Kevin Benedict Ponders the Future: mobile expert

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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.

Watch the 3-minute video:

Download the full report with charts and data sources here: https://www.cognizant.com/FoW/twa-hyper-digital-transformation-codex2478.pdf

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

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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.

The Day Big Data Analytics Died

The Huffington Post gave Donald Trump a 2% chance of winning, The New York Times 15%. The best polls, prediction markets and analytics predicted a Hillary Clinton victory in the days before the election, yet they were all wrong. The national media’s predictive analytic systems failed catastrophically. Why?

Analytic systems require timely data on all the variables that impact a system and measure its performance. Analytics requires support from an optimized information logistics system (OILS), which describes the a system that manages the full lifecycle of data from collection, transmission, processing, analysis, reporting, data driven decision-making, action and archiving. An OILS is only as good as the data. It can only function correctly if it is collecting the necessary data inputs. For example the sensors in an Internet of Things (IoT) system must be attached to the right “things” that impact operations, to provide full system visibility and insight. The pre-election big data analytics systems used by pundits, media and prediction markets used incomplete data that resulted in operational blindness, a massive failure for those responsible.

A simple phone poll may not measure the degree of sentiment, neither does it measure those not on the phone. It appears from reports this morning that large numbers of folks whom rarely if ever voted - voted. This unmeasured, invisible group, that was an important data input, was not measured and analyzed in the OILS.

When I meet with business and IT strategy leaders and discuss data analytics and OILS, I always ask them, "What data are you NOT collecting that potentially could be important to your plans and operations?" Many have never considered this simple question. They look at their available data, but not their data gaps. Today in a world of hyper-connectivity, bots, real-time operational tempos and decision-making, having the right data at the right time is critical. What data are you not collecting?

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Kevin Benedict

Senior Analyst, Center for the Future of Work, Cognizant Writer, Speaker and World Traveler

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Merging Humans with Enterprise AI and Machine Learning Systems

Artificial intelligence and machine learning systems are made up of code and algorithms, and as such, they work as fast as computers can process them. Often this means massive amounts of learning can be accomplished every second without stop 24x7x365. Code doesn't need to take weekends off, holidays, or sick time. Code doesn't get tired. It can recognize complex patterns, areas of potential improvement and problems in real-time (aka digital-time). Given these available computing capabilities and speeds, what are executives to do with AI and machine learning, when we live and operate in relatively slow human-time, and work within organizations that work at an even slower pace of organizational-time.

I believe the first step is to admit we have a problem - the problem is a difference in the speed that computers can operate and the speeds us humans can operate. The second is to understand what a solution might look like - how humans and computers can best integrate and operate together for business success, and the third is to have a strategy and plan.

Imagine a scenario where you arrive at your desk on a Monday morning and find hundreds of recommendations for business process improvements from your AI and machine learning systems. Each of the recommendations might take weeks to socialize across the organization and implement. Now, imagine that happens every day of the year. We humans would be completely overwhelmed! In this scenario, humans are the weak links in business process optimization.

How are we then to best utilize AI and machine learning in a manner that benefits humans, and human powered organizations? I propose the answer lies in developing a powerful AI and machine learning platform that understands our goals and aspirations, can filter findings, run and test simulations, and then present a few select prioritized recommendations to human decision-makers. Simply feeding leaders with unlimited numbers of recommendations may actually paralyze, rather than empower them. What are needed are systems that won’t overwhelm humans, but rather augment them.

In order for any of these AI and machine learning systems to actually work, the data that fuels these systems must first be available, accurate, normalized and timely - for many that is the essence of digital transformation. A digital transformation initiative often includes upgrading IT systems to become “optimized information logistics system” (OILS). Systems that ensure the right data is collected, available, analyzed and its meaning and context understood and utilized.

Once an organization has an OILS in place and the data available, then leaders must ensure their organizational structures and business processes are capable of responding at an operational tempo sufficient to capture the benefits and competitive advantages available from the insights derived from AI and machine learning. That is no small feat. It does no good, as we pointed out, to have recommendations that cannot be implemented.

