Kevin Benedict Ponders the Future: digital disruption

Showing posts with label digital disruption. Show all posts

The End Game of Digital Transformation

Digital transformation requires participants to have a vision for and understanding of what they are trying to achieve and why. In fact, the lack of a clear digital strategy is the second biggest mistake companies make in digital transformation, right behind moving too slowly, according to the middle managers we surveyed. Digital strategies, however, should evolve out of a documented, enterprise-focused digital transformation “doctrine.”

The purpose of a digital transformation doctrine is to create a unified understanding of why digital transformation is needed. An organization’s doctrine should influence its strategy, its operating model and the tactics it uses to compete. A simple example of a doctrine could be:

The digital transformation of our marketplace is changing the behaviors of our customers and the nature of our competition. We must embrace and respond to these changes by creating a digitally agile business, and employing digital technologies and strategies. We will achieve transformation and information dominance by investing appropriately in an optimized information logistics system. We will restructure our organizations for business agility, speed and real-time decision-making. We will develop a culture that encourages collaboration, innovation and creativity.

The justification for the pain and stress of digital transformation is to compete at a higher level. Digitally-transformed enterprises have fully functioning “digital nervous systems” consisting of sensors, mobile devices, technology-enabled people, shared situational awareness, networked applications, automated data collection, optimized processes, advanced analytics and a centralized OILS. This system provides full visibility, in real-time, into system changes that require a response from humans and/or bots. This awareness enables leaders to make data-centric decisions and implement automated bots using AI to speed up responses to data triggers.

PG&E is a great example of a company with such a doctrine and an accompanying “digital nervous system.” PG&E supports 50 million customers with 1,500 distributed work crews managed from 67 different locations using separate software applications and databases. With this scale of customer service operations, PG&E’s pre-digital infrastructure was highly stretched and brittle. Each dispatcher’s visibility and authority was limited only to the local work crew’s schedules, which resulted in poor and inefficient resource allocation, slow responses to major events and high administrative costs. To solve these inefficiencies, PG&E redesigned its business strategy and IT infrastructure by implementing an OILS, including cybersecurity, mobile, telematics and IoT systems, and consolidating all of its dispatching and field services management into two centralized centers, which were standardized on a shared software solution for scheduling. The results: Management now has centralized control over workforce scheduling and can accurately measure work crew utilization. With these capabilities, management can move work crews between different regions for optimal efficiency; dispatch is now consolidated to two offices (from a previous 67); and the company is standardized on one solution that can be enhanced and upgraded in a uniform manner.

It's important that all participants understand not only what digital transformation is, but what it means for your business and what the endgame looks like.

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

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Kevin Benedict

Senior Analyst, Center for the Future of Work, Cognizant

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***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.

Merging the Physical with the Digital for Optimized Productivity

I write and speak a great deal about digital transformation, however I don't think I have yet clearly defined it and its relevance to businesses. Let me step back and start by saying my working definition of digital transformation is the application of digital technologies in a manner that enables new types of innovation, businesses models, behaviors, products and services. Often digital transformations disrupt the status quo, traditional business paradigms and accepted best practices as a result of the merging of the physical world with the digital. The process of merging, changes many things and we will consider a few of them here.

Figure 1

In a study conducted in October 2013 by Cognizant, 247 executives were surveyed and shared that 73% of core business processes will need to be modernized to meet cost, agility and new market pressures over the next 24 to 36 months. I believe these "new market" pressures are a direct result of digital transformations happening all around us.

In figure 1, we see an example of the 3D laser scanning of a physical object (the bridge). The 3D laser scans a physical object, and then creates a digital representation of it. This digital representation is precise. Once the digital representation is in your computer, you can import it into asset management, maintenance, service and other kinds of software systems. Here you can add notes, tags, location data, maintenance schedules, inspection reports and regulatory and compliance documents. All of these data points allow the organizations responsible for maintenance and services to have a very clear understanding of the asset and the services required. Maintenance and services performed can be tagged to exact locations and documented precisely. For example, you can mark an iron beam, a bolt, a weld and document maintenance done to each.

Figure 2

The digital representation of the bridge can then be added to a map. Now you have an exact location and an exact digital representation of the physical object on the map. These precise digital representations enable the organization that owns the digital content to have a significant competitive advantage over companies that don't. They can use this data to optimize planning and SLAs. The digital content has an economic value. It provides a competitive advantage. You have precise data that your competition does not.

