In uncertain times it is more important than ever to wish each other a Happy New Year!
Happy New Year to you all!!!
How does the digital transformation of your organization go? According to the global studyÂ DIGITAL TRANSFORMATION: A ROADMAP FOR BILLION-DOLLAR ORGANIZATIONS from CapGemini just 50 of 157 executives say that they have an effective approach. Not an easy task it seems…
But why is this so hard? The report states that
Successful digital transformation comes not from implementing new technologies but from transforming your organization to take advantage of the possibilitiesÂ that new technologies provide. Major digital transformation initiatives are centered on re-envisioning customer experience, operational processes and business models. Companies are changing how functions work, redefining how functions interact, and even evolving the boundaries of the firm.
I couldn’t agree more. But isn’t this difficult? Yes, really! What makes it even more difficult is further described in another conclusion:
Successful DT comes not from creating a new organization, but from reshaping the organization to take advantage of valuable existing strategic assets in new ways.
This means that in order to succeed you have to understand what your valuable existing strategic assets really are and transform your business to leverage them in a digital approach.
I think these statements are correct, are really important and points in the right direction. But judging from my 10+ year experience in working with intelligence, strategy and change in a global company, I see is that this is incredibly difficult to do in practice. Is it really so that as much as 1 in 3 are successful in this process? And to what extent are they successful?
From a historical perspective from other technology driven transformations, there are extremely few companies that have been successful in transforming themselves across societal and technological shifts. How many companies are e g older than 100 years? 100 years ago there was another, albeit a magnitude smaller, technological and societal shift that also required transformation and how many organizations survived that?
We must correlate these insight with other findings e g John Hagel’s analysis of the performance of today’s companies:
Firms in the Standard & Poor’s 500 in 1937 had an average life expectancy of 75 years; a more recent analysis of the S&P 500 showed that the number had dropped to just 15 years.
I think it is time that people reread the former Shell executive Arie de Geus’ book The Living Company,Â Clayton Christensen’s The Innovator’s Dilemma: The Revolutionary Book That Will Change the Way You Do BusinessÂ and Alan Deutchman’sÂ Change or Die: The Three Keys to Change at Work and in Life.
In the end of the executive summary the CapGemini reports correctly states that:
Despite the hype around innovative digital technologies, most companies still have a long way to go in their digital transformation journeys. Leadership is essential. Whether using new or traditional technologies, the key to digital transformationÂ is re-envisioning and driving change in how the company operates. Thatâ€™s a management and people challenge, not just a technology one.
From my view from the outside I still wonder if change really is happening to the extent that people think it does. Because if it does it is against all historical odds. Or are we creating an illusion of change, when in fact organizations are failing more dramatically than ever?
The good thing with this report is that they are starting to formulating the difficulties in a much more realistic way than I have seen before from IT-consultants. And that is a good thing… If they show the correct picture of the reality, I am not at all sure.
This is a 3D-printed shoe I recently found search Flickr for images on 3D printing. It is obvious that the quality of 3D printing is rapidly getting better and according to the discussions on the Internet most people seems fascinated of and apparently caught in the race towards higher and higher quality. The problem with this race is that it might draw us down into the technical details of 3D printing rather than into the important implications 3D printing might have in the future.
There are (at least) four aspects that is much more important that product quality to note when thinking about where 3D printing might take us in the future. 3D printing might:
On October 11 Thomas L. Friedman, author of widely selling books like The Lexus and the Olive Tree, The World Is FlatÂ and Hot, Flat, and CrowdedÂ as well as a NY Times columnist wrote a massively referred and tweeted column by the nameÂ Somethingâ€™s Happening Here, which he started off by:
When you see spontaneous social protests erupting from Tunisia to Tel Aviv to Wall Street, itâ€™s clear that something is happening globally that needs defining. There are two unified theories out there that intrigue me. One says this is the start of â€œThe Great Disruption.â€ The other says that this is all part of â€œThe Big Shift.â€ You decide.
And ends with:
So there you have it: Two master narratives â€” one threat-based, one opportunity-based, but both involving seismic changes. Gilding is actually an optimist at heart. He believes that while the Great Disruption is inevitable, humanity is best in a crisis, and, once it all hits, we will rise to the occasion and produce transformational economic and social change (using tools of the Big Shift). Hagel is also an optimist. He knows the Great Disruption may be barreling down on us, but he believes that the Big Shift has also created a world where more people than ever have the tools, talents and potential to head it off. My heart is with Hagel, but my head says that you ignore Gilding at your peril.
Since I have been following and been talking about the future based on the underlying driving forces that lead up to this development for many years now, I couldn’t agree more to about the relevance of these narratives. But I think Friedman makes a mistake when he thinks just one of these two narratives about “The Great Disruption ” and “The Big Shift” are right. To me these two theories actually describes two driving forces that play out simultaneously , which both will have huge ramifications on our society. Because of this model I call our society which now lives through this the transition society.