Massive volumes of new data from sensors, mobile devices, embedded computers and online activities means there are enormous opportunities to learn and gain competitive advantages as a result of it, but only if our leaders, IT and business systems, and our organizations are capable of responding fast enough to capture the value. Understanding how to create OILS, how to utilize AI and machine learning to effectively augment our leaders, and then knowing how to create an organization able to respond fast enough to capture the competitive advantages in the data are the monumental tasks before us today.

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 Writer, Speaker and World Traveler

View my profile on LinkedIn

Follow me on Twitter @krbenedict

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Join the Linkedin Group Strategic Enterprise Mobility

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Mobile Expert Interviews: PowWow Mobile's CEO Kia Behnia

The enterprise mobility software vendor space has been around for more than a decade, but new start-ups continue to enter the market with ambitions to address unsolved problems and challenges. In this interview, I ask PowWow Mobile CEO Kia Behnia, why an enterprise mobility start-up now?

Kevin Benedict's latest video on mobile commerce trends and strategies: ************************************************************************

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

Competing in Future Time and Digital Transformation

Digital Transformation is the process of transforming a business from one state to another - from a state where businesses operate in Human time, to a state that operates in Digital time and finally to Future time. Businesses today must digitally transform in order to compete in all three of these time continuums simultaneously.

Let’s first identify these different time continuums:

Human time – time governed by our physical, biological and mental limitations as humans
Digital time – time governed by computing, networking and data transmission speeds
Future time – time governed by predictive analytics, algorithms and artificial intelligence

Human time cannot compete with Digital time in a mobile and always connected world. Human time cannot deliver the real-time mobile and online commerce speeds that digital consumers require. For example, you can’t have a human responding to mobile search queries, or mobile payments, rather you need optimized information logistics systems (OILS) that are integrated with artificial intelligence (AI) enabled bots responding automatically in digital time.

Digital time refers to the speeds at which computer systems and networks operate. The goal being to reach speeds as close to real-time as possible by optimizing each connected system, component and process that touch data.

Future time is faster than real-time. It is the ability to anticipate needs, take actions and deliver content even before it is requested. It is the ability to automatically prepare for the future in a manner that adds value.

An OILS running in Future time, utilizes predictive analytics, algorithms and AI to provide an experience that anticipates the needs of the user in a manner that makes it nearly invisible to the user. For example turn-by-turn navigation supported by real-time traffic updates that route you around obstacles and problem areas. An OILS, running in Future time, can prepare personalized and contextually relevant experiences in advance.

I had the opportunity to work with a large global automotive system manufacturer this year. We explored extending traditional automotive systems to operate in Future time. They would integrate multiple external databases including traffic accident and insurance information, plus real-time weather and traffic information to automatically prepare the vehicle and driver for the road ahead. We were reaching into the future to provide additional value and a competitive advantage.

Future time delivers value from the future. It works in a time beyond “real-time.” This is the evolutionary nirvana for human to digital interactions. Businesses that have not digitally transformed in a manner that can harvest value from the future have no possibility of competing there.

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 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

Digital Hope and Redemption in the Digital Age

“You have a memory like an elephant,” is truly a compliment. Researchers document all kinds of remarkable examples of the recall power of elephants, and this is credited with their ability to survive harsh environments as noted in this Scientific American article http://www.scientificamerican.com/article/elephants-never-forget/.

Our human memory also helps us learn from past experiences and mistakes, avoid recognizable hazards and keep track of our very busy lives. Our memories for the most part have served us well, but the same might not always be said about digital memory in an always connected, real-time world.

One of the most valuable concepts known to man is hope. Hope is the belief that things can change and get better. It is the belief that one can turn the page and start a new life. It is the motivation that draws many to get out of bed each morning, recover from past mistakes, and go to work.

Bankruptcy laws were designed, in part, to give hope. The Supreme Court in 1934 describes it this way, “It gives to the honest but unfortunate debtor…a new opportunity in life and a clear field for future effort, unhampered by the pressure and discouragement of preexisting debt.” It gives debtors hope for a better future. Source: http://www.uscourts.gov/services-forms/bankruptcy/bankruptcy-basics/process-bankruptcy-basics

Today our second brains, the digital memory banks in the cloud controlled by programmed algorithms, don’t forget. Algorithms are programmed not to forget our histories, our bankruptcies, our youthful indiscretions, our convictions, DUIs, our vices, our former lives. They make it difficult to forget, transform into a better version and start fresh.