Stored digital content about a person or object is often referred to as a "code halo." The code (digital content) surrounding something can be used to develop all kinds of new and innovative services, products and businesses. In figure 2, we have a digital representation of a plant. Plants need to be maintained and location data, maintenance schedules, maintenance history, parts, materials, SLAs, warranties, service providers, manufacturers, production schedules, costs etc., can all be tracked for every part, machine, pipe, belt and component of the plant. Sensors with wireless embedded chips connected to machines, equipment and other key components of the plant can monitor the operational status of the plant and can provide additional digital representations of the health of the plant. Problem areas can quickly be identified, isolated and visualized. Maintenance and repairs can then be conducted on an optimized plan and schedule that minimizes downtime.

A plant that is digitally transformed is likely to be far more productive and profitable than one that is not. We have been considering digital transformation in the context of bridges and plants here, but these same types of transformations are impacting retail banks, insurance, healthcare, education etc., as well.

Over the next 5 years we will witness the rapid digital transformation of just about every industry and market around the globe. The winners in the global marketplace will be those companies that best understand how these digital transformations can be used to lower costs, increase situational awareness, improve productivity, customer service and sales.

Software companies like ClickSoftware, the leader in Gartner's Magic Quadrant for Field Services three years in a row, are investing heavily into digital transformations, utilizing real-time enterprise mobility, geospatial data and artificial intelligence to optimize workforce and service scheduling.

In the book industry, physical books were transformed into eBooks. Physical bookstores were transformed into online digital marketplaces. Book warehouses were transformed into databases. Physical transportation and logistics services were transformed into digital downloads. In music and entertainment, physical records, tapes, CDs, DVDs, etc., were transformed into digital downloads. Physical music and movie rental locations have also been replaced by digital markets. In retail banking, mobile apps are quickly replacing physical bank branches. The transformations are endless.

It is each of our roles to monitor our own industries, markets and businesses and to embrace the digital transformations taking place and to position ourselves to be in the the winners column. We must continually ask ourselves, "Are we acting strategically enough to matter, and at the pace of innovation required to succeed?"

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Kevin Benedict

Senior Analyst, Digital Transformation Cognizant

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Learn about mobile strategies at MobileEnterpriseStrategies.com

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

Thinking about Enterprise Mobility, Digital Transformation and Doctrine

Last week I was in Europe speaking and teaching enterprise mobility and digital transformation strategies. I worked with several large multinational companies where I heard the same questions asked, "How do we convince our executives that we must change, and invest in change? How do we establish a culture of innovation, capable of winning in a world of digital transformation?" The change they were referring to had to do with the convergence of the physical world with the digital and its impact on markets. These changes are introducing new ways of selling, marketing, manufacturing and moving products in a digital world that is rapidly being transformed as a result of innovations in social, mobile, analytics and cloud technologies. We are seeing entire industries and marketplaces turned upside down as a result of these innovations. How can companies deal with all these changes at the pace required to remain competitive?

I have been pondering those questions since. How do you change the traditional culture of a large multinational organization with institutionalized ways of planning, operating and decision-making that were developed and codified in a different era? An era that was operating at a far slower operational tempo.

The people attending my sessions last week understood their marketplaces were changing. They also understood that their companies were not aligned with those changes, or the pace of those changes. They expressed sincere and deep concern about these changes. You could see they were challenged with how to move forward.

We have some examples of change and transformative experiences. We have seen these levels of change happen in modern militaries over the past couple of decades where they recognized an urgent need to re-invent themselves. They realized a need to change and implement new organizational structures, prioritize budgets differently, develop new strategies and technologies in order to remain relevant. There was and is a big difference between the needs of the cold war era, where armies were lined up across from each other along the Iron Curtain, and the requirements of modern, geographically dispersed battlefields of today.

Militaries recognized a new level of importance around information collection, processing, analyzing, reporting, sharing and collaboration. They labeled information logistics the 5th dimension of warfare.
They recognized the value and implemented "network centric operational" approaches that place a premium on information sharing, speed, innovation, swarming and agility.

When military organizations recognize that battlefield requirements have changed significantly and that new ways of thinking will be required to be successful, they begin a transformational process that starts with developing a high level doctrine that communicates a new way of thinking across the organization. I believe this is also what is needed in commercial enterprises today. Management must identify the "new-way-of-thinking" that is required to compete successfully in a transforming marketplace.

