Showing posts with label data. Show all posts
Showing posts with label data. Show all posts

Fixing the World and the World's Oceans with Data

My guest today is Steve Adler, CEO, and Founder of Ocean Data Alliance. Steve has served in many leadership roles over his career including being IBM's Chief Data Scientist. Today, he is focused on using his expertise, his connections, and data to make the world and the world's oceans cleaner, healthier, and more sustainable through the capture, collection, and analysis of data.  This is not easy.  You have audiences that don't believe in science. You have politicians that don't believe in open data or appreciate facts. You have humans that are notoriously bad at understanding risk, especially future risk. You have countries without the leadership or infrastructure to effectively capture and use data. 

Even with all of these challenges, Steve Adler is championing global efforts to better understand our world and our world's ocean environments for the purpose of improving our future and that of our children's.


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

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

The Next Big Think Podcast: Is Data the New Gold?

My guest today is Susan Cook, CEO of Zaloni.  In this podcast, we explore the massive growth of data and the impact it will have on all of our lives.  We then take a deep dive into the complications involved in managing and securing these giant quantities of data.  

Susan Cook has nearly 30 years of leadership experience in enterprise software sales, strategy, consulting, and with a specialization in Data, Analytics, and Business Intelligence across technology giants like HP and Oracle.  As a data management expert, she believes information can grow in value only if protected and managed well. What does data need in order for it to be preserved well?  Listen to us discuss data as the new gold in this episode of The Next Big Think!


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

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

Winning with Speed and Fridays

"The size of competitors and the longevity of their brands, are less predictive of future success than the importance they give to data, the speed in which they act upon the data, and their operational tempo." 
In 2013 the volume of data created, captured, copied and consumed worldwide totaled approximately 9 zetabytes.  This year the total will be 79 zetabytes.  By 2025 there is projected to be 181 zetabytes of data.  Inside these fast growing masses of data are the answers all businesses need to succeed.  The data tells them what their customers want.  It tells them the prices customers are willing to pay.  It tells them when the products are most in demand.  This data, however, has a shelf life that rapidly diminishes over time just as consumers change their preferences with the changing seasons.  It is up to every business to be able to exploit the data fast enough to be meaningful.

In an always-connected world where consumers and their needs are transient, timing is everything.  In order to capture competitive advantages and contextual relevance before the shelf life of the data expires, enterprises must deploy optimized information logistics systems (OILS) and lean on AI to help analyze and process fast enough to deliver value.

In digital interactions with customers today, they expect instant access to information.  IT infrastructures must be able to support these real-time interactions, and this need requires we solicit the help of AI and our robot friends.  It also takes rethinking business models, organizational structures, decision-making and business processes.  It requires new ways of operating, employee training, and often automation and our own robot Fridays.  

In Daniel Defoe's 1719 novel, Robinson Crusoe, Crusoe rescues a native from cannibals and names him Friday after the day in which they met.  The native stays with him and ultimately becomes a highly valuable companion to Crusoe.  If not already, we will soon all need robot Fridays (aka automation) to help process data and information fast enough to support these real-time interactions.  The following list is what digital winners invest in:
  1. Optimizing their information logistics systems
  2. Implementing effective sense and respond systems (IoT, IIoT, automated data collection systems, sensors, customer experience monitoring etc.)
  3. Utilizing automation to gain speed, predictability and quality 
  4. Achieving real-time and future time business operational tempos
  5. Increasing cultural agility
  6. Using contextual relevance to personalize digital user interactions and experiences in real time
The purpose of these investments is to capture the value of data fast enough to gain competitive advantages through fast decision-making and delivering the best possible customer experiences.  Speeds should be maximized in the following 6 areas to accomplish these goals:
  1. IT systems
  2. Business processes
  3. Decision-making
  4. Business alignment/transformation
  5. Customer alignment
  6. Cultural alignment 
Businesses that embrace hyper-digital transformation will optimize their organizational structures and business models to support the operational tempos demanded by customers.  By tempos we mean the speed at which the organization must operate to compete successfully.  Digital consumers demand real-time responses - rightly so.  To support real-time responses requires an enterprise to move beyond “human time” and into the realm of “digital time”.
  