The more our lives, through digital interactions, are driven by and influenced by digital algorithms and second brains, the more important it becomes to consider the issue of digital forgiveness, digital redemption and digital hope. Hope that in the physical and digital world, you have the opportunity to start fresh, and change your life for the better, unencumbered by your plethora of mistakes, digitally remembered, biasing the future. Few of us, with the exception of Uncle Rico in Napoleon Dynamite, are the same person we were in our youth.

I can think of many scenarios where a person may want to change his/her life and leave the past behind, but algorithms and second brains won’t let them, unless somebody programs them to forget. If they are not programmed to forget, our digital interactions with websites, businesses, governments, police, search engines and match-making sites will hang-on to our past and use it to judge our present and future. Where is digital forgiveness in the digital era? Where is the ability to hope for a different and better life free from our past if algorithms are programmed to always reference, remember and judge based on our past?

Just because something is technically possible, does not automatically make it good or worthy. We as humans must define how we want digital technologies to support the world and society we desire. The Supreme Court in 1934 thought it was good and worthy to forgive and forget, to give people the “right to be forgotten,” in order to let a person start fresh. I believe it is time to let people be digitally redeemed in a similar manner.

The “right to be forgotten” concept has now been made into law in the EU, and variations of it have been implemented in other regions around the world. It was motivated by the desire for people to "determine the development of their own life in an autonomous way, without being perpetually or periodically stigmatized as a consequence of a specific action performed in the past.” Read more herehttps://en.wikipedia.org/wiki/Right_to_be_forgotten.

In Germany they have implemented a law titled the Federal Data Protection Act, or Bundesdatenschutzgesetz (BDSG). The law is designed to protect individuals' personal rights from being injured through the handling or mishandling of their personal information.

I believe the “right to be forgotten” is an important consideration and discussions. In a digital world fueled by data, capitalism is not a sufficient safeguard for our personal privacy and future. We must imagine the world as we want it, and make it so as a society.

Hope is a critically important concept to humanity, and it must not be allowed to be stamped out by unbridled digital algorithms and second brains. We must all recognize, in a digital age – that hope matters.

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 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

Rwanda: Mobile and Digital Strategies on Display

Ten bags! That is what we carried back from Rwanda, a small mountainous country in east equatorial Africa last night. Why? The short answer is we have friends in Boise, Idaho with family and friends in Rwanda. We took 7 bags to Rwanda, but unexpectedly returned with 10. Our refugee friends that have been resettled in the USA miss many familiar things from the region of their birth. Now that they have jobs and money in the USA, they put in orders with their family and friends for the things they miss most. We were surprised when we delivered a suitcase full of clothes to family members in a refugee camp high in the mountains of Northern Rwanda, and they gave us three in return. We experienced that more than once. So much for traveling light!

While in Kigali, Rwanda I had the honor of speaking to a number of government ministries and most of the large banks about digital strategies. Not so much digital transformation though. How do you talk about digital transformation when digital is so new to Rwanda? That is the question Professor Michel Bezy challenged me with, when I was the guest lecturer at the Master of Computer Science program at Carnegie Mellon University Rwanda. Professor Bezy continued, here in Rwanda we are implementing digital for the first time. We have no legacy IT systems to hinder our progress. Wow! I think many IT departments in western industrialized countries right now would envy that situation. Most of the biggest problems in the west now are digitally transforming legacy systems. It’s like running a race while dragging an anchor. It is their biggest obstacles to future success among many we work with.

Put yourself in a Rwandan's shoes. How would you design and develop an IT environment differently if you started from a blank sheet, a white canvas like they are doing? It is a fun thought exercise.

For a small landlocked country like Rwanda, digital changes everything. The disadvantages of moving physical products in a landlocked country disappear with digital products and services. The recent completion of 5,000 kilometers of fiber optics cable now makes mobile and Internet services available across much of Rwanda. Now to get electricity! Electricity is not yet available to 74 percent of the households, but that number is also improving fast. I am fascinated by the fact that more households have mobile phones (approximately 70%) than electricity (less than 30%). In fact, households with Internet nearly equal households with electricity. I watched as school children lined up at a school office to retrieve their parent’s mobile phones after school. They were all being charged in the school office because they had no electricity at home.

