Showing posts with label center for the future of work. Show all posts
Showing posts with label center for the future of work. Show all posts

How Do Mobile Experts Use Mobility and What Does it Mean for Retailers?


One hundred percent of mobile experts in our recent survey of 108 mobile experts purchase products online.  Ninety percent have purchased products and services using mobile devices, but only 13% use mobile devices exclusively for purchasing products. Forty-five percent typically use only desktops/laptops, and 40% use both equally.  These are some of the findings from the survey we conducted in May of 2015.

How often do mobile experts purchase products and services using their mobile devices?  Only 1% purchase products using mobile devices daily, 30% weekly, 43% monthly and 20% once every three months.

Wow!  I am a one-percenter!!!  I use my Starbuck's app and Apple Pay often multiple times in a day.

In another recent survey of 5,000 people in North America that I was involved in titled Cognizant's 2015 Shopper's Survey, we found 73% still prefer using desktops/laptops for online purchases. This does not mean mobile devices were not used in the path-to-purchase journey, rather desktops/laptops are often preferred for payments.

Our findings also reveal a typical path-to-purchase journey involves multiple platforms and devices. Often smartphones are used for quick searches and discovery, tablets are used for in-depth immersive product research, and desktops/laptops for purchases.  People even change their device preferences depending on the time of day.  Mobile devices are popular in the morning, at lunch and in the late afternoon.  Desktops and laptops are popular during business hours, while tablets are popular in the early to late evenings.  This points to the popularity of living room and in-bed shopping.  When asked where they are located when making online purchases they answered:
  • 46% in the living room
  • 36% at work
  • 29% in the bedroom
  • 24% in the TV room
  • 20% in coffee shops or restaurants
The use of multiple devices and platforms at different times of the day makes it challenging for online retailers and marketers to track consumer interests.  When asked the time of day when they make most of their online purchases, mobile experts listed the times in the following order by popularity:
  1. Early morning
  2. Mid-morning/Early afternoon
  3. Noon
  4. Late night
Our findings reveal that the retail strategies of yesteryear are insufficient for future success.  Today those involved in mobile commerce have many new challenges.  Mobile users follow different path-to-purchase journeys across multiple devices, times and locations.  These journeys look different for different demographics, categories of products and products with different price points as well. Context is mandatory today to understand how to personalize a digital experience.  Recommending places to eat in San Francisco based on my past preferences, when I am in Boston isn't useful.

Collecting greater quantities of data with users' permission in order to provide a contextually relevant and personalized experience is a hurdle retailers must overcome.  I have some thoughts.  Stay tuned for my new report, "Cutting Through Chaos in the Age of "Mobile Me."

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Kevin Benedict
Writer, Speaker, Senior Analyst
The Center for the Future of Work, Cognizant
View my profile on LinkedIn
Read more at Future of Work
Learn about mobile strategies at MobileEnterpriseStrategies.com
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.

Mobile Commerce, Speed, Operational Tempos and the Real-Time Enterprise, Part 1

In a recent survey of eighty IT and business professionals, 73 percent responded that having optimized mobile applications and user experiences was “very important to critical” to their company’s future success.  In the same survey however, 78 percent reported their mobile strategies and plans were inhibited or limited by their existing IT environment. These results reveal a critical gap between the requirements for success and the reality of the obstacles enterprises are facing. Overcoming these challenges is the strategic imperative facing large enterprises today.

Enterprises understand that digital transformations being driven by mobile technologies and the Internet of Things (IoT) are changing their industries and markets. Consumer behaviors are changing at speeds never before seen, which impacts how businesses operate and bring products to market. These rapid changes are forcing enterprises to change their strategies in R&D, manufacturing, distribution, marketing, and sales. They are being forced to reconsider budget priorities and plans. They feel uneasiness. They are concerned with their ability to remain competitive, to understand real-time market trends, and to be agile and flexible enough to respond in time. They do know, however, that mobile technologies, sensors, and information management are at the forefront of these changes and are key components of any plans and strategies.

As organizations begin developing mobile strategies and implementing mobile apps, they quickly realize that simply developing and deploying basic mobile apps, infrastructure, and frameworks are not enough. They must push further and implement a real-time enterprise to remain competitive. This real-time requirement is at the root of many additional challenges. Eighty-four percent of survey participants reported they have IT systems too slow or incapable of supporting real-time mobility, which negatively impacts mobile app performance and user experiences.

Jonathan Gabbai, Head of International Mobile Product at eBay, recently reported almost half of eBay’s transactions globally are now touched by mobile.  Users conduct product research, create wish lists, and complete transactions using mobile applications. With so much business now depending on mobile device, application, and website performance, the user experience must be outstanding in order to be competitive. An October 2014 Harris Poll survey found that 37 percent of U.S. smartphone and tablet owners now favor mobile shopping over in-store shopping, and Google reports that 79 percent of consumers now say they use a smartphone to help with shopping.  These numbers alone should move mobile technologies up the priority list of any business.

Although an increasing number of shoppers prefer the convenience of mobile shopping, they still remain hard to please. Forty-six percent of mobile shoppers say they will leave a mobile app or mobile site if it fails to load in three seconds or less, while 80 percent will leave if the mobile app or site is buggy or slow.  Consumers’ expectations on what defines a good user experience are changing fast, but seem always to begin and end with speed.

Continue to Part 2 and Part 3 in this series.

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Kevin Benedict
Writer, Speaker, Senior Analyst
Digital Transformation, EBA, Center for the Future of Work Cognizant
View my profile on LinkedIn
Read more at Future of Work
Learn about mobile strategies at MobileEnterpriseStrategies.com
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.

Mobile Consumer Behaviors - The Seven Essential Questions

Digital Transformation is the process of updating your business and IT infrastructure to align with today's and tomorrow's consumers.  Today that is important, but hard to do.  Mobile consumer behaviors are changing far faster than most IT budgets and initiatives and that can cause problems.  If your customers are adopting technologies and changing their path-to-purchase journeys at a pace that is faster than you can deliver, then you are opening up an opportunity gap for a more nimble competitor.