Humans are biological entities that operate at a pace governed by our biology, the sun, moon, and the physical requirements that keep our carbon-based bodies alive.  These requirements and mental limitations make scaling human productivity beyond the limits of the Circadian Rhythm impossible without augmentation.  Augmentation takes the form of a robot Friday - automation, artificial intelligence, machine learning and algorithms.  Robot Fridays have the advantage of being able to work 24x7x365, and don’t as yet ask for holidays and sick days.

Once the business is running in digital time, the challenge becomes business agility.  Agility is the speed at which a business can recognize, analyze, react and profit from rapidly changing market conditions. Businesses that can accurately understand customer demand, and the strategies of 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 understand and react.

To succeed today leaders must have a business capable of competing.  They must develop a company culture where change is viewed as an opportunity.  They must transform their businesses to operate at real-time tempos and move beyond “human-time” limitations to algorithm and automation supported “digital-time.”  They must understand that rapidly changing consumer behaviors mandate companies operate in a more agile manner capable of rapid responses to new opportunities and competitive threats.

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

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

Reality is Required

If you have spent any time working on IT projects you will have heard the statement, "The solution is only as good as the data." It's true.  If you lack enough good data to generate an accurate output, stop and find it before moving forward.  I remember having so many good ideas for process improvement when I worked in IT.  Almost all of them, however, were shut down with the words, “We don’t have good data for that.”

Truth is important.  If your data does not reflect reality – digital solutions won’t work.  Many technology projects fail when they move from the whiteboard to reality because they were designed on a notional view of the world, rather than on the state of things as they actually exist.  

Understanding what reality is can often be helped by developing a digital twin.  A digital twin is created by integrating sensors into a thing or series of things for the purpose of capturing enough good data to clearly depict reality.  Sensor-supported digital twins fill in the blind spots. Where previously we operated on conjecture and false assumptions, we can now operate with an improved view of reality.  

Reality, however, is more than data.  Sixty-degrees is a good hiking temperature if it is measured in Fahrenheit, but it would kill you if the results were measured in Celsius. A 500% increase in your annual sales sounds impressive, unless you started with 25 cents. Data that reflects reality must also include context. 

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

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

Covid-19, Demographics, Risk Analysis and Mobile Apps

Finally, it seems we have accumulated enough data from Covid-19 cases to focus in on how we can properly and strictly protect our vulnerable populations and reopen our economies.  We know that if a person has underlying health problems* they have a far higher risk so need additional protections.  We know that people over 65 years old and people living in long-term care facilities are more at risk.  In fact, the most recent update from Idaho's Covid-19 statistics show 58 of the 60 reported deaths occurring in individuals 60 or older.  If a person does not fit any of these three high risk categories, then their risk of getting seriously ill from Covid-19 is small.  This data seems to suggest that giving different guidance to different segments of our population may have merit.

Digital Transformation Requires a Doctrine

Knights using Stirrups for Balance
In my 30+ years in the high tech industry I have often heard the business maxim, “Develop a business strategy first, and then find the technology to support it.” This teaching I have come to believe is wrong.

Let me support my argument by first asking a few questions.  What came first e-commerce or the Internet, mobile commerce or wireless networks, commercial airline travel or the airplane, knights in shiny armour being used as shock troops, or stirrups?  Answer: Stirrups of course!  Innovations and technology have a long history of appearing first, and then doctrines and strategies forming later.

What we are learning is if your outdated business doctrines and strategies are dictating the speed of your technology adoptions - you are in big trouble! The world is moving much too fast and organizations must now align the tempo of their business doctrine and strategy evolution with the pace of technology innovations and customer adoptions.
"Strategy is the art of making use of time and space. I am less concerned about the latter than the former. Space we can recover, lost time never." -- Napoleon Bonaparte

A Digital Leader's Playbook

Digital Strategies
Winners know how to win. When competition, data and/or rules change, so do their game plans.  Recently while watching NFL football, I was intrigued by a discussion between analyst about how the best coaches can change their strategies mid-game based on new and different data.  Some coaches are able to pivot, others can't.  