What do I mean by enterprise doctrine? I define enterprise doctrine as a way of thinking, a common frame of reference across an organization. It provides an authoritative body of statements on how the business should operate and provides a common lexicon for use. It is a formal expression of best practices which covers the nature of competition, research and development and go-to-market strategies for winning in the marketplace. It does not provide a checklist of procedures or tactics, but is rather a guide, describing how the enterprise thinks about business and marketplace competition.

From the top down, management must define how the organization should think about things like innovation, mobility, digital transformation, big data and competition. This enterprise doctrine should be obvious in every program, project, campaign, product and service within the company.

An enterprise doctrine may include clear statements like:

Mobility is where we find, market, sell, transact, collaborate with, and service our customers, employees, suppliers and partners.
The digital transformation of our marketplace is real and will drastically alter the competitive landscape and create new winners and losers. We will embrace these changes by rapidly transforming our strategies and processes to meet these changes and to be a winner.
Competition will be intense and winners will be those better able to collect, transmit, process, analyze, report and collaborate around real-time data. Our information logistics systems will be superior to our competition, and we will invest appropriately to achieve and maintain this superiority.
We recognize a need to rapidly respond to market and consumer behavior changes at a pace never before seen. As a result, we will organize ourselves for agility, speed and real-time decision-making. We will develop and optimize our infrastructures, organizations, manufacturing, supply chains and logistical systems for maximum agility and speed to market.
We will develop a culture that encourages collaboration, innovation, creativity and promotes good ideas rapidly through a well-defined innovation process that supports Cognizant's motto of, "Think big, start small, fail fast, scale quickly."

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Kevin Benedict, Head Analyst for Social, Mobile, Analytics and Cloud (SMAC) Cognizant

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Learn about mobile strategies at MobileEnterpriseStrategies.com

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Enterprise Mobility is a Component of Digital Transformation

Companies don't want enterprise mobility. They want increased sales, lower expenses, better products, improved customer service and more profits. They want to be survivors during this period of massive digital transformations. What do I mean by digital transformation? I mean the fact that entire industries are being changed before our eyes because the physical world is merging with the digital. I mean big data analytics, mobile applications and broadband connectivity to the internet through mobile devices that introduce completely new business models, processes, products and markets. In order to be a survivor in this competitive climate, companies must have a clear understanding and vision of what digital transformation is, and how it is impacting their industry, market, products and company.

I met with a large national paper manufacturer today. They have yet to start any mobile application projects internally. I wonder if they have ever read about the impact of digital transformation on Kodak film sales? I don't revel in writing about this. I cringe. The challenge is not IT. It is in the business that chooses not to commit a budget to preparing for digital transformation. That sounds to me like waving the white flag in the face of change.

When I talk to companies about mobile strategies, I am not really talking about mobile strategies. I am talking about digital transformation and how mobile applications support this transformation. If you buy into the fact that entire industries and marketplaces are being digitally transformed (think film, newspapers, media, retail, banking, travel, education, healthcare etc.), then you recognize mobile applications are about real-time prospect, customer and employee engagement, commerce, interaction and collaboration on any device, any place and at any time! The mobile app is the interface between the outside world and the company. However, the mobile app will provide very little value if the internal IT systems are not capable of supporting the demands of evolving marketplaces.

Let me emphasize the concept of "real-time." Mobile devices and mobile applications feed our desire for instant results accompanied by instant satisfaction. This desire generates intense pressures for companies to upgrade and transform themselves, their business processes and IT systems to be able to respond in real-time.

In addition to our desire for real-time information capabilities, we must be able to creatively innovate our way into the new landscape where the competition is around "information logistics" systems. Where our success is dependent upon our ability to collect data (from mobile devices, websites, social media, apps, sensors and other database) faster than our competition, and then integrate, analyze, report and put it to use in new business processes and services faster than our competitors. It is the ability to look at all of these capabilities and to envision new business models, products and services never before possible without real-time capabilities that will determine the market winners.

It is our "information logistics" systems that enable us to digitally transform and be competitive. It enables us to market to customers with precision. It enables us to provide better SLAs (service level agreements) because of better visibility into remote operations and delivery capabilities. It enables us to manage our cash better, because we can manufacturer in a "just-in-time" paradigm based upon real-time visibility into demand and orders.

Yes enterprise mobility is a crucial element in all of this. It supports the "information logistics" system required to remain competitive in a world undergoing digital transformation, but let's not become mesmerized by enterprise mobility. It is not the end goal. It is simply an enabler on the journey through digital transformation.

