RFID team that is hoping to shape how that tech-
evolved more slowly, we are now in an age where products and nology gets implemented and adopted.”
business processes are practically changing before our eyes. Rip paused and addressed Bob: “I looked at some of the
Every week some company or another is coming out with a reports you gave me on the automotive sector, and it seems
new feature in their camera or a new way of packaging their that Microsoft also wants to influence the software and
product or delivering their service—then, everyone else tries to connectivity in the automobile. Beyond that, they are trying to
catch up. What makes many of these changes possible is tech- influence how the next generation will access the Net by trying
nology. You can’t predict exactly what will happen next month, to influence the videogame space.” He continued: “I have not
but you need to understand what’s driving the changes so you been able to sort through the meaning of this issue completely
can anticipate how to react. It is pervasive because it is affecting but I think we should think more about who plays the role of
products, processes and services. In the very near future, I can key orchestrator in a changing network—and what it takes to
see it affecting every company and every organization. It will be in that position. This may help us understand the elusive
either touch their products or their business processes or their question of who gets to capture value. It would be interesting
service delivery. And the speed with which it happens is incred- to know if Microsoft is using a playbook that other companies
ible from what I could read and observe. aren’t using—or maybe people just don’t understand. ”
15. Cont
inued
impa
ct of
techn
ology
force
Incredible per s
vasiveness an
d speed of techn
ology
s an d relationships
Key capabilitie
ation
hestr
ork orc
Netw
Rip looked at Bob and his colleagues, who were listening
intently to what he said. Then he began his recap.
“The four themes I’ve mentioned seem to provide a way
to look at the new business space. It seems to me that devel-
oping successful strategies has never been more challenging
for managers. But if you’re able to understand the potential
advantages that networks offer in your particular business
context, you’ll be ahead. Whether it’s music, automobiles,
medicine, or even farming, you need to think about how
networks will change the game—and how you can take
advantage of the network forces in your own world.”
He turned to Bob and asked: “Is what I’m saying consis-
tent with what you see and how managers are thinking
about these shifts, or am I out of touch with what’s
happening?”
Bob didn’t hesitate. “I think your assessment is on the
mark. You’ve really captured the essence of the challenges in
those four themes quite well. As I see it, we are just entering
the brave new world of business networks that are shaped by
technology, and we are all trying to make sense of how things
will unfold. It’s clear that many of the old rules don’t apply.
At the same time, many of the fundamentals of business
remain the same. A lot of managers know that technology is
pervasive and fast changing. Clearly, as you’ve noted, the
value creation and capture question is on everyone’s mind.”
Rip wondered how rapidly companies would respond to
the changes so they didn’t get buried in the avalanche of
network forces. He wondered if the forces would impact
everyone or just some. His gut told him that this was a
massive transformation that all managers needed to prepare
themselves for and that, in many cases, they would need to
act quickly to seize the opportunities.
13
16. forces
logy
echno
t of t
mpac
in ued i
Cont
do f technology
veness and spee
In credible pervasi
Key capabilit
ies and relati
onships
Netw
ork o
rches
tr ation
No Tagline
Small Tagline
Large Tagline
The logos and pictures of products that we have used are copyrighted by the respective companies.
Related Readings
K/O version
Barabási, A. (2002). Linked: The New Science of Networks, Perseus Venkatraman, N. and Lee, C. (2004). “Preferential Linkage and Network
Publishing: Cambridge, MA. Evolution: A Conceptual Model and Empirical Test in the U.S. Video Game
Kulatilaka, N. and Ciriello, J. (2004). “The Story of Island Man: It’s Not Just Sector”, Academy of Management Journal (forthcoming).
the Technology”, BUILDE. Venkatraman, N., Lee, C., and Iyer, B. (2004). “Make Way for the Penguin?
Explaining Commitment to Linux by Independent Software Companies”, Boston
University Working Paper.