Showing posts with label AR. Show all posts
Showing posts with label AR. Show all posts

The Complexity of Reality

What reality do we live in? That’s a hard question to answer, because often people aren’t sure. This is, however, a question worth asking, because there are growing numbers of sophisticated cyber-influence campaigns that are being directed at our brains by all kinds of different special interest groups for the purpose of influencing our perceived reality.

Reality is complex. There are many different definitions for it, but most are similar to, “The state of things as they exist, not some imagined state.” Herein lies the challenge with reality. All of us interpret what we see differently. The same for all our senses. What tastes good to me might be revolting to you. The same exact item is labeled in our minds differently giving us two distinct realities.

Our senses also aren’t always capable of showing us what exists. Try to imagine reddish green — something that is somewhat like red and somewhat like green. Or, instead, try to picture yellowish blue. Humans can’t do it. Even though those colors exist, these “forbidden colors” are made up of hues whose light frequencies automatically cancel each other out in the human eye.

The dog whistle is another example. The frequency of the sound is in the ultrasonic range, which can be heard by dogs and other animals, but not by humans. Just because we humans can’t hear it, doesn’t mean it isn’t real.

There are technologies and platforms available today, and many more being developed for the next generation of the internet, web 3.0 or metaverse, that can deliver intense and immersive 3D experiences that will potentially offer up a wide range of different sensory experiences that will look real. It’s important, as we navigate these alternative realities, that we educate ourselves on how they work on our brains and our interpretation of realities.

We have all seen videos of people wearing 3D headsets playing video games and stumbling into furniture and running into walls. The alternate reality presented by the game collided with the physical reality of their living rooms. These immersive experiences, at least temporarily, created an alternate reality that made people act strangely and put themselves in harm’s way. Choosing and protecting your own reality is more than fun and games. It can have serious real-world consequences.

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Kevin Benedict
Partner | Futurist at TCS
View my profile on LinkedIn
Follow me on Twitter @krbenedict
Join the Linkedin Group Digital Intelligence

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

Patterns, Platforms, Competitive Advantages and Automation

Any significant business process that can be documented and best practices identified - will be.  Any defined process that can be standardized - will be.  Standardized processes that can be codified and automated (through robotic software automation), will be - if the volume justifies it.  If the process is repeatable across many companies it will be offered as a shared service on a platform in a cloud.

If you agree with these technology maxims, then you are likely to agree that most existing business processes offer little competitive advantages in the long run, and the advantages of new innovations are fleeting so must be captured early.  They will eventually become part of a shared services platform followed and used by your competitors.  For example, 20 and 40 foot shipping containers offered a competitive advantage for shipping companies and ports that were early adopters, but only for a very short period of time.  After a quick few years the entire world standardized on them and the competitive advantage disappeared.

The 3 Tsunamis of Digital Transformation - Be Prepared

  • Cybersecurity (59%)

  • Big data/business analytics (54%)
  • Mobile technologies (40%)