**Have you read the new Mobile Solution Directory here - http://mobilesolutiondirectory.blogspot.com/?

Read more on the Future of Work here - www.unevenlydistributed.com.

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Kevin Benedict, Head Analyst for Social, Mobile, Analytics and Cloud (SMAC) Cognizant

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Learn about mobile strategies at MobileEnterpriseStrategies.com

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The Race for Sensors to Supply Big Data and Enterprise Mobility

Today's competitive marketplace requires companies to collect more data, analyze more data and utilize more data to improve customer interactions and engagements. Mobile devices are exceptionally designed to assist in this effort. Apple's iPhone comes with an inventory of sensors:

Touch
Voice
GPS
Proximity
Ambient Light
Accelerometer
Magnetometer
Gyroscopic

I listened to an IT expert in the CIA give a presentation on how they could use the sensors on a typical smartphones to uniquely identify the walking style and pace of individuals. For example, the intelligence agency may suspect a person carrying a phone is a bad guy. They can remotely switch on the smartphone's sensors and record the walking style and pace of the person carrying the phone and match it with their database records. SCARY ISN'T IT!?

Those are just a few of the sensors available that integrate the physical world with the digital. Read this article I wrote to learn more about the incredible capabilities of sensors.

Mobile apps can also be considered the API (application programming interface) between humans and smartphones. For example, a mobile application for recommending local restaurants may start by asking the user what kind of food they prefer. The human queries their stomach, and then inputs the results into their mobile app by touching the keypad or using their voice. Suddenly a server in an Amazon data center knows your stomach's inputs! That is one powerful sensor and API! Given the vast array of sensors in the human body incredible things can be done once those sensor inputs are digitized.

Although there are many powerful sensors in the human body the API is still the human's touch, typing or voice. The emergence of wearable sensors and smart devices are a way to try to automate the process of data collection so humans are not required to take time and effort to input the data.

Sensors are also connected to the non-physical. Sensors can connect with time. Once time reaches a specified place, a digital alarm can go off striking your physical ear with sound waves. That is making the non-physical inputs, physical.

The challenge for businesses today is to envision how all of these sensors and available real-time data can be used to improve customer service, product design, marketplace interactions and engagements so there are more profits at the end of the day.

In the book Digital Disruptions, James McQuivey writes that for most of history, disruptions (business and marketplace transformations) occurred in a physical world of factories and well-trod distribution networks. However, the disruptions of tomorrow are likely coming from digital disruptions - sensors, code halos, big data and mobile devices and wearables.

The task and challenge of every IT department is to understand and design a strategy that recognizes that the competitive playing fields of tomorrow are among the digits.

***Have you seen the new Mobile Solution Directory here http://mobilesolutiondirectory.blogspot.com/?

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Kevin Benedict, Head Analyst for Social, Mobile, Analytics and Cloud (SMAC) Cognizant

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Learn about mobile strategies at MobileEnterpriseStrategies.com

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Strategic Enough to Matter, Code Halos and Mobile Apps

Gartner IT Budget Forecast

If a massive herd of elephants were charging at you from 20 meters away, would taking a small step forwards or backwards improve your safety? NO! In many situations it seems that is how companies are approaching mobile strategies. They are staring massive marketplace transformation in the face, but responding by just starting a few mobile app POCs (proof of concepts).

In James McQuivey's book titled, Digital Disruption:Unleashing the Next Wave of Innovation, he states that competition in business is rapidly moving to a focus on knowledge of and engagement with customers. Companies are developing an understanding of "code halos" (their customers' digital footprint or history of activities on the web, at a location and in various database systems) and they must now use this data to better engage with customers through their customers' "engagement format of choice" which is increasingly on a mobile device.

Finding, integrating and using a person's "code halo" represents a lot of work for an IT organization. It takes strategy, budgets, resources and planning. It takes more than a small step as suggested in my earlier anecdote. This is the kind of thing the CMO (Chief Marketing Officer) needs to be taking up with the CEO and CIO.

In the latest technology budget forecasts I have seen from Gartner (see chart above), more of the technology budget is being shifted to the business and/or marketing department, while the IT budget remains relatively flat. I believe this suggests many companies "get it." They understand their ability to stay competitive in the face of Amazon, Apple, Google and eBay, etc., just to name a few of today's digital disruptors, depends on their ability to effectively collect, analyze and utilize "code halos" and engage with their customers and markets on a mobile device.

When it comes to enterprise mobility and mobile apps - Get strategic and get competitive before it is too late!!!