Do your internal sales and executive strategy sessions begin with these questions:
  1. Where are our customers to be found?  
  2. What technologies are our customers using?  
  3. How are our customers' path-to-purchase journeys' changing?  
  4. Are we meeting our customers along their path-to-purchase journeys and supporting them?
  5. Are we digitally transforming at a pace that will keep us aligned with our customers' pace of change?  
  6. Is our IT budget aligned with the required pace of change?  
  7. Are we re-engineering business processes to align with required digital transformations and mobile consumer behaviors?
According to comScore's quarterly State Of Retail report, in the first quarter of 2014, 78 percent of the U.S. population age 15 and above bought something online.  That percentage is expected to continue to grow.  In addition, BusinessInsider.com reports the key age group of 18-34 year olds spend nearly $2,000 per year online now. In addition, in a recent Experian survey 55 percent of e-commerce shoppers in the U.S. live in households with incomes above $75,000 (40 percent were in households earning $100,000 and above). We are into serious numbers worthy of our attention.

The point has been made.  We all recognize there is a lot of money to be made catering to online shoppers.  The problem is - just when many companies thought they had their e-commerce capabilities and strategies under control, consumer behaviors change.  How?  They jumped to mobile devices in the form of smartphones and tablets for much of the path-to-purchase journey.  In fact, in our analysis over three-quarters of path-to-purchase journeys are already completed before vendors are contacted, and much of it was completed using mobile devices.   If a retailer waits to be contacted before attempting to influence, they have missed the boat.  If marketing campaigns are desktop/laptop centric, they have missed key opportunities and demographics to influence.  If customers don't contact vendors until late in the path-to-purchase journey, then how can retailers effectively influence buying decisions?  They need to understand consumer behaviors in general, and mobile consumer behaviors in particular.

In a recent survey I conducted of 108 business and IT professionals, all purchased products and services online.  Of those, eighty-nine percent purchase products and services online using mobile devices (smartphones and/or tablets).  However, when asked what means they typically use for online purchases, thirty-nine percent answered desktops/tablets, twelve percent mobile devices, and forty-eight percent answered both desktop/laptop and mobile devices regularly.  This data highlights the fact that many mobile consumers still wait to purchase products online using desktops/laptops even if they researched the products on smartphones and tablets.  The use of multiple devices and computers in the path-to-purchase process highlights the need to support customers across all channels to ensure they have a beautiful and consistent customer experience.   This is not easy as there are a lot of moving parts and technologies involved.

To add to the complexity retailers face, different parts of the path-to-purchase journey are favored on different devices.  Yikes!  On-the-go searches and quick information discoveries are favored for smartphones.  Just search for a product or service and save the link.  In-depth research and rich product comparisons are often done on tablets with bigger screens.  For online purchases, consumers still overwhelmingly use desktops/laptops as they are assumed to be more secure.  Understood?  Don't, however, forget that many consumers still only use desktop/laptops and their behavior is different.  In fact, Cognizant just completed its 2015 Shoppers Survey of 5,000 people and forty-three percent typically only use computers for online shopping activities.

How often do people use mobile devices to make online purchases?  From my recent survey (108 business and IT professionals):
  • Daily 1.8%
  • Weekly 28.7%
  • Monthly 43.5%
  • Quarterly 19.4%
  • Yearly 5.5%
What time of day do consumers shop using mobile devices?  Here are the top three times from my recent survey ranked in order:
  1. Early morning
  2. Mid morning
  3. Early afternoon
Seems simple. Focus from 6 AM to 2 PM in each time zone, right?  Wrong!  When you look at different mobile consumer behaviors by age, there are considerable differences.  That means if you are selling to an older age group, they have very different online and mobile consumer behaviors than 18-24 year olds. The younger age groups spike upward in online shopping late at night, after all of us old people are asleep in bed.  Besides, desktop users find shopping in bed quite painful after a few minutes.

What location are mobile consumers at when they shop online?  That depends on what stage in the path-to-purchase they are in.  Here are the most popular locations for mobile consumer shopping from my recent survey ranked in order of popularity:
  1. Home - living room
  2. Work - desk
  3. Home - bedroom
  4. Home - TV room
  5. Coffee Shop/Restaurant
  6. Commuting - automobile/taxi/train/airplane/subway
If this mix is not rich enough, let's add gender differences!  In a November 2014 study conducted by Burst Media and Rhythm NewMedia titled Online Insights - Mobile Shopping Behaviors, it was found that among respondents who use mobile device(s) inside a physical retail location to help with the shopping experience, 58.3 percent were women and 47.7 percent were men.  That difference is meaningful.

I will stop here for today.  I am writing a lengthy report now on all the details of these studies.  If you would like to review these findings in detail and arrange a briefing, please contact me.  The bottom line is that consumers' path-to-purchase has been significantly impacted by mobile devices and if retailers and etailers are not in step with these changes, they will lose to competitors that are.

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Kevin Benedict
Writer, Speaker, Senior Analyst
Digital Transformation, EBA, Center for the Future of Work Cognizant
View my profile on LinkedIn
Learn about mobile strategies at MobileEnterpriseStrategies.com
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.

Robots and I - Intelligent Process Automation, Siri and More

Today I had the privilege of interviewing two robotics and process automation experts.  I learned there are many different kinds of robots including the humanoid types we see in movies, and robots made entirely out of software.  In this interview we discuss Rob Brown's recent white paper titled Robots and I, the different forms of robots, and then dig deep into how software robots are transforming many industries today with expert Matt Smith.  Enjoy!

Video Link: https://youtu.be/qOPFD3vshec


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Kevin Benedict
Writer, Speaker, Senior Analyst
Digital Transformation, EBA, Center for the Future of Work Cognizant
View my profile on LinkedIn
Learn about mobile strategies at MobileEnterpriseStrategies.com
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.

Smartphones, SMAC, Political Chaos and Hope

Capturing the physical world and
digitizing it.
Wael Ghonim, a former manager for Google in Egypt, and others used Facebook and Twitter to organize demonstrations throughout Cairo that ultimately forced a regime change.

While Twitter, Facebook and YouTube received most of the publicity for their roles in disseminating information during the Arab Spring, it was the smartphone connected to the Internet and SMAC (social, mobile, analytics and cloud) solutions that made it all possible. Smartphones enabled information to be collected, packaged and transmitted for mass distribution in near real-time.

