Silicon Valley Series: Digital Precision with IIoT, Analytics, AI and Digital Transformation

In this Silicon Valley Series I have the privilege of interviewing very smart and experienced Silicon Valley veterans on a variety of important business trends, technologies and strategies.  I hope you find this series of short interviews interesting.

In this episode, experienced Silicon Valley CEO Tom Thimot and I discuss the Industrial Internet of Things (IIoT), analytics, artificial intelligence (AI) and digital transformation, and how it all plays a role in operating a more precise business that leads to competitive advantages.

Digital Expert Series: Digging into IIoT with AMI Global's Expert Terrence O'Leary

In this episode of the Digital Expert Series, we dig deep into the Industrial Internet of Things (IIoT) with AMI Global's expert Terrence O'Leary.  We learn about all the various components in the IIoT ecosystem including sensors, analytics, security, AI, machine learning, and the competitive advantages available and the strategies employed.


Read more from the Center for Digital Intelligence™ here:

Digital Expert Interviews: Intelligent Automation Expert Alex Veytsman

Intelligent Automation is one of the most exciting and fast growing areas in high tech today.  Everyday we read, watch and listen about more robots, artificial intelligence, sensors and other innovations.  In today's interview with Wipro's Intelligent Automation expert Alex Veytsman, we get to the bottom of the hype and ask the expert what companies are really doing with intelligent automation.  Enjoy!



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Kevin Benedict

Principal Analyst, Futurist, the Center for Digital Intelligence™

Website C4DIGI.com

View my profile on LinkedIn

Follow me on Twitter @krbenedict

Subscribe to Kevin's YouTube Channel

Join the Linkedin Group Strategic Enterprise Technologies

Join the Google+ Community Mobile Enterprise Strategies

***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.

Silicon Valley Series: Security as a Service and Managing Enterprise Security, Processes and Policies

In this Silicon Valley Series I have the privilege of interviewing very smart and experienced Silicon Valley veterans on a variety of important business trends, technologies and strategies.  I hope you find this series of short interviews interesting.

In this episode, I interview the CTO of Cybric, Mike D. Kail, and discuss Security-As-A-Service, and the challenges involved in managing the digital security of a large enterprise when there are so many wireless and mobile connected devices and objects in your IT ecosystem.  Enjoy!

Silicon Valley Series: Cultural Impact on Digital Transformation

In this Silicon Valley Series I am honored to interview a number of very smart and experienced Silicon Valley dignitaries on a variety of important business trends, technologies and strategies.  I hope you find this series of short interviews useful.

In this episode, I interview Tom Thimot, a veteran three time CEO of Silicon Valley companies, on the importance of developing the right culture in your enterprise so you can compete successfully in an age of digital transformation.  Enjoy!

Silicon Valley Series: Evolution of Cloud, Analytics, AI and Human Integration

In this Silicon Valley Series I was honored to interview a number of very smart and experienced Silicon Valley dignitaries on a variety of important business trends, technologies and strategies.  I hope you find this series of short interviews useful.

In this episode, I interview Silicon Valley veteran and three time CEO Tom Thimot on how artificial intelligence and automation are evolving from hybrid models to more trusted automation models.

The 12 Step Plan for Digital Transformation Speed

It took Magellan’s crew three years sailing ships to circumnavigate the earth.  Today, at hypersonic speeds of 7,680 MPH, it takes just over three hours to circumnavigate the earth.  Data on the Internet, however, travels at 670 million MPH, which means it only takes milliseconds to circumnavigate the earth.  In this age of digital businesses and digital interactions, companies must digitally transform to work effectively in a world where mass information moves at these unimaginable speeds.

It's not just IT systems that are impacted by the volume and speed of information.  The creators of business processes that were designed and developed in an analog area, simply never envisioned a business environment that would require these operational tempos.  Analog business processes were designed to have humans involved.  These dependencies were designed to slow down the process to ensure accuracy, compliance and accountability.  Today, however, operating at the slow speeds of an analog, human dependent business process, will doom your company.  Analog business processes must be quickly automated via robotic process automation using artificial intelligence and machine learning to effectively interact with impatient digital customers and B2B partners.