***Have you seen the NEW mobile solution directory here http://mobilesolutiondirectory.blogspot.com/?

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Kevin Benedict, Head Analyst for Social, Mobile, Analytics and Cloud (SMAC) Cognizant

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Learn about mobile strategies at MobileEnterpriseStrategies.com

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Crowdsourcing, Collaboration and Enterprise Mobility

I spent time with a company recently that identified one of their strategic initiatives for 2013 as being crowdsourcing. Are you familiar with the term? Here is Wikipedia's definition, "Crowdsourcing is the practice of obtaining needed services, ideas, or content by soliciting contributions from a large group of people."

This company, we'll call ACME Inc., is purposely asking their employees to contribute ideas which are then reviewed, voted on, and the winners identified and rewarded. I love it! Now to be sure this is all very new to ACME Inc., but I applaud their thinking! If employees know their ideas can make a difference and be recognized, and that actual thinking will be rewarded, then the sky is the limit on innovative thinking within a company! All too often employees think only certain bestowed titles and roles in the company are paid to think, while the rest of the brain power in the company is put on sleep mode.

I am here to tell you - in the coming months, quarters and years, it's going to take all the brain power a company can muster to stay in front of the millions of competing digital disruptors as author James McQuivey calls them in his book Digital Disruption - read the WSJ review here.

With cloud based SaaS (software as a service) solutions available today, even the smallest companies can use world class CRMs, ERPs, SCMs, workforce management systems, finance and payroll systems on a monthly subscription basis. This means your competition can appear overnight, unencumbered by your overhead, legacy IT systems, debt load, unionized workforce and benefit burdens. If your company is going to be competitive in the market of the future, things need to change.

I also spent time with another company this month that had completed a POC (proof of concept) with a social collaboration platform. I asked how the POC went. The answer - not much happened. There were no earth shaking discoveries or results to report. Upon further questioning, the person shared that the social collaboration platform did not include a mobile app. STOP the PRESS! No mobile app? Can you imagine Facebook or Twitter with no mobile app? They wouldn't have anywhere close to the number of users as they do today.

Very few social networking users wait until they sit down and boot-up the desktop or laptop to become social. Social is about being connected anywhere and everywhere. You don't want to wait until later to update people and share your thoughts and ideas. Social is all about immediacy, and immediacy is all about mobile.
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Kevin Benedict, Head Analyst for Social, Mobile, Analytics and Cloud (SMAC) Cognizant

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Read the whitepaper on mobile, social, analytics and cloud strategies Don't Get SMACked

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 SMAC analyst, consultant and writer. I work with and have worked with many of the companies mentioned in my articles.

Swarming, Mobility, Speed and Digital Disruptions

Digital disruptors like social media, mobile communications, analytics and cloud services are introducing crazy new dynamics into our world. These dynamics are impacting our industries, markets, businesses, management disciplines, politics and even our culture today. I believe we have only just begun to recognize some of the impacts of these disruptions.

We use Facebook to schedule the protests, Twitter to coordinate and YouTube to tell the world. ~ Egyptian Activist

One of the impacts of digital disruptors is the increasing emergence of swarming or swarm intelligence. Here is a definition, “Swarming involves the use of decentralized forces against an object or opponent, in a manner that emphasizes mobility, communication, autonomy and coordination or synchronization.” ~ Wikipedia

Swarming, although perhaps unrecognized, is precisely what the Egyptian Activist was referring to in the above quote. The ability for autonomous or semi-autonomous groups to work closely together because of mobile communications, social media and the ability to coordinate or synchronize one’s actions, locations, status and intentions to accomplish a joint goal.

Swarming can be a powerful force multiplier as well, where fewer resources, with mobile communications, social media, good intelligence and coordination can accomplish more than by working alone and uncoordinated.

Nearly every day we witness demonstrations of how spontaneous social media based campaigns are changing our world. We see companies changing policies and practices due to near-real-time feedback from the market swarm.

In the new book from Forrester Executive, James McQuivey, titled Digital Disruption, he describes how to embrace digital disruptions using what I view as a swarm strategies, "Abandon traditional 'return on investment' metrics and instead, for digitally disruptive initiatives, adopt ROD—'return on disruption.' Where the goal in ROI is to generate a known return from a known investment, the goal in ROD is to invest as little as possible, placing quick, cheap bets on the initiatives with the largest possible breakout success." Once you see a success, swarm it! Communicate it! Synchronize around it! Invest in it. Run with it.