Matt J. Duffy, a teacher of journalism and new media at Zayed University in Abu Dhabi, United Arab Emirate writes, "During the January 25 protests in Egypt, for instance, protesters would carry their smartphones with them into the streets.  They could offer first-hand reports using their smartphones connected to Twitter, Facebook and YouTube. Often their information was verified with short video clips or photographs taken from their phones and effortlessly weaved into Facebook or Twitter updates."  Rick Sanchez, a former CNN correspondent, added his views that, "The smartphone is and was “The best piece of news equipment ever invented.”

Mobile technologies connected to the Internet have demonstrated their ability to influence and organize change, and to help people become free from autocrats, but has it actually made things better?  Change, as we know, does not always equal better.

Author Thomas L. Friedman wrote a series of articles in the New York Times this month titled Order vs. Disorder.  In this week's article he quoted his teacher and author Dov Seidman, “Protecting and enabling freedoms,” says Seidman, “requires the kind of laws, rules, norms, mutual trust and institutions that can only be built upon shared values and by people who believe they are on a journey of progress and prosperity together.”

Many people, at no fault of their own, are born in lands with limited opportunities and freedoms.  The components identified above, that are necessary for long-term freedoms simply don't exist.  What chance have these people to realize their dreams of freedom? Where is hope to be found?  In many regions leadership change is frequent, but the results seem to remain the same.  So the ability to influence change does not equal making things better.

It is necessary when thinking about complex and important issues to first define terms.  Friedman writes there are different ways of defining freedom.  He explains that over the past few years many peoples in search of freedoms have overthrown or replaced autocrats, systems and governments, and in doing so have become "free-from" them, but often they failed to achieve the notion of "free-to."  They have failed to become "free-to" vote in a democratic government, have a reasonable level of personal security, practice their religion in a safe environment, express themselves in art, express one's opinions in public without fear, establish the rule of law, gain an education for both sexes, create a trusted and stable economic system where one can engage in commerce and wealth generation, etc.  The concept of "free-to" rather than "free-from" is powerful.  How can mobile technologies promote and support an environment that is "free-to?"

Friedman goes on to write, "Values-based legal systems and institutions are just what so many societies have failed to build after overthrowing their autocrats." That’s why the world today can be divided into three kinds of spaces:
  1. Countries with “sustainable order,” or order based on shared values, stable institutions and consensual politics
  2. Countries with "imposed order," or order based on an iron-fisted, top-down leadership, or propped-up by oil money, or combinations of both, but no real shared values or institutions
  3. Regions of "disorder," where there is neither an iron fist from above nor shared values from below to hold states together.
Can mobile technologies not just support and influence "free-from" efforts, but also "free-to" efforts?" I believe the answer is yes.
  • I think of mobile payments supported by stable, trusted multinational organizations that adhere to internationally accepted norms and laws.  Multinational organizations beyond the control of regional "imposed order" or "disorder."  They provide trusted mobile apps and mobile payment systems with cross-border and multi-currency support.  They provide transparency and accountability.  They enable direct payments to mobile phone accounts that are beyond the reach of corrupt hands.
  • I think of mobile commerce.  The ability to buy and sell via online markets beyond the control of local thugs  
  • I think of online education available to anyone with Internet connectivity and a smartphone.
  • I think of the ability to share ideas, organize and to collaborate using mobile phones.
  • I think of idea exchanges and connections that enhance innovations
  • I think of micro-loans that enable start-ups and small businesses to grow 
  • I think of data collection and news reporting in near real-time via mobile devices
Can shared values, stable institutions and consensual politics, the building blocks of a "free-to" environment, also be developed and supported via mobile devices connected to the Internet?  If peoples suffering under "imposed order" or "disorder" cannot realize the "free-to" environment within their country's borders, can they find it beyond in a mobile and digital world?

In considering current immigration debates, it is apparent the country you are born into means a lot. At birth you are either a winner or loser of life's lottery based on which side of a border you find yourself. On one side there is an abundance of "free-tos" and opportunities, while on the other there is not. Is it possible that we can change this model? Can mobile technologies and the Internet help create a more flexible boundary - perhaps even a mobile boundary beyond the control of local despots.  A boundary that can be reshaped and expanded as a result of mobile and digital technologies?  Can the digital world with mobile boundaries provide many of the "free-tos" that man-made borders on a map often deny today?  Can there be a digital universe in parallel to the physical where "free-tos" exist in abundance and are but a smartphone connection to the Internet away?

In the long-term, will the digital world be able to influence and shape the physical world to make it a better place?  I think the answer lies in how we move forward into the digital future.  Will we be able to move beyond our digital minutia, selfies and cat videos into nobler pursuits?  For the good of all, will we create shared values, stable and trusted institutions and consensual politics in the digital realm where we have failed in the physical?  Can we become a digital community of people who not only believe they are on a journey of progress and prosperity together, beyond the reach of despots, or will the tribalism and violence of the physical world invade and corrupt the digital as well?

Thoughts?
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Kevin Benedict
Writer, Speaker, Senior Analyst
Digital Transformation, EBA, Center for the Future of Work Cognizant
View my profile on LinkedIn
Learn about mobile strategies at MobileEnterpriseStrategies.com
Follow me on Twitter @krbenedict
Join the Linkedin Group Strategic Enterprise Mobility
Join the Google+ Community Mobile Enterprise Strategies
Recommended Strategy Book Code Halos
Recommended iPad App Code Halos for iPads

***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.

The Real Challenge of Mobile Apps is Real-Time

Can you imagine a scenario where you ask Apple’s Siri a question, and she says, “Can I get back to you in 5 minutes?”  Wouldn't that be irritating?  Information and requests for information have a shelf life. The information is requested at a specific time for a reason.  If you send me the information in 5 minutes I have probably moved on to something else.

In a recent survey I conducted with 79 participants involved in mobile technologies and projects, 83.7% said they or their clients' have IT systems that are too slow or incapable of supporting real-time mobile application requirements. That is a problem.