Artificial Intelligence, Combined Actions and Digital Strategies

Fingerspitzengefühl: A German word used to describe the ability to maintain attention to detail in an ever-changing operational and tactical environment by maintaining real-time situational awareness. The term is synonymous with the English expression of "keeping one's finger on the pulse".  The problem with fingerspitzengefühl traditionally, in addition to pronouncing it, has been it is hard for an individual to scale up. Today that is changing.  In a world of sensors, AI and mobile devices, having real-time situational awareness is far easier than ever before.  In fact, today the challenge is not how to do it, but what to do with the massive volume of data that can be provided.

Competition, Artificial Intelligence and Balloons

W. Edward Deming taught that quality is achieved by measuring as much as possible and reducing variations, and reducing variation is achieved by improving the system, not just pieces.  Japan widely adopted Deming's philosophies in the 1950s and became the 2nd biggest economy in the world.  Quality improvement didn't decrease jobs in Japan, it increased jobs.

AI now has the ability to expand and codify Deming's philosophies - to take them to the next level. AI can improve and standardize decision making based on logic, rather than the fear of missing objectives, bonuses or losing one's job.  It can continuously monitor for quality against specifications by analyzing streams of real-time data coming from embedded sensors connected to the IIoT, IoT and IoA (internet of agriculture). This means companies that are aggressive early adopters of these digital technologies will have more knowledge, higher quality and significant competitive advantages, which means more demand for their products, sales, customer service, manufacturing, distribution, etc.  It also means aggressive adopters will likely generate more jobs.

Analyst Kevin Benedict Interviews OSIsoft's Sam Lakkundi on Industrial IoT Platforms

What makes an Industrial Internet of Things platform different from any other IoT platform?  How is real-time data treated differently from data that can be archived and analyzed later?  What role does AI play in IIoT?  All these questions and more are covered in this interview with OSIsoft's Sam Lakkundi.  Enjoy!



Read more articles and watch more interviews at C4DIGI.com.

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Kevin Benedict

President, Principal Analyst, Futurist, the Center for Digital Intelligence™

Website C4DIGI.com

View my profile on LinkedIn

Follow me on Twitter @krbenedict

Subscribe to Kevin's YouTube Channel

Join the Linkedin Group Strategic Enterprise Technologies

Join the Google+ Community Mobile Enterprise Strategies

***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.

Making the Hard Decisions in Digital Transformation

How can an organization with decades worth of accumulated ERP customizations and configurations, IT systems and customized software applications digitally transform fast enough to keep up with the rapidly changing behaviors of digital customers? That is a hard question most organizations are wrestling with today.  Often complex custom IT environments served a purpose in a past era, but today where IT speed and agility are required, they serve as anchors restraining an organization from moving forward and digitally transforming fast enough to compete.

Like a CEO that closes down or sells a profitable business unit because it no longer fits with where the organization is going, CTOs and CIOs must rapidly shut down or replace IT systems and processes that no longer support the reality of today, or the vision of the future based on the best information available today - not yesterday. Keeping an outdated IT system or business process for the purpose of achieving a positive return on the original investment is a strategy based on pride, not logic.

The Center for Digital Intelligence Interview: IoT Platforms with Hitachi's Rob Tiffany

I had the honor of interviewing and disrupting the vacation of Hitachi's CTO for Industrial IoT, Rob Tiffany today.  In this interview we talk all about IoT platforms, big data analytics, architectures, digital twins and solution stacks for industrial IoT.  I learned a lot and hope you will too.