  • Cloud computing (32%)
  • Social media (31%)
  • Collaboration technologies (26%)
  • IoT/sensors (26%)
  • Biotechnology (25%)
  • Telepresence (Skype, Google Hangouts, etc.) (49%)
  • Digital currency (49%)
  • Artificial intelligence (46%)
  • Robotic process automation (software) (41%)
  • Sharing economy platforms like Uber (39%)
  • Nanotechnologies (35%)
  • Robots (hardware) (33%)
  • Telematics (29%)
  • Wearables (28%)
  • Blockchain (43%)
  • Geospatial information systems (41%)
  • 3-D printing (40%)
  • Virtual reality (39%)
  • Autonomous self-driving cars (34%)
  • Drones (33%).
Watch the 3-minute video: 
  1. Bots, AI and the Next 40 Months
  2. You Only Have 40 Months to Digitally Transform
  3. Digital Technologies and the Greater Good
  4. Video Report: 40 Months of Hyper-Digital Transformation
  5. Report: 40 Months of Hyper-Digital Transformation
  6. Virtual Moves to Real in with Sensors and Digital Transformation
  7. Technology Must Disappear in 2017
  8. Merging Humans with AI and Machine Learning Systems
  9. In Defense of the Human Experience in a Digital World
  10. Profits that Kill in the Age of Digital Transformation
  11. Competing in Future Time and Digital Transformation
  12. Digital Hope and Redemption in the Digital Age
  13. Digital Transformation and the Role of Faster
  14. Digital Transformation and the Law of Thermodynamics
  15. Jettison the Heavy Baggage and Digitally Transform
  16. Digital Transformation - The Dark Side
  17. Business is Not as Usual in Digital Transformation
  18. 15 Rules for Winning in Digital Transformation
  19. The End Goal of Digital Transformation
  20. Digital Transformation and the Ignorance Penalty
  21. Surviving the Three Ages of Digital Transformation
  22. The Advantages of an Advantage in Digital Transformation
  23. From Digital to Hyper-Transformation
  24. Believers, Non-Believers and Digital Transformation
  25. Forces Driving the Digital Transformation Era
  26. Digital Transformation Requires Agility and Energy Measurement
  27. A Doctrine for Digital Transformation is Required
  28. Digital Transformation and Its Role in Mobility and Competition
  29. Digital Transformation - A Revolution in Precision Through IoT, Analytics and Mobility
  30. Competing in Digital Transformation and Mobility
  31. Ambiguity and Digital Transformation
  32. Digital Transformation and Mobility - Macro-Forces and Timing
  33. Mobile and IoT Technologies are Inside the Curve of Human Time
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Kevin Benedict
Senior Analyst, Center for the Future of Work, Cognizant
View my profile on LinkedIn
Follow me on Twitter @krbenedict
Subscribe to Kevin's YouTube Channel
Join the Linkedin Group Strategic Enterprise Mobility
Join the Google+ Community Mobile Enterprise Strategies

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I am a mobility and digital transformation analyst, consultant and writer. I work with and have worked with many of the companies mentioned in my articles.

Robots, AI and the Next 40 Months

Download the full report for free here.
Watch the report video here.
  1. You Only Have 40 Months to Digitally Transform
  2. Digital Technologies and the Greater Good
  3. Video Report: 40 Months of Hyper-Digital Transformation
  4. Report: 40 Months of Hyper-Digital Transformation
  5. Virtual Moves to Real in with Sensors and Digital Transformation
  6. Technology Must Disappear in 2017
  7. Merging Humans with AI and Machine Learning Systems
  8. In Defense of the Human Experience in a Digital World
  9. Profits that Kill in the Age of Digital Transformation
  10. Competing in Future Time and Digital Transformation
  11. Digital Hope and Redemption in the Digital Age
  12. Digital Transformation and the Role of Faster
  13. Digital Transformation and the Law of Thermodynamics
  14. Jettison the Heavy Baggage and Digitally Transform
  15. Digital Transformation - The Dark Side
  16. Business is Not as Usual in Digital Transformation
  17. 15 Rules for Winning in Digital Transformation
  18. The End Goal of Digital Transformation
  19. Digital Transformation and the Ignorance Penalty
  20. Surviving the Three Ages of Digital Transformation
  21. The Advantages of an Advantage in Digital Transformation
  22. From Digital to Hyper-Transformation
  23. Believers, Non-Believers and Digital Transformation
  24. Forces Driving the Digital Transformation Era
  25. Digital Transformation Requires Agility and Energy Measurement
  26. A Doctrine for Digital Transformation is Required
  27. Digital Transformation and Its Role in Mobility and Competition
  28. Digital Transformation - A Revolution in Precision Through IoT, Analytics and Mobility
  29. Competing in Digital Transformation and Mobility
  30. Ambiguity and Digital Transformation
  31. Digital Transformation and Mobility - Macro-Forces and Timing
  32. Mobile and IoT Technologies are Inside the Curve of Human Time
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Kevin Benedict
Senior Analyst, Center for the Future of Work, Cognizant
View my profile on LinkedIn
Follow me on Twitter @krbenedict
Subscribe to Kevin's YouTube Channel
Join the Linkedin Group Strategic Enterprise Mobility
Join the Google+ Community Mobile Enterprise Strategies

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I am a mobility and digital transformation analyst, consultant and writer. I work with and have worked with many of the companies mentioned in my articles.