Many organizations are facing a challenging time supporting the real-time data requirements of mobile applications.  They are recognizing that significant work needs to be done inside their complex IT environment to ensure that data queries and reports can be produced instantly for use on mobile applications.  In many organizations upgrading and enhancing their IT ecosystem for mobile applications represents a major investment.  This is driving increased interest in cloud based solutions that often use newer and faster processes, designs and architectures.

Speed of response is important to the mobile user experience.  The speed in which your IT environment can support mobile applications is a competitive differentiator.  As more applications incorporate location, predictive and context aware elements, the speed of supporting IT systems will become even more important to the end user.  No one wants a turn-by-turn navigation system giving driving instructions that are delayed by 30 seconds, “You should have turned back there,” is not an acceptable response for most of us.

Retailers are also increasingly interested in interacting with onsite shoppers via mobile devices.  They want to recognize you, your shopping habits, past purchases and preferences and today’s shopping needs all while you are browsing their aisles.  This requires the ability to collect appropriate data, query databases and share relevant information with both the shoppers and the staff in the store so the customer’s experience is enhanced and the sales optimized.

None of this happens by accident.

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Kevin Benedict
Writer, Speaker, Editor
Senior Analyst, Digital Transformation, EBA, Center for the Future of Work Cognizant
View my profile on LinkedIn
Learn about mobile strategies at MobileEnterpriseStrategies.com
Follow me on Twitter @krbenedict
Join the Linkedin Group Strategic Enterprise Mobility
Join the Google+ Community Mobile Enterprise Strategies
Recommended Strategy Book Code Halos
Recommended iPad App Code Halos for iPads

***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.

Mobile Solutions, the Internet of Things, Code Halos and Enterprise Strategies, Part 1

Tactics without strategy are dangerous. ~ Robert Leonhard

If you believe as the authors of the new book Code Halos do, that data is the new competitive arena for businesses, then you will want to develop a strategy in order to compete.  What might that strategy look like?  It may be as simple as, "We believe the better we understand the needs and preferences of our individual prospects and customers, the more convenient and personalized we can make their experiences which leads to happier and more loyal customers that promote our business and help us grow."

Streaming music stations provide us with a useful example of this kind of strategy.  They enable me to personalize my music stations so I conveniently hear what I want, and as a result I listen to it more often.  Amazon Prime knows my family intimately.  They use this knowledge to enhance our shopping experience daily.  Netflix knows our history and preferences and enhances our experience as a result.

Do you have a Code Halos strategy?  Does your competition?  Do the new digital start-ups in your industry?

Let's assume for today - you are convinced there is a need for a Code Halos strategy.  Now let's consider tactics.
  1. What data would help you offer your prospects and customers an enhanced user experience on their smartphones or tablets?
  2. How can the data be used to enable a more personalized user experience?
  3. What is the best way to collect it?
  4. How do you ensure the data is collected in an honest and transparent manner with opt-in?
  5. How do you find business meaning in the data?
  6. How can new and different business meanings be discovered by aggregating seemingly unrelated data sources together?
  7. How can data from machines (M2M or the Internet of Things) add value to your other data sources?
  8. How can public and private databases be aggregated with "patterns of life" analysis and demographic data to discover new consumer insights?
  9. How can I collect data in real-time, analyze it and respond quick enough to be useful in a mobile first world?
  10. How can discovered real-time business meaning impact my real-time business tactics when interacting with prospects, customers, partners and employees?
These are just a few discussion starters for your next internal strategy session.  By the way, we (Cognizant's Center for the Future of Work) lead these workshops all the time.  Contact me if your organization would benefit from this discussion.

As identified earlier, one of the first questions to ask yourself is, "What data is useful?"  What data, if you had it, would provide insight that would enable you to provide a better and more personalized user experience?  If knowing your prospect is a male or female enables you to provide a better user experience, then how can you collect that data in an open, transparent and appropriate manner? Sometimes insight can be derived, while other times it just needs to be asked.  If customer X shops only for fashionable clothes popular with young ladies, then there is a pretty good chance the buyer fits that description.

Did you know that mobile phone usage patterns differ between males and females?  With a high degree of accuracy usage patterns can identify the sex of the user.  Also, having preferences for particular kinds of music and artists closely correlates with particular political leanings.  These are examples of derived insight.

Different data collection tactics provide different kinds of insights. Insights can be derived from historic data, or real-time GPS tracking for example.  One is historic, the other is NOW!  LBS (Location based services) and geo-fenced apps can trigger real-time product and services notifications, alerts, advertisements, discounts, etc., relevant to your immediate location.

Historic and real-time analysis may involve different systems, or the data can be combined in real-time to provide even greater business insights.  For example, historic data might provide insight into a "pattern-of-life" that reflects a white collar business commuter, getting off of work at 5 PM every day, picking up the kids from daycare, collecting their dry cleaning, grocery shopping, filling up the Tahoe with gas every 10 days, and getting take-out Chinese food 5 days a week.  Add in real-time LBS data and you can start looking for ways to add convenience and enhance this person's life through personalized products and services at just the right time and place.

Once you have identified the data you need to collect in order to derive business meaning, the next thing to consider is how that data can be used to personalize your user's experience.  What does the collected data trigger that enhances the user's experience?

Stay tuned for Part 2.

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Kevin Benedict
Writer, Speaker, Editor
Senior Analyst, Digital Transformation, EBA, Center for the Future of Work Cognizant
View my profile on LinkedIn
Learn about mobile strategies at MobileEnterpriseStrategies.com
Follow me on Twitter @krbenedict
Join the Linkedin Group Strategic Enterprise Mobility
Join the Google+ Community Mobile Enterprise Strategies
Recommended Strategy Book Code Halos
Recommended iPad App Code Halos for iPads

***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 Expert Interview: Author Paul Roehrig

I love Google+ Hangouts.  They enable me to catch up with busy, world traveling digital and mobile experts anywhere in the world and record interviews with them.  Today, I have the privilege of sharing an interview that I recorded last week with author Paul Roehrig who is also the Co-Director of the Center for the Future of Work here at Cognizant.  Paul's new and important book that will be published by Wiley in April is titled "Code Halos - How the Digital Lives of People, Things and Organizations are Changing the Rules of Business."  There is also an accompanying iPad app "Code Halos" available now for free here.