I see the same approach emerging today in marketing. Let’s try a variety of approaches to marketing and once the successful ones emerge, invest in them.

There is so much we don’t know. There is so much happening at such a fast pace in social media that we cannot effectively plan for or anticipate. New management strategies, such as swarming, must emerge to address this rapid pace of change.

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Kevin Benedict, Head Analyst for Social, Mobile, Analytics and Cloud (SMAC) Cognizant

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Read the whitepaper on mobile, social, analytics and cloud strategies Don't Get SMACked

Learn about mobile strategies at MobileEnterpriseStrategies.com

Follow me on Twitter @krbenedict

Join the Linkedin Group Strategic Enterprise Mobility

Digital Disruption and Enterprise Mobility

This week in the March 18, 2013, edition of The Wall Street Journal was an article titled Built Not to Last by Alan Murray. This article reviewed the book Digital Disruption by Forrester executive James McQuivey. I loved the article and have now downloaded the book to read in its entirety. I guess it is true that people like to hear what they already believe. McQuivey identifies many of the trends I am also seeing in the market today.

In his book McQuivey argues that technology has made it possible to launch companies without large amounts of capital, proprietary labor pools or vast swaths of intellectual property. Increasingly, anyone with a powerful idea can assemble the tools to make his idea a reality.

Here are some of my favorite excerpts from Murray's article:

"The only defense to this massive attack [from digital disruption competitors], Mr. McQuivey says, is to mimic the enemy. The consequences for existing companies, if you believe Mr. McQuivey, are extreme. "Digital tools allow digital disruptors to come at you from all directions— and from all ages, backgrounds and nationalities. Equipped with a better mindset and better tools, thousands of these disruptors are ready to do better whatever it is that your company does. This isn't just competitive innovation, it's a fundamentally new type and scale and speed of competitive innovation."

I think of the hugely successful digital camera company GoPro. I bet half of the films shown at the Banff Film Festival are filmed on a GoPro camera. They enable every daredevil adventurer to film and produce their own next viral video for under $500. A one person operation can now produce and publish film that would have taken a traditional studio millions of dollars. That is digital disruption.

Here is another excerpt, "Managers must "adopt a digital disruptor's mindset" and "behave like a digital disruptor." "Gone are the days,” he writes, "when you can assign this task to the digital team or the mobile guys. Everyone in every level of the organization must accept that they have the responsibility to become digital disruptors within their domain and as well as across traditional silos.”

I have been teaching SMAC (social, mobile, analytics and cloud) strategies sessions all over the globe the past few months. I can verify that SMAC topics or digital disruptions cannot be limited to just the enterprise mobility team or the digital team. Digital disruptions are impacting entire industries. They must be taken seriously by all parties.

How do you face digital disruptions? How do you know, what you don't know you need to know? Here is McQuivey's recommendation, "Abandon traditional 'return on investment' metrics and instead, for digitally disruptive initiatives, adopt ROD—'return on disruption.' Where the goal in ROI is to generate a known return from a known investment, the goal in ROD is to invest as little as possible, placing quick, cheap bets on the initiatives with the largest possible breakout success."

Digital disruption means a mobile banking app can replace a physical branch. It means a GoPro digital camera and YouTube can replace a studio. It means Craig's List can replace billions in classified ad revenue for newspapers. It means I can download McQuivey's e-book seconds after reading the review and by-pass the book store.

My advice is to face these digital disruptors early, before you get SMACked. For a very good whitepaper by our Cognizant team on this subject download, Don't Get SMACked.

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Kevin Benedict, Head Analyst for Social, Mobile, Analytics and Cloud (SMAC) Cognizant

View Linkedin Profile

Read the whitepaper on mobile, social, analytics and cloud strategies Don't Get SMACked

Learn about mobile strategies at MobileEnterpriseStrategies.com

Follow me on Twitter @krbenedict

Join the Linkedin Group Strategic Enterprise Mobility

Kevin Benedict Ponders the Future

The End Game of Digital Transformation

Merging the Physical with the Digital for Optimized Productivity

Thinking about Enterprise Mobility, Digital Transformation and Doctrine

Enterprise Mobility is a Component of Digital Transformation

The Race for Sensors to Supply Big Data and Enterprise Mobility

Strategic Enough to Matter, Code Halos and Mobile Apps

Crowdsourcing, Collaboration and Enterprise Mobility

Swarming, Mobility, Speed and Digital Disruptions

Digital Disruption and Enterprise Mobility

Interviews with Kevin Benedict

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