Read more from Kevin Benedict here:

1. Digital Transformation and the New Rules for Start-Ups
2. Digital Transformation and Leadership Development
3. Digital Transformation and Competitive Decision-Making
4. Combinatorial Nature of Digital Technologies and Legos
5. Digital Transformation from 40,000 feet
6. Winning in Chaos - Digital Leaders
7. 13 Recommended Actions for Digital Transformation in Retail
8. Mistakes in Retail Digital Transformation
9. Winning Strategies for the Fourth Industrial Revolution
10. Digital Transformation - Mindset Differences
11. Analyzing Retail Through Digital Lenses
12. Digital Thinking and Beyond!
13. Measuring the Pace of Change in the Fourth Industrial Revolution
14. How Digital Thinking Separates Retail Leaders from Laggards
15. To Bot, or Not to Bot
16. Oils, Bots, AI and Clogged Arteries
17. Artificial Intelligence Out of Doors in the Kingdom of Robots
18. How Digital Leaders are Different
19. The Three Tsunamis of Digital Transformation - Be Prepared!
20. Bots, AI and the Next 40 Months
21. You Only Have 40 Months to Digitally Transform
22. Digital Technologies and the Greater Good
23. Video Report: 40 Months of Hyper-Digital Transformation
24. Report: 40 Months of Hyper-Digital Transformation
25. Virtual Moves to Real in with Sensors and Digital Transformation
26. Technology Must Disappear in 2017
27. Merging Humans with AI and Machine Learning Systems
28. In Defense of the Human Experience in a Digital World
29. Profits that Kill in the Age of Digital Transformation
30. Competing in Future Time and Digital Transformation
31. Digital Hope and Redemption in the Digital Age
32. Digital Transformation and the Role of Faster
33. Digital Transformation and the Law of Thermodynamics
34. Jettison the Heavy Baggage and Digitally Transform
35. Digital Transformation - The Dark Side
36. Business is Not as Usual in Digital Transformation
37. 15 Rules for Winning in Digital Transformation
38. The End Goal of Digital Transformation
39. Digital Transformation and the Ignorance Penalty
40. Surviving the Three Ages of Digital Transformation
41. The Advantages of an Advantage in Digital Transformation
42. From Digital to Hyper-Transformation
43. Believers, Non-Believers and Digital Transformation
44. Forces Driving the Digital Transformation Era
45. Digital Transformation Requires Agility and Energy Measurement
46. A Doctrine for Digital Transformation is Required
47. Digital Transformation and Its Role in Mobility and Competition
48. Digital Transformation - A Revolution in Precision Through IoT, Analytics and Mobility
49. Competing in Digital Transformation and Mobility
50. Ambiguity and Digital Transformation
51. Digital Transformation and Mobility - Macro-Forces and Timing
52. Mobile and IoT Technologies are Inside the Curve of Human Time

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Kevin Benedict

President, Principal Analyst, Futurist, the Center for Digital Intelligence™

Website C4DIGI.com

View my profile on LinkedIn

Follow me on Twitter @krbenedict

Subscribe to Kevin's YouTube Channel

Join the Linkedin Group Strategic Enterprise Technologies

Join the Google+ Community Mobile Enterprise Strategies

***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.

Digital Transformation from 40,000 Feet

The size of competitors and the longevity of their brands, are less predictive of future success than the quality and speed of their information logistics systems, and their ability to use it as a competitive advantage.

More data is being generated today than ever before, and successful companies are investing in business analytics and big data solutions to mine competitive advantages.  There is a new sense of urgency today as businesses realize data has a shelf life, and the value of it diminishes rapidly over time.  In an always-connected world where consumers and their needs are transient, timing is everything and a special type of data is needed - real-time data. In order to capture competitive advantages and contextual relevance before data expires, enterprises must deploy optimized information logistics systems (OILS) that deliver on the potential fast enough to exploit it. 

Mobile consumers are impatient and demand instant results.  IT infrastructures must be able to support real-time mobile and IoT (internet of things) interactions, and this requirement will increase as mobile commerce is predicted to grow to 47% of all e-commerce by 2018.  Supporting real-time information requires not only real-time IT environments, but also digital transformation across the entire organization. In order to succeed, businesses must react to location-based and time-sensitive information while it is still contextually relevant.