Viewers may have caught the interview I published with Paul's co-author on the book Ben Pring last week.  In this interview we cover a different set of strategy discussions.  Enjoy!

Video Link: http://www.youtube.com/watch?v=10RYDcvbJng&feature=share&list=UUGizQCw2Zbs3eTLwp7icoqw

*************************************************************
Kevin Benedict
Senior Analyst, Digital Transformation Cognizant
View my profile on LinkedIn
Learn about mobile strategies at MobileEnterpriseStrategies.com
Follow me on Twitter @krbenedict
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 Expert Interview: Author Ben Pring on Code Halos

I had the privilege of interviewing Ben Pring the co-author of the book Code Halos - How the Digital Lives of People, Things and Organizations are Changing the Rules of Business this week!  In addition to the book, there is also a free companion Code Halos iPad app available for download.  As well as writing books, Ben Pring is also the Co-Director of the Center for the Future of Work at Cognizant.  Wiley will be publishing the book nationwide in 2 weeks.  It is available now for pre-order. Enjoy!

Video Link: http://www.youtube.com/watch?v=p2uhEPxOMEg&feature=share&list=UUGizQCw2Zbs3eTLwp7icoqw

*************************************************************
Kevin Benedict
Senior Analyst, Digital Transformation Cognizant
View my profile on LinkedIn
Learn about mobile strategies at MobileEnterpriseStrategies.com
Follow me on Twitter @krbenedict
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.

Must Read Code Halos - The Book

Amazon beating Borders, Netflix beating Blockbuster, Apple beating Kodak, and the rise of companies like Google, LinkedIn, and Pandora are not isolated or random events. Today's outliers in revenue growth and value creation are winning with a new set of rules. They are dominating by managing the information that surrounds people, organizations, processes, and products.  They are employing a "Code Halo" strategy.

Code Halo is the name for all the relevant data that surrounds customers, prospects, employees, products, organizations, etc.  The data that if collected, analyzed for meaning, and used to customize an experience adds tremendous value.

We are seeing "Code Halo" strategies being deployed everywhere.  In fact, Google's new semantic search capabilities are using it as demonstrated by this excerpt from the book Google Semantic Search by David Amerland, "Search programming [now] looks at what we have typed in search, looks at our personal search history, and tries to guess our intent behind what we are looking for."

The underlying principle of a Code Halo strategy is this - there is value in personalizing or customizing an experience, rather than providing generic experiences.  When you visit a website that has no knowledge of you and simply shows you the generic company website - it is a generic experience.  There is no value added.  When you go to a website like Amazon, and the site greets you by name and shows your history and recommends different products based on your past preferences and what others with similar tastes to you have bought - that is a Code Halo enabled site with exceptional value added.

What does an IT environment look like that is Code Halo enabled?  What does the IT architecture look like?  What does a marketing strategy look like that is Code Halo enabled?  How do companies treat employees when the company is employing a Code Halo strategy?  These are all great questions that need answered.

My colleagues at Cognizant's Center for the Future of Work, Malcolm Frank, Paul Roehrig and Ben Pring have just completed a new book on Code Halo strategies that will be released by Wiley in April. I have read it and recommend it. You can read more about it here http://www.unevenlydistributed.com/codehalos/book.

Every company in every industry and market needs to ponder the impact of Code Halo strategies on their business.  Code Halos are an integral part of a digital transformation and are changing the face of business.  Companies that don't "get it" won't survive long.

*************************************************************
Kevin Benedict
Senior Analyst, Digital Transformation Cognizant
View my profile on LinkedIn
Learn about mobile strategies at MobileEnterpriseStrategies.com
Follow me on Twitter @krbenedict
Join the Linkedin Group Strategic Enterprise Mobility

***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.

The Internet of Things - Under the Covers

My colleague, the always opinionated Peter Rogers, provides us with an "under-the-covers" look at how Android plans to power the Internet of Things.  Pull down your geek hat and hold on!!!
***
In previous articles I predicted that wearable technology would be powered by light-weight operating systems, citing Samsung’s decision to go with Tizen instead of Android. This decision was apparently based on battery life and user interface considerations. However, just after the article hit the Internet, Google executive Sundar Pichai announced the Android SDK for Wearables.  Android is used in many different ways as demonstrated by Kindle and Nokia X (Nokia X seems to have deployed a Windows 8 look and feel on top of Android). Indeed, for this very reason Android 4.4 has moved a lot of key APIs into the Cloud.

Wearable device developers are interested in the APIs available to them. If we turn the clock back to the J2ME days there was a dedicated API for user interfaces (UI) called javax.microedition.lcdui. This was a small UI library compared to today's Android libraries. Indeed you wouldn’t run Java Swing on Android, and likewise a wearable device needs a more constrained API for the UI. Even though a wearable device may be supporting a full operating system, it will most probably have a constrained UI and that means a slightly different programming style.

Recently there was an interesting post in the Washington Post supporting my claims that Wearable Devices and the Internet of Things requires different skill sets. The article listed the new skills required as data analytics and enterprise data analysis. Basically you need to know how to capture the data, read the data and then apply the data to your specific business domain. Surely real-time analytics and visualisation tools will become critical in the wearable space and this is where a new term called Fog Computing has been introduced by Cisco.

“Fog Computing is a paradigm that extends Cloud computing and services to the edge of the network. Similar to Cloud, Fog provides data, compute, storage, and application services to end-users. The distinguishing Fog characteristics are its proximity to end-users, its dense geographical distribution, and its support for mobility. Services are hosted at the network edge or even end devices such as set-top-boxes or access points. By doing so, Fog reduces service latency, and improves QoS, resulting in superior user-experience. Fog Computing supports emerging Internet of Everything (IoE) applications that demand real-time/predictable latency (industrial automation, transportation, networks of sensors and actuators). Thanks to its wide geographical distribution the Fog paradigm is well positioned for real time big data and real time analytics. Fog supports densely distributed data collection points, hence adding a fourth axis to the often mentioned Big Data dimensions (volume, variety, and velocity).”