What follows is a list of key strategies, concepts and mindsets that will help your enterprise win:

Being Faster than Real-Time is a Competitive Advantage

Competing in Future-Time
Businesses must continuously transform themselves to compete.  Why?  That is what their customers and competition are doing.  One of those areas of transformation involves competing in time.  Think about the impact of Amazon on shopping and delivery times!  All businesses operate in time, whether human, digital or future.  Businesses today must transform in order to successfully compete in all three of these time states simultaneously.

Let’s first discuss the definitions of these times:
  • Human time – time governed by our physical, biological and mental limitations as humans
  • Digital time – time governed by computing and networking speeds
  • Future time – time governed by predictive analytics and algorithms

The Power of Knowing

Throughout history military leaders have suffered through the “fog of war" - the desperation of not knowing critical information.  Information as basic as where are my people and resources, and where are my opponents' people and resources?

The answers to these questions were and are critical for implementing the right strategies and tactics to win. Likewise, the absence of answers to these questions are equally impactful. Leaders spend enormous amounts of time and energy defending against all the possibilities represented by a lack of data. Think about a scenario of being lost in a dark forest at night with an unknown dangerous predator lurking about. Which direction would you face? How would you defend yourself? It is difficult in the best of times, but the absence of data can make it even more excruciating!

Interview with Patrick McCarthy, SVP and GM of SAP Ariba - World's Largest Business Network

In this episode, we take a deep dive into the world’s largest business network and marketplace. We explore the value of digital transformation, cloud based procurement, standardizing processes around sourcing, supply chains, payments, contract negotiations, compliance and much more. We then discuss the power of networks and how the larger the network the larger the value.  We then get tactical and explore SAP’s strategies for marketing and selling SAP Ariba. I find this subject fascinating and hope you will too! Enjoy!

************************************************************************
Kevin Benedict
SVP Solutions Strategy, Regalix Inc.
Website Regalix Inc.
View my profile on LinkedIn
Follow me on Twitter @krbenedict
Join the Linkedin Group Digital Intelligence
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.

Leadership: The Plan for Winning in Digital Transformation

Last year the World Economic Forum labeled 2017 as the beginning of the Fourth Industrial Revolution. What value do we gain from defining industrial revolutions? I believe it is to define new sets of rules for winning in business. Let’s review the three previous industrial revolutions.

  • Industrial Revolution #1. We move from reliance on animals, human muscles and biomass to the use of fossil fuels and mechanical power. A caveman/businessman wishing for a competitive advantage might be the first to use mechanical power fueled by fossil fuels to build cave-condos faster and cheaper than other Neanderthals.
  • Industrial Revolution #2. Electricity is harnessed and distributed, both wireless and wired communication is developed, the synthesis of ammonia provides new fertilizers and harvests increase, and new forms of power generation are developed. A farmer wishing for competitive advantages could adopt mobile phones to communicate wirelessly with their workers, use lights around the farm to extend hours of operation, fertilizers could increase their production.
  • Industrial Revolution #3. Digital systems are developed, communication and rapid advances in computing power achieved, which enable new ways of generating, processing and sharing information. A businessman operating a disco and seeking competitive advantages installs a digital cash register for more accurate cash management, buys an Apple Computer with the VisiCalc spreadsheet to better manage the business, and installs a heavy printer to print disco-oriented newsletters and other business documents from the office.
  • Industrial Revolution #4. Billions of humans are connected by mobile devices and networks, surrounded by sensors, wearing wearables, supported by unprecedented processing power, storage capacity, and access to knowledge, which serves as the springboard for developments in artificial intelligence, robotics, the Internet of Things, autonomous vehicles, 3-D printing, nanotechnology, biotechnology, materials science, energy storage, and quantum computing. A business woman seeking a competitive advantage decides to develop and rent out genetically-altered and custom-designed farm animals with embedded GPS sensors to urban dwellers by developing a mobile app connected to the internet where chatbots take your reservation and deliver the beasts in autonomous self-driving trucks pulling cattle trailers.