Data is the lifeblood of e-commerce, mobile commerce and increasingly in physical stores where the digital and physical worlds are rapidly converging. As commerce rapidly shifts online and mobile, the success of products, brands and companies are increasingly dependent on data and systems that consume it in order to support the demand for more personalized digital experiences (Read Cutting Through Chaos in the Age of Mobile Me). How an organization makes sense of data, protects it, and disseminates it is a complex and challenging issue.

Data strategies and the execution of them will determine the market winners of the future, and the future is now. Businesses are learning from Amazon, Google, Facebook, Netflix and others that effective data and analytics strategies are the secret to success in digital markets (Read How Digital Thinking Separates Retail Leaders from Laggards).  Information dominance is now the strategic business goal. 

In the book Code Halos, authors Malcolm Frank, Paul Roehrig and Benjamin Pring, describe how the revolution today in data and analytic strategies are impacting industry structures in “consistent and violent patterns.”  In another recent study, 82 percent of investors and equity analysts believe industries are being disrupted by innovations in data and analytics.  They believe these innovations will alter competitive dynamics.

In addition to investments in IT, achieving real-time operational tempos in an enterprise takes rethinking business models, organizational structures and business processes.  It requires new ways of operating and employee training.  Supporting real-time operational tempos is a daunting task many will fail to prioritize, and will suffer as a consequence. 

The winners of a digital tomorrow will invest in four key areas:

1. Optimizing their information logistics systems
2. Supporting real-time operational tempos
3. Increasing business agility
4. Using contextually relevant data to personalize digital user experiences  

The purpose of these investments is to capture the value of data, exploit the meaning, and attract more customers and loyalty through the speed of their enterprise operations.  Speeds should be maximized in the following 5 areas:

1. IT system speeds
2. Business process speeds
3. Decision-making speeds
4. Digital and Business Transformation speeds
5. Aligning with changing customer behavior speeds

Optimized information logistics systems that support real-time speeds will take advantage of sensors, online interactions and mobile devices to collect data.  Sensors can take multiple forms.  They can be embedded chip technology that monitors physical and chemical environments and wirelessly transmits digital results, or they can be software code that monitors contextually relevant opportunities, moments and environments (CROME) by reading data inputs collected from all digital sources.  CROME triggers are “meaningful bits of data that when captured and analyzed can activate time-sensitive and relevant personalization that can be used to enhance user experiences.”

CROME triggers integrated with real-time artificial intelligence algorithms can transform the potential value of data, into kinetic value by instantaneously personalizing a user’s experience and making it contextually relevant.  

Businesses that embrace digital transformation will optimize their organizational structures and business models to support the operational tempos required by a mobile and connected world.  By tempos we mean the pace or speed at which the organization must operate to compete successfully.  Increasingly mobile and connected device users demand real-time responses.  To support real-time responses requires an enterprise to move beyond “human time” and into the realm of “digital time” (Read 40 Months of Hyper-Digital Transformation).  Humans as biological entities operate at a pace governed by the sun, moon, and the physical requirements to keep our carbon-based bodies alive.  These requirements and mental limitations make scaling humans beyond these time-cycles impossible without augmentation.  Augmentation takes the form of intelligent process automation, artificial intelligence and algorithms.  These types of augmentation technologies have the advantage of being able to work 24x7x365, and don’t as yet ask for holidays off.

Once an organization is capable of supporting real-time tempos, and can support the personalized interactions mobile users demand, the challenge becomes business agility.

Agility is the speed at which a business can recognize, analyze, react and profit from rapidly changing consumer demands in a hyper-competitive market. Businesses that can accurately understand customer demand and their competition, and then respond faster, will soon dominate those, which are slower.  The military strategist John Boyd called these competitive advantages, “getting inside of your competitor’s decision and response curves.”  This means your actions and responses are occurring at a pace that surpasses your competitions’ ability to comprehend it.

Businesses must recognize the demand for real-time operational tempos is only going to increase and this requires strategy, action and a budget. The principle of acceleration and mobility states, “As the number of connected devices increase, the demand for digita interactions will exponentially increase, resulting in an even greater need for digital transformation involving business operations, business processes and IT environments.”  Delaying a response, or denying the need for these requirements are not winning options.