Digital Transformation - A Revolution in Precision Through IoT, Mobility and Analytics

Fog of War
Sensors allow us to digitally monitor our physical world, and take real-time action on the data from afar.  Plant managers, in fact, can manage multiple manufacturing locations around the world in real-time via sensors and Internet connectivity.  Drone pilots in the Nevada desert; project military force by flying combat missions around the world via sensors and remote control.  Trucking companies can track and manage, via telematics, thousands of trucks, trailers and their cargo all across the country in real-time.  As automation increases due to advances in sensors, bandwidth, artificial intelligence, algorithms and machine learning - precision becomes not only possible, but also all-important.

The “fog of war” describes a chaotic and competitive environment filled with unknowns, uncertainty and imprecise data.  In a not so distant past, military leaders suffering in the "fog of war," desperately sought answers to four key questions:

  1. Where are my enemies?
  2. Where are my friends?
  3. Where are my forces?
  4. What are their strengths?

These unknowns and uncertainties impacted the strategies and tactics military leaders employed. Their focus, and many of their resources, were dedicated to defending against the unknown.  Today mobile apps, sensors and analytics are reducing the “fog of war” in many industries and markets by making more of it “known.”  How then is the revolution in precision transforming businesses and strategies today?

Many companies have not evolved from antiquated business models based on the “unknown and imprecise”, and continue to throw good money after bad by following "estimate-based" models. Sears’ reported this quarter that their sales decreased, and on-hand inventories increased.  These numbers seem to reflect an estimate-based model lacking precise market knowledge.

Many companies continue to follow old school estimate-based models and business case studies that don’t incorporate the availability of massive quantities of real-time data available today.  They have yet to change their strategies and tactics to support the new precision models.

The retailer Macy’s, is also facing a challenging quarter. In response they announced a new business strategy focusing on individual customers and personalizing their experiences (read more on personalization in Cutting Through Chaos in the Age of Mobile Me).  In the past Macy’s focused on selecting inventory and marketing to “regions,” not “individuals." Macy’s regional approach highlights the challenge many companies face exploiting precision data. Edward Deming, the father of quality improvement, once said, “The big problems are where people don't realize they have one in the first place.”  But in this case it seems Macy’s recognized the problem.

Mass marketing to regions is the antithesis of precision.  It is an “estimate-based” strategy formulated in a time when there was inprecise data.  It is not a strategy for today.

Ignoring today’s “revolution in precision” is like a manufacturer ignoring the “continuous quality improvement” (CQI) movement over the past 60 years. CQI is the process-based, data-driven approach to improving the quality of a product or service. It operates under the premise there is always room for improving operations, processes, and activities to increase quality. CQI teaches the importance of measuring everything and working with precise data to document reality and to recognize progress. The American automobile industry tried ignoring CQI for many years and suffered the consequences, while the Japanese auto industry excelled at quality. In another classic quote from Edward Deming, he said, “It is not necessary to change. Survival is not mandatory.” Taking advantage of precision is a must if surviving is in your plan.

The revolution in precision we are experiencing today is the result of our ability to precisely measure, in real-time, all kinds of new things that impact our business as a result of the Internet, mobile devices and connected sensors. These developments make precise data available from all corners of the globe in real-time. Precise data today makes traditional estimate-based business models, strategies and tactics obsolete.

Follow me on Twitter @krbenedict

Watch my latest video at https://www.youtube.com/watch?v=Oi1GJC_1Ddk&feature=youtu.be
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Kevin Benedict
Senior Analyst, Center for the Future of Work, Cognizant Writer, Speaker and World Traveler
View my profile on LinkedIn
Follow me on Twitter @krbenedict
Subscribe to Kevin'sYouTube Channel
Join the Linkedin Group Strategic Enterprise Mobility
Join the Google+ Community Mobile Enterprise Strategies

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I am a mobility and digital transformation analyst, consultant and writer. I work with and have worked with many of the companies mentioned in my articles.

Interviews with Kevin Benedict