Tag: disruption

  • Leading the disruptive wave

    Leading the disruptive wave

    I’ve a story up on Technology Spectator that pulls together Uber’s fight with taxi regulators around the world with the Australian government’s Commission of Audit.

    While the story is written in an Australian context, the key message about business disruption is universal; as barriers to entry fall, no incumbent can assume they are immune from having their business upended.

    For Australia, this is a particularly important message as the affluent economy is kept afloat by consumer spending underpinned by a favoured and protected housing market.

    The economy though is nowhere near as untouchable as it looks; along with being way over invested in property, Australia’s industries are hopeless uncompetitive and have a cost base similar to Germany’s.

    It’s an entire country ripe for disruption, it will be interesting to see if the Lucky Country’s luck holds in the 21st Century.

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  • Nothing is stabilising – welcome to an era of exponential innovation

    John Hagel of Deloitte’s Centre for the Edge joined Decoding the New Economy to discuss his view that we’re living in an age of exponential innovation.

    “Increasingly our view is that it’s creating a challenge for companies, traditional businesses who say ‘we’ve been operating in a linear fashion for decades or in some cases centuries or more’ but how do we move to an exponential approach to technology so we don’t get overwhelmed.”

    I’ll be writing the interview up in more detail later, but for the moment enjoy the video.

    Image of John Hagel by Trycatch though Wikimedia

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  • Driving out inefficiencies

    Driving out inefficiencies

    “We’re driving inefficiencies out of every single facet of life,” AT&T CEO Randall L. Stephenson told The World Economic Forum’s New Digital Context panel last month.

    The CEO panel at the Davos forum, which included Yahoo!’s Marissa Mayer, Salesforce’s Mac Benioff, Cisco’s John Chambers and Gavin Patterson of BT discussed how corporations of all sizes are being affected by rapid market changes.

    “All this bandwidth, all these connected devices, are as disruptive as anything this society has ever seen,” Stephenson said.

    “Companies that aren’t moving and driving the new technologies are companies that don’t stay alive.”

    Stephenson’s view was supported by Cisco CEO John Chambers, “if you look at big companies only a third of us will exist in a meaningful way in two decades.”

    Chambers cited Cisco’s experience from the past two decades to illustrate how business is rapidly changing, “my competitors from fifteen, twenty years ago – none of them exist or they’ve exited. From ten to fifteen years ago only one exists, from five to ten years ago only a few.”

    “If you don’t disrupt, you get left behind,” warned Chambers.

    Chambers’ advice to managers is that teams have to be empowered and encouraged to take risks and learn from failures, advice endorsed by Yahoo!’s Marissa Mayer.

    “The best thing you can an executive can do is play defense, not offense. Get out everybody out of the way and set up an evironment where they can really run and make a difference.”

    Yahoo!’s Marissa Mayer endorsed the change, describing a much flatter organization; “we try and run things really flat, really transparent.”

    That flat organisation is really the biggest risk to many executives in staid, safe organisations; it means fewer middle managers as the workplace is increasingly automated.

    As businesses adopt new technologies, the need for Executive Vice Presidents or Group General Managers is eliminated – along with the armies of assistants and underlings required to help these folk in their roles.

    In the past, those layers of management have isolated senior executives from their customers which Salesforce’s Marc Benioff is a luxury companies can’t afford in the current marketplace, “everything is going faster, companies have to change faster.”

    “Today if you’re not listening to your customers more deeply than ever before and not reacting to them more rapidly than every before,then you are probably making a mistake,” warns Benioff.

    Most of those in the room at WEF were the world’s top executives and government officials, how many of them take note of how business is changing will become clear in the very near future.

    There’s also a warning for those government leaders on how employment and government services are going change in the near future which a lesson that needs to be heeded as policies are developed.

    Now’s the time for every manager, business owner or executive to look at the inefficiencies in their workplace and whether it can be eliminated either through technology or business restructuring. It may well save you from being identified as an inefficiency yourself.

    Steam train image courtesy of Gabriel77 through sxc.hu

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  • Uber and the evolving business model

    Uber and the evolving business model

    Last year we looked at Uber and speculated the software that runs the business positions the company to be more than just a hire car booking service with applications in logistics and other sectors.

    This week Uber’s CEO Travis Kalanick is getting plenty of coverage in the media with extensive profiles in both the Wall Street Journal and Wired.

    Wired’s profile of Kalanick and Google raises Uber’s potential in logistics, funded by a $258 million fund raising led by Google Ventures last August.

    “We feel like we’re still realizing what the potential is,” he says. “We don’t know yet where that stops.”

    While Wired speculates about how Uber would perform against Amazon and Walmart, the car service is different in being more of a big data play than its established, possible competitors.

    The three businesses would be very different creatures in the way they would address consumer markets, it may even be that Uber is more suited to being a B2B or wholesale operation rather than a retailer like Walmart.

    Interestingly Kalanick looks at a target of 2,000 staff by the end of this year reports in his Wall Street Journal interview.

    Mr. Kalanick: We have 550 employees. That’s approximate. We’re definitely going to be well over 1,000, maybe in the 1,500 to 2,000 range [by the end of 2014].

    Having a staff target so high is interesting, it certainly indicates Kalanick sees plenty of growth ahead in the business.

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  • It’s tough in YouTube land

    It’s tough in YouTube land

    For owners of YouTube channels life has been tough in the last few months as Google plays with the service and its features.

    The first irritant for YouTube administrators was the integration of Google Plus into the comments that now requires commenters to have an account on Google’s social platform.

    Google’s reasoning for this is some transparency in YouTube’s comments will improve the services standards of conversation and there’s no doubt that YouTube comments truly are the sewer of the internet with offensive and downright deranged posters adding their obnoxious views to many clips.

    Unfortunately the objective of improving YouTube’s comment stream doesn’t seem to have worked which casts the effectiveness of Google’s identity obsession into doubt, but it has had the happy – and no doubt totally unintended – effect of boosting user numbers for the struggling Google Plus service.

    The latest blow for YouTubers has been Google’s copyright crackdown where the service is removing posts it claims are in breach of owners rights. Many channels, particularly game review services, are being badly hit.

    Of course the Soviet attitude to customer service that Google shares with many other Silicon Valley giants doesn’t give these folk many options of getting their problems resolved.

    All of which illustrates the risks of being dependent on one social media service which the poor YouTubers are finding this the hard way.

    Watching this play out, it’s hard not wonder how vulnerable services like YouTube are to disruption, while they have the network effect of being the leader it’s not hard to see how alienating the people who create the platform’s content opens up opportunities for new players.

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