Sub-optimal information logistics systems, and the glacial operational tempos of yesteryear will not succeed in today’s or tomorrow’s world, and company valuations have already begun to reflect this.  One-third of investors and equity analysts surveyed believe that good data and analytics strategies are rewarding companies with higher valuations.  Gartner’s Douglas Laney has even coined the phrase infonomics to describe how information, as a new asset class, can be measured to estimate its impact on company valuations.

To succeed in the digital future, CIOs must implement innovative data strategies and information logistics systems capable of winning in a real-time world where contextually relevant, instant and personalized experiences are required.  A good new book on the subject of preparing for this new reality is "What to Do When Machines Do Everything." They must develop company cultures where change is viewed as an opportunity.  They must digitally transform their businesses to operate at real-time tempos and move beyond “human-time” limitations to algorithm supported “digital-time.”  They must understand that rapidly changing digital consumer behaviors mandate companies operate in a more agile manner capable of rapid responses to new opportunities and competitive threats.

I invite you to watch my latest short video on digital technology trends and strategies: 

 Follow Kevin Benedict on Twitter @krbenedict, connect with him on LinkedIn or read more of his articles on digital transformation strategies here:

1. Winning in Chaos - Digital Leaders
2. 13 Recommended Actions for Digital Transformation in Retail
3. Mistakes in Retail Digital Transformation
4. Winning Strategies for the Fourth Industrial Revolution
5. Digital Transformation - Mindset Differences
6. Analyzing Retail Through Digital Lenses
7. Digital Thinking and Beyond!
8. Measuring the Pace of Change in the Fourth Industrial Revolution
9. How Digital Thinking Separates Retail Leaders from Laggards
10. To Bot, or Not to Bot
11. Oils, Bots, AI and Clogged Arteries
12. Artificial Intelligence Out of Doors in the Kingdom of Robots
13. How Digital Leaders are Different
14. The Three Tsunamis of Digital Transformation - Be Prepared!
15. Bots, AI and the Next 40 Months
16. You Only Have 40 Months to Digitally Transform
17. Digital Technologies and the Greater Good
18. Video Report: 40 Months of Hyper-Digital Transformation
19. Report: 40 Months of Hyper-Digital Transformation
20. Virtual Moves to Real in with Sensors and Digital Transformation
21. Technology Must Disappear in 2017
22. Merging Humans with AI and Machine Learning Systems
23. In Defense of the Human Experience in a Digital World
24. Profits that Kill in the Age of Digital Transformation
25. Competing in Future Time and Digital Transformation
26. Digital Hope and Redemption in the Digital Age
27. Digital Transformation and the Role of Faster
28. Digital Transformation and the Law of Thermodynamics
29. Jettison the Heavy Baggage and Digitally Transform
30. Digital Transformation - The Dark Side
31. Business is Not as Usual in Digital Transformation
32. 15 Rules for Winning in Digital Transformation
33. The End Goal of Digital Transformation
34. Digital Transformation and the Ignorance Penalty
35. Surviving the Three Ages of Digital Transformation
36. The Advantages of an Advantage in Digital Transformation
37. From Digital to Hyper-Transformation
38. Believers, Non-Believers and Digital Transformation
39. Forces Driving the Digital Transformation Era
40. Digital Transformation Requires Agility and Energy Measurement
41. A Doctrine for Digital Transformation is Required
42. Digital Transformation and Its Role in Mobility and Competition
43. Digital Transformation - A Revolution in Precision Through IoT, Analytics and Mobility
44. Competing in Digital Transformation and Mobility
45. Ambiguity and Digital Transformation
46. Digital Transformation and Mobility - Macro-Forces and Timing
47. Mobile and IoT Technologies are Inside the Curve of Human Time

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Kevin Benedict

Senior Analyst

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 and Time-Space Compression

Speed impacts us in many different and unexpected ways.  It can alter how we perceive the world.  For example, a person might say they live 5 minutes from town.  Five minutes of walking is a third of a mile.  Five minutes by automobile is 5 miles - by airline it could be over 40 miles.  Our perception of five minutes, and the distance and space that can be covered, changes as technologies advance.  Our expectations about what can be accomplished in 5 minutes are transformed.  Instead of one hour of shopping in a brick and mortar store, we expect to accomplish the same in one minute online.  Dr. Paul Virilio a “philosopher of speed” wrote that increasing speeds destroy space, compress time, and alter the way humans perceive reality.   