In trying to predict what will be in the Android Wearable Software Developer Kit (SDK) then it is very interesting to note that Google acquired Android Smartwatch vendor WIMM Labs last year. WIMM Labs released its first Smartwatch back in 2011, the WIMM One, which ran Android and included an SDK for developers. Interestingly the WIMM website has removed all of the documentation for the SDK but a lot of WIMM One developers downloaded it before it got taken offline and so were able to get a potential glimpse of what Google is planning. WIMM had a Micro App Store which featured the following categories: entertainment; productivity; health;  shopping; travel; utilities; watch faces; and games.  As well as a Software Developer Kit there was also a Hardware Developer Kit which allows you to make accessories that wrap around the WIMM module.


The Wearable SDK itself will obviously have changed from its origins of the WIMM One SDK but it is certainly interesting rooting around through the API. The comm.wimm API extends the Android 2.X API and it is assumed that only the WIMM API itself can be used. There are some very interesting features offered for sure: notifications; custom watch faces; widgets; network services; sync services; calendars; broadcast events; weather; world clocks; location fixes; audio beeps; and various simple UI element.

One of the most interesting features is location information being retrieved from one or more sources, including built-in GPS, network based IP-location lookup, or a paired Android or Blackberry smartphone. This demonstrates that the Wimm One was able to perform even when not paired to a device and it was equally able to pair with a Blackberry.

If we look at the Android Wearable SDK then it is heavily rumoured to support Google Now, the voice control feature. It will also have to support Bluetooth Low Energy integration for communication with mobile devices for pairing and indeed detecting other sensors. It is also worth looking at the Google Glass Developer Kit (GDK) for a few hints at what may be revealed. The GDK was the alternative to the Mirror API which only really supported REST calls to a Google Cloud Service. The GDK is an add-on that builds on top of the Android SDK and offers the following: voice; gesture detector; and cards. It is safe to assume that voice control, local networking, touch control and potentially gesture control are all on cards. Google will show their hand at Google I/O and Samsung have already shown their Gear 2 devices at MWC. Next it is time for Apple to finally show their hand and we have to wonder if it will be a decisive one, quite possibly if history has taught us anything.

*************************************************************
Kevin Benedict
Senior Analyst, Digital Transformation Cognizant
View my profile on LinkedIn
Learn about mobile strategies at MobileEnterpriseStrategies.com
Follow me on Twitter @krbenedict
Join the Linkedin Group Strategic Enterprise Mobility

***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.

Mobile Expert Interviews: Mi-Co CEO/Co-Founder Dr. Greg Clary

I spend most of my time these days researching, writing and teaching about digital transformations in businesses that include topics on Code Halos, social, mobile, analytics and cloud.  I can't think of a clearer case of digital transformation than converting paper forms, used for mobile data capture, to mobile apps.  In this interview the Co-Founder of Mi-Co, www.mi-corporation.com, Dr. Greg Clary explains the complexities and challenges, and ROIs that come from digital transforming these processes.  Enjoy!

Video Link: http://www.youtube.com/watch?v=CmFeSQAfW1I&feature=share&list=UUGizQCw2Zbs3eTLwp7icoqw

)

*************************************************************
Kevin Benedict
Senior Analyst, Digital Transformation Cognizant
View my profile on LinkedIn
Learn about mobile strategies at MobileEnterpriseStrategies.com
Follow me on Twitter @krbenedict
Join the Linkedin Group Strategic Enterprise Mobility

***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.

Smart Machines, Code Halos and Digital Transformation

I am excited to share a guest blog article today from my colleague Rob Brown who works at The Center for the Future of Work at Cognizant.  In this article he shares his insights on the future of smart machines, analytics and code halos.

***
Gartner’s Tom Austin presented a webinar titled “The Emerging Era of Smart Machines Changes Everything” recently (www.gartner.com).  The scenario he paints canvasses where automation and robotics will be taking business processes – not to mention society and employment – in relatively short order.  

As we've been saying – seemingly forever – in this industry, efficiency gains through automation are fundamental to the future of Business Process Services (where “the platform becomes the process”, etc.).  But the explosive information yield against complex algorithms (“Analytics”) that comes from automation are where the REAL action and value lie; as a result, analytics is now the biggest buzzword in the IT services industry, for better or worse.

In so many respects, Gartner’s Smart Machines scenario harmonizes perfectly with our Cognizant Code Halos thinking, and I especially like its exploration of the marriage of automation and analytics (“Smart Machines”: can be platforms, devices, and literally anthropomorphic, C3PO-type robots).    Collectively, Gartner’s work segments flavors of automation into “Movers” (autonomous vehicles, like the Google Car), “Sages” (information-based helpers), and “Doers” (machine-focused helpers).  Cutting edge endeavors like Google Deep Neural Net, IBM’s Watson, and Microsoft’s Research Elevator showcase where the confluence of automation/ analytics are headed.

Why is this happening now?  Gartner notes these forces are accelerating due to better hardware and algorithms.  As an example, Gartner cites the thinking of Ted Horvitz’s work in Artificial Intelligence here, in aerospace, healthcare, and learning (via TedTalks) here: http://www.youtube.com/watch?v=dpoVh9xwdD4.

In our Code Halos work, we’re also emphasizing both these attributes (automation to “make processes cheaper, make processes smarter”), but also highlighting UX and interfaces, e.g., “make processes beautiful”.    It is in the mix of these forces that makes Code Halos (and “Smart Machines”) resonate so powerfully.  Layering analytics and “meaning making” on top of the resulting data is where the future lies.

What are the consequences?  What really struck a chord for me was some of the data that Tom presented on the impact on employment as business processes and functions are disrupted.  The “dark side” view is presented in the form of Frey and Osborne’s work at Oxford (Per Frey and Osborne: “About 47% of total U.S. employment is at risk over the next decade or two”).

Arresting to be sure – but is it time to prepare for the Human Zoo just yet?