This is a compressed version of a slide I usually show in order to talk about how these forces are related to each other. As you can see here I think of the impact as a transition phase where one s-curve shaped development is replaced, being succeeded or eventually melted together with another development in form of an s-curve. As we know from ecological systems, the outcome from such a transition is highly uncertain, and I think we should think about our future in the same way.
This way of visualizing the future is of course highly abstract and theoretical, but is nevertheless one of the few ways I have found to visualize the complex development of what we see happening around us.Â One argument for this S-curve/transition model is that it would also explain the transients and rapid swings we see today and which is a normal effect in the observation of phase transitions in e g Â physics, chemistry and biology.
We can talk about scenario planning in order to see, understand and manage uncertainty on a longer term planning level but when it comes running the daily business the result of the process i e how we design companies and structures will be the crucial point for the future.
I am again talking about the need to redesign society and businesses and build resilient and shock-managing institutions, rather than slim, lean, efficient and just-in-time structures. Or maybe they can be slim, lean,Â efficientÂ andÂ just-in-time, but ONLY of these properties are helping organizations to be better at managing dramatic and sudden changes. Otherwise this mental heritage (or garbage) of efficiency and just-in-time thinking from an obsolete industrial age will lead to a certain death when the grim reaper of unexpected shocks or changes comes to take his tribute.
One sign of change comes from Toyota who seems to maintain it’s thought leader position when it comes to taking the next level of industrial development into the area of resilience…
Based on the terrible experience of the Japanese earthquake Toyota are now aiming at change their manufacturing and supplier structures with these three steps:
This is really interesting but it is worth noting it is just a part of the solution and just from the perspective of the manufacturing plant. There are much more and deeper work to do in order to make the whole value process around the automotive industry resilient and future ready.
But from a longer term strategic perspective, taking this path, or rather being forced to go down it, could turn out to be as important for the long term future success of Japanese auto manufacturers, as the collective Japanese decision to decrease fuel consumption was in the 1980:s.
Are the Japanese again using their problems and tragedies in order to improve before everybody else does?
Read more in Reuter article.
Mr Sarkozy has now taken the battle of the Internet to the next level of open conflict between governments and the Internet by initiating the e-G8 meeting where he argued:
“The universe you represent is not a parallel universe. Nobody should forget that governments are the only legitimate representatives of the will of the people in our democracies. To forget this is to risk democratic chaos and anarchy.”
â€œWe need to hear your aspirations, your needs,â€ but that â€œYou need to hear our limits, our red lines.â€
(quote fromÂ Don Tapscott – G8 and the Internet – Sarkozy Messes With a Good Thing – you can read even more about this in Alex Howard’s article: At the eG8, 20th century ideas clashed with the 21st century economy)
What Sarkozy miss completely is that the current form of democratic government system, the current ideas and laws around Intellectual Properties, well the whole concept of the nation state and even of our current civilizational form is in fact a result of, and is completely built on the previous major communication revolution: the printing press.
How revolutionary we might regard the printing press, we must understand that it provided just a gradual change of human organization. It was a innovation that only increased the efficiency and effectiveness of the old model of one-to-many communication. We are now facing a much bigger and more profound change in human organization than ever.Â The global diffusion of Internet is the birth of something completely new and unprecedented, a fundamental change of the inner wiring of human society and organization: many-to-many communication between already hundreds of millions and soon billions of people and artifacts on this planet.
Fundamentally new communicational and computing capabilities is on it’s way to Â completely redefine almost everything and in particular how humanity is organized in larger groups as e g cities and countries. To use Sarkozy’s words and seeing the world from his or many other traditional democratic governments perspective: this will without doubt result in democratic chaos and anarchy. The change will not take the form of something to fight with or decide about but will rather emerge from the inside of ourselves andÂ take the form of old concepts, systems and structures that suddenly and curiously become irrelevant or at times even dangerous and counter productive.
The challenge for all of us now (including governments) is to put ourselves into a state to avoid repelling everything new but continuously learn about the new logic as it emerges in order to 1) dismount the current systems which in the current situation might cause more harm than good and 2) in their place develop new interim systems that will result in temporary islands of order where we can thrive in waiting for the next wave of deep change. Always knowing that the current structure, the current idea or the current system soon will be irrelevant again and need to be rebuilt .
It is becoming increasingly clear that the knowledge and systems that have taken us this far NOT will take us into the future.
And in times of fundamental transformation any firm and unadaptive construction will most likely turn out to be the things that keep you immobile and stuck to the bottom when the water rises and the tsunami is rolling in.
Is the Wikileaks conflict leading us towards a better and more open future or can it result in the opposite?
The Wikileaks phenomenon in itself is nothing but the natural consequence of Moore’s Law and the emergence of omnipresent and ubiquitous communication and data gathering technologies. It is an effect that is one interpretation of the concept of radical transparency , a situation when there doesn’t exist any barriers for information anymore and where everything is potentially known by everyone.
What Wikileaks really is doing is showing the world a small and relatively isolated (!) glimpse of what radical transparency might mean for governments.
One thing to note is that in the not too distant future we can expect that radical transparency will spread to companies, corporations and basically all other organizations as well.