Time-space compression occurs as a result of technologies that seem to accelerate speed and reduce distances.  Digital technologies such as broadband internet, IoT, smartphones, social media, webcams, Skype, mobile messaging apps, satellites, mobile payments, mobile banking, digital commerce, etc.  All of these digital technologies and capabilities enable us to experience events, participate in activities and collaborate instantly from anywhere in the world.  These capabilities change our expectations and habits, both personally and in our commercial dealings.  Organizations that don’t recognize how their customers’ realities and perceptions are changing and why - won’t succeed.

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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.

Reporting on Industrial IoT Platforms and AI from MWC17

As part of SAP's IoT Influencer program, I had the honor of interviewing Hitachi's Rob Tiffany on Industrial IoT platforms, mobility platforms and the role of artificial intelligence at Mobile World Congress 2017.
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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.

Micron on the Role of Memory in Digital Transformation, AI, VR, Mobility and IoT

Have any of you spent time considering how digital transformation, artificial intelligence, IoT, mobility and virtual and augmented reality are impacted by computer memory? Me neither until this week at GSMA's Mobile World Congress 2017 in Barcelona.  I had the privilege of interviewing Micron Technologies' Gino Skulick, II and getting educated on it.  Very cool information!!!

Download my latest tech trends report with charts and data sources here:  https://www.cognizant.com/FoW/twa-hyper-digital-transformation-codex2478.pdf

Follow Kevin Benedict on Twitter @krbenedict, or read more of his articles on digital transformation strategies here:

1. Artificial Intelligence Out of Doors in the Kingdom of Robots
2. How Digital Leaders are Different
3. The Three Tsunamis of Digital Transformation - Be Prepared!
4. Bots, AI and the Next 40 Months
5. You Only Have 40 Months to Digitally Transform
6. Digital Technologies and the Greater Good
7. Video Report: 40 Months of Hyper-Digital Transformation
8. Report: 40 Months of Hyper-Digital Transformation
9. Virtual Moves to Real in with Sensors and Digital Transformation
10. Technology Must Disappear in 2017
11. Merging Humans with AI and Machine Learning Systems
12. In Defense of the Human Experience in a Digital World
13. Profits that Kill in the Age of Digital Transformation
14. Competing in Future Time and Digital Transformation
15. Digital Hope and Redemption in the Digital Age
16. Digital Transformation and the Role of Faster
17. Digital Transformation and the Law of Thermodynamics
18. Jettison the Heavy Baggage and Digitally Transform
19. Digital Transformation - The Dark Side
20. Business is Not as Usual in Digital Transformation
21. 15 Rules for Winning in Digital Transformation
22. The End Goal of Digital Transformation
23. Digital Transformation and the Ignorance Penalty
24. Surviving the Three Ages of Digital Transformation
25. The Advantages of an Advantage in Digital Transformation
26. From Digital to Hyper-Transformation
27. Believers, Non-Believers and Digital Transformation
28. Forces Driving the Digital Transformation Era
29. Digital Transformation Requires Agility and Energy Measurement
30. A Doctrine for Digital Transformation is Required
31. Digital Transformation and Its Role in Mobility and Competition
32. Digital Transformation - A Revolution in Precision Through IoT, Analytics and Mobility
33. Competing in Digital Transformation and Mobility
34. Ambiguity and Digital Transformation
35. Digital Transformation and Mobility - Macro-Forces and Timing
36. Mobile and IoT Technologies are Inside the Curve of Human Time

************************************************************************

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.