Per Gartner, what Frey and Osborne’s work doesn’t take into account is that net-new jobs will be created as a result of these trends, and also that current jobs of today will actually be enhanced by the transformation automation through technology brings (in keeping with the “Song of Hope” theme we see in work on Code Halos).   While Gartner’s models DO see a scenario of ~17 percent of “routine”, repeatable tasks being truly disrupted by 2020, they also show that 49% of jobs are patently unaffected, and the remainder actually being ENHANCED by the confluence of automation and analytics.   So, lots to think about there – especially how routine, repeatable business processes will be transformed.

So what’s next? In the short-term, Tom advises keeping on the lookout/engaging with Digital Personal Assistants in the next 2-3 years.  In doing so, he also recommended reviewing a rather compelling video from Apple on the subject, circa early 1990s, showing just how far we’ve come, and still have to go... http://www.youtube.com/watch?v=9bjve67p33E

Robert H. Brown
Global Director, BPS Strategy
Cognizant Center for the Future of Work

*************************************************************
Kevin Benedict
Senior Analyst, Digital Transformation Cognizant
View my profile on LinkedIn
Learn about mobile strategies at MobileEnterpriseStrategies.com
Follow me on Twitter @krbenedict
Join the Linkedin Group Strategic Enterprise Mobility

***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.

Mindset - Strategic Enterprise Mobility and Code Halos

Mindset  - a set of assumptions, methods, or notations held by groups of people that is so established that it creates a powerful incentive within these people or groups to continue to accept prior behaviors, choices, or tools. ~ Wikipedia

More photos are being taken than ever before, but Kodak went bankrupt.  More movies are being watched than ever before but Blockbuster went bankrupt.  More books are being purchased than ever before, but Borders went bankrupt.  Why is Pandora and Spotify so popular?  Why are Google Search Advertising, LinkedIn and Facebook making so much money on advertising when the traditional media and publishing companies struggle?

Kodak had the opportunity to compete in digital photography, digital photo apps and Instagram type social networking sites - but they didn't.  Why?  It's a mindset thing.

Blockbuster had the opportunity to compete in video rentals online, streaming movies/TV shows and setting up social sharing sites like Vimeo, Vine, YouTube, etc. - but they didn't.  Why?  It's a mindset thing.

Blackberry couldn't imagine that users would prefer a larger screen to a physical keyboard.  They thought mobile devices should be reserved for work.  They couldn't imagine a mobile device as a computer or as an entertainment center.  They couldn't wrap their heads around the idea that people would want to browse the Internet using a mobile device.  Why?  It's a mindset thing.

The term Code Halos refers to another mindset.  Here is a definition from my colleagues at The Center for the Future of Work, "Today’s outliers in revenue growth and value creation are winning with a new set of rules. They are dominating by managing the information that surrounds people, organizations, processes and products — what we call Code Halos™."  Did you catch that?  They are dominating by "managing the information that surrounds people, organizations, processes and products."  This is the revenge of the data scientists!

Let's talk about Google.  Google has a very simple UI (user interface), but behind the scenes they are geniuses when it comes to managing the information that surrounds people, organizations, processes and products.  Pandora gives us great music, that we want to listen to, based on information that surrounds us.  Amazon recommends books and movies based upon information that surrounds us and products we have chosen in the past.  They give us an amazingly simple one-click purchasing processes and free shipping based on membership and account information about us.  This experience is addicting.

Google also treats by blog articles differently.  A person new to blogging could copy a blog article of mine and post it on their site.  It would not, however, be treated the same by Google.  Google knows I started blogging in 2006, have over 2,700 articles published mostly on the topics of enterprise mobility and digital transformation and close to 4 million page views in the past 5 years.  They give me a higher "Author Ranking" than a new blogger.  They use all of their collected information to build algorithms to find meaning-making through all the noise on the Internet.  They want to provide the best search results possible for their users.

I get treated differently by Delta, Hertz and Marriott based upon my loyalty, frequent use and past business with them.  I am spoiled and will do silly things to maintain this treatment.  They treat me different, not because of me, but because of the information about me.

In today's world, successful companies will use mobile apps, websites, big data analysis, the Internet of Things and other kinds of GPS tracking solutions, videos, photos, historic preferences and social networking information as sensors to collect information, analyze and find meaning.  Meaning-making is how companies learn how to attract you, keep you and treat you right.

I read an article yesterday, http://www.theatlantic.com/technology/archive/2014/02/when-you-fall-in-love-this-is-what-facebook-sees/283865/, that describes how Facebook can recognize relationship patterns of people falling in love and entering a serious relationship.  It was an article capitalizing on Valentine's Day sensitivities.  They can then target particular ads that align with these patterns.  That might seem a big creepy, but when companies do this in the right manner, it just seems thoughtful.  For example, when I land at a connecting airport and turn my iPhone on, I appreciate the Delta app telling me the terminal and gate location of my next flight.  It understands I am traveling, my location, my scheduled flights and gives me context aware information.  It uses the sensors (GPS), my activities, my schedule and my reservation to assist me.  That is a winning formula.

Is your company adopting a "Code Halo" mindset?

*************************************************************
Kevin Benedict
Senior Analyst, Digital Transformation Cognizant
View my profile on LinkedIn
Learn about mobile strategies at MobileEnterpriseStrategies.com
Follow me on Twitter @krbenedict
Join the Linkedin Group Strategic Enterprise Mobility

***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.

If You Can't Support Strategic Enterprise Mobility - An Extinction Event Draweth Nigh

It is difficult to solve a problem, if one does not recognize they have it. ~ Master Benedict 

Today that problem is the maturing of enterprise mobility.  Why is that a problem?  Because once the basics of enterprise mobility have been figured out by the market, and I am suggesting most of them have, the focus rapidly shifts to the strategic utilization of enterprise mobility.  When this shift happens, many companies are going to be left behind.  We who work in the Center for the Future of Work at Cognizant call this a "cross-roads" moment leading to an "extinction" event.

Think about enterprise mobility as an electrical grid.  When all the parts from power generation to distribution are finally complete and electricity is available - what happens then?  The answer is nothing until enterprises figure out how to use it to help their business.  Likewise with enterprise mobility.  Just because you can communicate and transmit data to mobile devices does not mean you have achieved anything meaningful or useful.   It is the strategy on how it will be used to the benefit of the business that is meaningful.