While traveling back and forth across beautiful Rwanda visiting schools, refugee camps and kids that we sponsor through Africa New Life, http://www.africanewlife.org/, I was keenly watching and pondering the challenges of living in a developing country where over 80% of the population are rural farmers. I observed the work. I spoke to farmers. It is a MASSIVE amount of work to feed a family. Basic tasks like getting water for your family to cook and clean often require herculean efforts in a country of a thousand hills that has made vertical farming an art form.

Northern Rwanda Farms

It occurred to me while watching how much work living can be, that digital transformation and productivity improvements can significantly impact individuals as well as industry. The Financial Times’ David White gives this example, “Registering a land transfer in an outlying village in Rwanda requires a number of journeys — to the nearest subdistrict office to get forms to fill in, which then have to be notarised, to a bank to pay the notary’s fees, then back to the government office, probably returning later to check the status of the process. Now registration can be done online. For people with no internet-capable device of their own, this could be done at a government centre, or a cyber café, or the place perhaps where they already buy phone airtime and do their mobile banking.” Rwanda’s Vision of an ICT-Enabled Economy,http://www.ft.com/cms/s/0/fc318106-deda-11e4-b9ec-00144feab7de.html#axzz4K8LMqocP.

Rwanda 2016

Just feeding a family takes all day. Getting water can take a half a day. Walking to town can take half a day. Walking to and from school can take half a day. It is life draining work to survive in the mountains far from town and markets. This point was burned into my consciousness over and over on this trip.

While speaking at a gathering of banks and financial services companies at the beautiful Serena Hotel in Kigali, a senior official of the Rwandan Tax Authority demonstrated to me how SMEs (small to medium size enterprises) can now register and pay their quarterly taxes all on basic mobile phones. It was very impressive. We don’t even have that capability in the USA! It can save hardworking entrepreneursthe need for endless travel.

Another innovation that I read about, but did not yet see at work, is the simple idea of the Hippo Roller, https://www.hipporoller.org/. Using a simple design and elementary physics to roll water instead of carrying it (often on your head) saves so much energy and pain - https://youtu.be/YUsKjleOopk. Everyday I saw men, women and children excerting great effort carrying heavy loads of water miles to their homes. Making this easier and faster could free up calories and time for more economically productive activities. I hope these are widely and quickly adopted universally.

I left Rwanda pondering how hard it is to live as a rural farmer. I was impressed by the skills, ingenuity and innovation I witnessed just to feed, educate and house a family on the sides of these breath-taking mountains. Mountains, mountains everywhere!

Rwanda is looking at all solutions. They are pushing for farmers to seek economy of scales in agriculture. They are organizing small subsistence farmers into cooperatives so they can share the work and costs of farm equipment to improve their overall productivity and incomes.

With a population of 12 million, Rwanda is the mostly densely packed country in Africa, but in the past 5 years they have lifted over 1 million of their people out of poverty. They are one of the fastest developing nations in the world, and all of this is happening just 22 years after their peoples, economy and nation was devastated by genocide where 1 million of their people were murdered in a 90-day period. Ideas, both good and bad can have a big impact on a small country and economy like Rwanda.

More on Rwanda’s Development

World Bank http://www.worldbank.org/en/country/rwanda/overview

Forbes: The Surprising Story Behind The Worlds Fastest Developing Countries, by Robin Meyerhoff, Senior Director, Corporate Affairs, SAP, http://www.forbes.com/sites/sap/2016/06/27/the-surprising-story-behind-the-worlds-fastest-developing-country/#238628b372d6

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Kevin Benedict

Senior Analyst, Center for the Future of Work, Cognizant Writer, Speaker and World Traveler

Kevin Benedict Ponders the Future

The End Game of Digital Transformation

The Day Big Data Analytics Died

Merging Humans with Enterprise AI and Machine Learning Systems

Mobile Expert Interviews: PowWow Mobile's CEO Kia Behnia

Competing in Future Time and Digital Transformation

Digital Hope and Redemption in the Digital Age

Rwanda: Mobile and Digital Strategies on Display

Interviews with Kevin Benedict

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