Silicon Valley Series: Security, Automation and Managing IT

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 talk with Cybric CTO and security expert Mike Kail, and Tom Thimot, veteran Silicon Valley CEO, about the challenges of securing data and applications across global enterprises, and hear their best advice and recommendations.

************************************************************************
Kevin Benedict
Principal Analyst, Digital Strategist - 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 Digital Intelligence
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: Using Data the Google Way with Kevin Benedict & Tom Thimot

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 am joined by my friend and veteran Silicon Valley CEO Tom Thimot.  We dig into the lessons Google has taught all of us on the value of data, and how data can be used as a competitive advantage.  Enjoy!


Kevin Benedict's Video Series:
************************************************************************
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.

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
************************************************************************
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 Technologies Must Disappear in 2017

Almost a year ago, I wrote these words, "Technology has reached the tipping point for me, it moved from a help to a hindrance."  The plethora of adrenaline and endorphin inducing mobile apps, 24x7 news, notifications, alerts and updates, drip fed my brain and hindered my "deep work and deep thoughts."  In Cal Newport's new book titled, "Deep Work" he posits that most knowledge workers need concentration and substantial time, dedicated and uninterrupted, to produce their best work. He argues that a lot of technologies and open office layouts today inhibit creativity, "deep work" and "deep thoughts," and are the very things that are most highly valued, and one of the key differentiators between humans and robots.

Newport argues that we must understand and optimize the conditions that enable our brains to work best.  To sum up his argument, constant drip feeding technologies serve to prevent deep thoughts and deep work, our most valuable assets.  He recommends that we restructure our working environments, schedules, times, activities and technology uses to provide substantial "deep thought" times so we can maximize our brain's thinking.

A phrase I like to use is, "Just because technology can do it, doesn't make it useful."  Don't get me wrong, I am a huge fan of technology and have dedicated my career to understanding, teaching and using it, but we must all realize that technology has not been designed to maximize our brain's potential.  Often technology is designed to replace or degrade our brain's function, or to appeal to our addictive vulnerabilities.  Have any of you, like me, lost themselves in a computer game, and then realized it was 4 AM?  I did that when Doom first came out decades ago.  I realized early on my brain was vulnerable to these games, and banished them from our home ever since, at least until Angry Birds came out on my iPhone and I welcomed back 4 AM.

In our professional life, it is so easy to let our email inbox and calendar invites become our boss and dictate our day's focus.  Do any of us really believe this is the most productive behavior?  Does our inbox recognize our priorities, goals, focus, deliverables and ambitions?  I don't think so, so then why let it boss us around?

If we added up all of the mobile apps we have on our phones, then list all the possible alerts and notifications they each can provide, plus add in how many emails, messages and updates we see, and then add our social media and news feeds, it will literally be hundreds or even thousands of distractions daily.  Do these distractions make us more productive or efficient?  I don't think so.

In 2017, we need to reevaluate technology and take back our brains and purpose.  We should be guiding our technologies, not the other way around.  Technology needs to disappear into the background, while productivity and purpose should be our siren's call. We have approximately 700,000 hours between our birth and our death. About 350,000 of those hours are spent in our careers. How many of those hours do we want to waste on technology enabled distractions? I first published some of the following list nearly a year ago, but I needed the reminder, and perhaps it would be helpful for you as well.  I propose the following:

  1. Our schedules and activities must reflect our purpose and goals, not our inbox and social media feeds.
  2. We must recognize what activities offer value, and what activities do not.
  3. We shouldn’t have to read through hundreds of useless email messages to find the three necessary to complete our job. Communications need to change and email must disappear behind a veil of utility and productivity.
  4. Someone emailing us, does not mean we need to respond.  
  5. We shouldn’t have to check dozens of different locations, apps and websites to communicate with our work colleagues and friends. All of these various collaboration and communication platforms need to disappear into a consolidated and efficient aggregated solution like Slack.
  6. Communication technologies should disappear into the background, and the quality and utility of the message improved by technologies.
  7. Email and meeting driven schedules must disappear, in favor of schedules that honor purpose and deliverables.
  8. Prioritize thinking time and mental productivity, and dedicate the time they deserve.
  9. Scientists agree that the creative parts of our minds work better at different times of the day. Those times need to be reserved, blocked and honored on schedules, to optimize productivity.
  10. The requirement to develop, store and retrieve dozens of different passwords and user names must disappear. The ability to accurately authenticate a user must become more efficient and secure.
  11. Trivial messages and alerts from hundreds of different sources arriving 24 hours a day must disappear. Trivial messages and an urge to immediately respond must not be allowed to intrude on our thinking, creating, planning, sleeping, loving, relationship building, driving and the handling of dangerous equipment.
  12. On-premise IT solutions, hardware and apps that serve to distract from the business, and offer no additional business value, competitive advantages or market agility must disappear into the cloud.
  13. The 200+ mobile applications on my iPhone must disappear into an artificial intelligence engine that will access their functionality and assist me even before I ask.
  14. Mobile applications that are not personalized, and are not contextually relevant should disappear. I don’t care what you sell, if I am not interested, or it is not relevant to me, I don't want to see it.
  15. The routine process work I do on my computer must go away. Intelligent process automation should be pushed down to individuals. An AMX mobile app should process my expenses without me. It should only alert me to exceptions, not the routine.
  16. Technologies and the use of technologies that hinder creativity, productivity and innovation must disappear.

In the lifecycle of any technology, there is a time when we should be enamored and distracted by how it works, but these times must quickly pass and the technology should disappear into the background. I propose that digital technologies should improve and optimize our brain power, and make the human experience richer, deeper and more purposeful than ever before.  This year, I am more committed than ever to making technology work for me, not against me, by being less intrusive and distracting.  What do you think? Message me.
************************************************************************
Kevin Benedict
Senior Analyst, Center for the Future of Work, Cognizant Writer, Speaker and World Traveler
View my profile on LinkedIn
Follow me on Twitter @krbenedict
Subscribe to Kevin'sYouTube Channel
Join the Linkedin Group Strategic Enterprise Mobility
Join the Google+ Community Mobile Enterprise Strategies

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

Digital Hope and Redemption in the Digital Age

  1. Digital Transformation and the Role of Faster
  2. Digital Transformation and the Law of Thermodynamics
  3. Jettison the Heavy Baggage and Digitally Tranform
  4. Digital Transformation - The Dark Side
  5. Business is Not as Usual in Digital Transformation
  6. 15 Rules for Winning in Digital Transformation
  7. The End Goal of Digital Transformation
  8. Digital Transformation and the Ignorance Penalty
  9. Surviving the Three Ages of Digital Transformation
  10. From Digital to Hyper-Transformation
  11. Believers, Non-Believers and Digital Transformation
  12. Forces Driving the Digital Transformation Era
  13. Digital Transformation Requires Agility and Energy Measurement
  14. A Doctrine for Digital Transformation is Required
  15. The Advantages of Advantage in Digital Transformation
  16. Digital Transformation and Its Role in Mobility and Competition
  17. Digital Transformation - A Revolution in Precision Through IoT, Analytics and Mobility
  18. Competing in Digital Transformation and Mobility
  19. Ambiguity and Digital Transformation
  20. Digital Transformation and Mobility - Macro-Forces and Timing
  21. Mobile and IoT Technologies are Inside the Curve of Human Time
************************************************************************
Kevin Benedict
Senior Analyst, Center for the Future of Work, Cognizant Writer, Speaker and World Traveler
View my profile on LinkedIn
Follow me on Twitter @krbenedict
Subscribe to Kevin'sYouTube Channel
Join the Linkedin Group Strategic Enterprise Mobility
Join the Google+ Community Mobile Enterprise Strategies

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

Interviews with Kevin Benedict