When companies get strategic they recognize that mobility is about the following:

  • Real-Time (operations, business processes, reporting, analysis and information)
  • Speed (of communication, data collection, data and business processes, data analyzing, reporting query results, etc.)
  • Insight (context and meaning-making from data)
Can you imagine using a turn-by-turn navigation system with a built-in 60 second delay?  It would be useless because you move much faster than that.  I have experienced this many times.  You jump into a rental car parked in a garage, enter the address to your destination, and exit the building.  The problem, the navigation system takes 4 minutes to find itself.  The cars backed up behind you don't want to wait 4 minutes.  That is not helpful.  Slow and delayed turn-by-turn navigation is worthless.  Likewise, slow and delayed responses from mobile apps and backend systems are not at all helpful.  They can prevent the world's greatest mobile app from being usable.

Companies that are ready to get strategic with enterprise mobility are now realizing that the biggest tasks ahead involve transforming their entire IT infrastructure to support a real-time world.  I recently heard a Forrester Analyst predict that the transformation to a "real-time" and mobile ready infrastructure would match the effort and expense of implementing many ERPs.  

This is a challenge that will be front and center in 2014.

www.capriza.com


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Kevin Benedict
Senior Analyst, Digital Transformation Cognizant
View my profile on LinkedIn
Learn about mobile strategies at MobileEnterpriseStrategies.com
Follow me on Twitter @krbenedict
Join the Linkedin Group Strategic Enterprise Mobility

***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 Wearables at the Personal Level

I have invited my colleague, Ben Pring, Co-Director of the Center for the Future of Work at Cognizant, to share with us his personal experiences with IoT and wearables.  His articles and insights can often be found at the site www.unvenlydistributed.com and he has a book coming out in a few weeks about how the digital lives of people, “things” and organizations are changing the rules of business.

***

If you’re a pretty dedicated fitness type (like me) you’ve probably noticed the steady increase of technology into many different aspects of your chosen fitness regime or sport over the past few years. If you’re a runner you’ve probably run in a race where you use a timing chip attached to your shoe. If you play tennis you know your Graphene-based YouTek Head racquet is a far cry from the wooden Stan Smith Wilson you learnt with. And if you’re simply kicking a ball around in the back yard with your kid you’re probably conscious that the $150 Nike Ordem soccer ball you got him for Christmas is something of an upgrade on the old “placcy Wembley” that you had when you were his age. [This is a reference that only someone who grew up in 1970s north London will get!]

So the notion of technology seeping into our sporting hobbies is no big deal. But what – I would contend – is a big deal is the explosion of technology that the work out world is on the cusp of and what impact this is going to have on Health and Fitness (another 1970’s reference for you digital immigrants out there!) over the next few years. Sport is very much at the heart of the “Cambrian explosion” that The Economist highlighted a few weeks ago.

Let me walk through just a few quick examples of some of the things I’m seeing as I try and keep to my five-days-a-week regimen; and then a few thoughts from the couch as I recover and dream about the one handed backhand down the line winner on Championship point that brings me my first Wimbledon title. [“Unknown 51 Year Old Englishman Wins Wimbledon! Knighted on Center Court by Queen!” – The Daily Telegraph].

Nike Fuel Band – still a good conversation starter at parties (even though it’s been out a couple of years) the Fuel Band does a great job of tracking your movement and output count. And it’s a pretty useful watch when you wake up in the middle of the night. The dashboard on your computer/tablet is the best I’ve seen amongst the wearable monitors (much better than the Fitbit which I’ve also tried but didn’t take to). If you’re in a good work out groove the Fuel Band will probably make you feel pretty smug; if you’re not, it will only confirm what you probably already know – that despite your best intentions, you’re still a lazy bum.

BitGym - a running machine with built in TV screen that contains videos of runs you can do as you move precisely nowhere wherever you are. The other day I was in Orlando, FL and I did a 5 mile run through downtown Auckland NZ. Then a couple of weeks later I was in Auckland and not only did that real run but then ran the next day on a machine through London. Then last week I was in England and did that actual run. Someone needs to invent a word for how weird that is!

Garmin Forerunner 620 – the Usain Bolt of sports watches, this does everything except actually do the running for you. Apparently Garmin are working on that currently.  My only problem with it is that wearing it perhaps gives the impression to other folks that I think I am Usain Bolt. It’s very hard to convey irony through a watch.
Click Image to Enlarge

As the wearable, quantifiable self, Internet of Things wave continues to develop these early stage examples are going to become more common, more varied, and more useful as people see the impact even small data can have on their health and performance. Check out Novak Djokovic’s “Serve to Win” to get inspired by what you can achieve if you start really paying attention to the impact your diet has on your training program. Although also check out “Drop Dead Healthy” by AJ Jacobs if all you want to do is work out your inner cynicism!

The infusion of wearable sensors into clothing – like rugby shirts that monitor heart rates and tackle impacts – is just beginning. Soon your golf shirt will mold the perfect swing, your glasses will live stream your 10k PB, and your socks will tell you the optimum moment to rehydrate.

The digital perimeter advertising at soccer, Hawkeye instant replies in tennis, 10 yard line virtual overlays in football, which we’ve all grown used to, are simply the first waves of a new era of tech in sports which will see more change in how the world plays in the next 10 years than we’ve seen in the last hundred. It literally is going to be a whole new ball game.

One last thought; JetBlue DirecTV must be the apex of human achievement to allow you to follow live English soccer while flying from Boston to San Francisco. When I was my 11 year’s old age there was one live game of soccer on TV a year. Because it was so exciting and rare I sat in front of the TV from the start of the pre-game build up, six hours ahead of kick off, right through until the post-game wrap at 10pm. Nowadays, I can watch The Irons (West Ham United Football Club to you mate) lose – in color, in HD, while I’m sitting over Hastings, Nebraska. If that doesn’t blow your mind, I don’t know what will …


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Kevin Benedict
Senior Analyst, Digital Transformation Cognizant
View my profile on LinkedIn
Learn about mobile strategies at MobileEnterpriseStrategies.com
Follow me on Twitter @krbenedict
Join the Linkedin Group Strategic Enterprise Mobility

***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