The bigger picture – towards a completely new society
But what does this mean in the long run?
To understand the bigger picture and where this might lead we also need to add another underlying driving force to the puzzle. The driving force is the result of two distinct human capabilities: our ability to communicate and our capacity to innovate and create tools and structures. When looking back in history with these glasses we can identify this key driving force behind almost all major reorganizations of human society.
With the innovation of many-to-many communication on an individual level it is very likely that we are at a stage of radically transforming human societies once more. If this is the case we are actually part of a shift that will transform our society in a much more fundamental way than the relatively recent change from a farming society into an industrial society. Maybe the shift from an oral society to a text based society will be a more adequate comparison. If we are going to judge from previous reorganizations of humanity we can conclude that the majority of today’s institutions will become obsolete or at least altered in a fundamental way. Including the corporations, nation states and even our cherished model of democracy.
Wikileaks, together with other P2P-related effects, are then just the weak signals lightening the murky path towards a very different future.
How do we get to the future?
The reason for a fundamental shift lies in the conflict of three seemingly incompatible concepts
Democracy and static hierarchies have been working together for the reason that communication have been organized according to a broadcasting model where you have a few dominant broadcasters and accordingly can contain the discussions and the perspectives to a certain degree within a community. If you add radical transparency this isn’t possible anymore and a conflict between these three takes place. The core of the conflict has not so much to do with democracy as has with the other two because the nature of the conflict lies in the fundamental incompatibility between radical transparency and static hierarchic structures and it is quite possible that democracy will be the victim in this conflict (placing nuanced comments by e g Clay Shirky in the naÃ¯ve and idealistic corner).
A couple of years ago I wrote a quick post about how this upcoming conflict between new ways of organizing driven by the Internet and many-to-many communications on one side, and the traditional static and mechanically based institutions (e g governments) built on a broadcasting communications model on the other.
This conflict could be played out in one of four scenarios describing the different structures of conflict this could result in.
The scenarios were:
Which scenario do Wikileaks indicate?
The scale of the current conflict around Wikileaks suggest that scenario 1 is already out of the question. Then we have the other three left.
The rapid escalation of the conflict and the direct involvement of so many actors due to the choice of diplomatic arena, could suggest that Wikileaks is the first step in the chain of events that will lead to scenario 3 – Full scale war.
The force and fury by which mainly the US Government is acting might suggest that we are heading towards scenario 2 – Back in line. Will the other governments across the globe also realize who the real enemy to their position of power is and close their ranks in order to succeed in defending the current power structures â€“ regardless of the consequences for the Internet and sacrificing the fundamental constitutional rights on which the modern democracies are built?
Or maybe this current conflict will be contained and slowly fade out? It could the then lead us towards scenario 4 – Many small wars in different areas at different times…
Any comments on this?
If you find this blog slow in updating, why not try The Futuramb Daily, which is published daily and is automatically generated from my Twitter stream.
The development in the area of neurology is exploding and is spreading to new areas every day. It is inevitable that it will have huge implications on our society, and today I saw a new interesting term for the first time: Neurocapitalism. It was coined by Ewa Hess and Hennric Jokeit in an article in Eurozine which recently was translated from German to English.
[…] the neurosciences are extremely well funded by the state and even more so by private investment from the pharmaceutical industry. Their prominent status can be explained both by the number and significance of the problems they are attempting to solve, as well as the broad public recognition of these problems, and by the respectable profits to be made should they succeed. In other words, they are driven by economic and epistemic forces that emanate from the capitalism of today, and that will shape the capitalism of tomorrow â€“ whatever that might look like.
The lifting of temporal and geographical constraints on communication nurtures the illusion of unlimited accessibility and mobility. Just as the libertarian phase of capitalism offered ways for the individual to optimise his or her external appearance and status, so the imperative of the future will be to optimise cognitive and emotional resources as well. The availability of an unlimited supply of effective neuro-enhancers, the opportunity to exchange experiences of using them with others via the Internet, and the utilitarian approach to ethics taken by many individuals, are all preparing the ground for the market success of substances that today are still being experimented with in the laboratory.
I am a bit hesitant to use the word Neurocapitalism since the word is implying that neuro related aspects will dominate the capitalist logic, but the authors are really underlining an important point. We are without doubt heading into an age where the results from neurophysiological research will be one of the major drivers behind the transformation of a lot of things in our daily lives.
The real reason why neurophysiological knowledge will have huge impact is rather that we are heading into a world where 1st person experiences, emotions and perspective will dominate. This shift is very well matched to what neurophysiology is promising: e g to solve people’s (perceived) disorders and fix (perceived) shortcomings, but also to boost experiences and create (artificial) peace of mind. Institutions will, part from selling all the neuro-based drugs, devices and services to people, use the new knowledge to both manipulate people but also get new insight in what people wants in order to be able and develop and market products and services more efficiently and effectively.
So even if we will not have a Neurocapitalism, we will most likely have a market in where many, many products and services will be based on or transformed by the new knowledge, ideas and innovations that stem from neurophysiological research.