Archive for the ‘VIP’ Category

Big Data, Machine Learning and AI: Trends and Predictions

February 3, 2018

BigData

FountainBlue’s February 2 VIP roundtable was on the topic of ‘Big Data, Machine Learning and AI: Trends and Predictions’. Please join me in thanking our participating executives and our gracious hosts at Nutanix.

Our executives in attendance represented a range of roles and companies, all with a perspective on how the data, the applications, the solutions, the challenges are impacting our companies and our day-to-day lives. Below is a compilation of ideas and thoughts from our conversation.

We began with the ideal qualities of Big Data: 

Velocity (how quickly the data is moving), 

Virality (how quickly the solutions are adopted and spread), 

Volume (the sheer quantity of data) and 

Veracity (the truth provided by the data).

With the advancement of infrastructures and systems, and with machines and solutions becoming quickly more versatile, more useful, more relevant, companies, leaders, industries are all adopting a wide range of solutions, which benefit everyone across the ecosystem – internal and external to the individual, team, company, geography and industry.

‘Wow’ was the collective response when we heard the wide-ranging use-cases around big data – scenarios which affect ourselves directly and indirectly, scenarios which makes us dream bigger, yet also be more wary about our safety, our privacy, our security, our future.

If machine learning can now help us see trends faster and better than the typical evolved and trained human, then it’s up to us to manage and design solutions to better serve every one of us. We mentioned a few times our concerns about the ethical and human elements surrounding the data – to help ensure that we apply it for the betterment of humankind, our environment, our ecosystem.

The advice and suggestions collectively as a group are summarized below.

  • Choose open source as a foundation for growing solutions and offerings to target markets. Actively participate in the open source community to give back, to influence the direction, to expand and create collaborative networks.
  • There’s value in the data, and winning companies will learn how to monetize on it, while also respecting the privacy and rights of the individuals who own the data.
    • Not all data is treated equal, so categorizing into data types will help build a standard and help respect the privacy of the users, the intentions of the solutions.
  • In this digital economy, data is the currency. Ensure Access, Security, Reliability, Speed, Versatility, Accuracy, etc., of same. This is not an easy task with the 4 Vs of data highlighted above.
  • Privacy, Security and Access will be consistent challenges and themes. 
  • A focus on customers and their demands for personalized access to data real-time provides a challenge and an opportunity in all industry sectors.
  • Heavily-regulated industries including healthcare and finance provide specific niche opportunities around the data due to the regulations and policies and lack of standards for the industries.

Highlighted opportunities and challenges are listed below.

  • There will be a battle around standardization, data location – Edge vs 5G for example, 
  • Balancing privacy, security and access
  • Selling your own usage data
  • Leveraging automation and robotics to better perform – more precision, more dexterity, less tremor, better access, use lighting and imaging
  • Leveraging data for diagnostics will add value across industries
  • Analyze trends to better predict and serve customers, to more strategic invest in ideas and companies
  • Understanding usage, sentiments, trends and tendencies is a huge opportunity and will only get bigger. 
  • With successful understanding of a broader range and larger volume of data real-time, there are opportunities to decrease churn, increase revenues, increase positive resolutions, increase Net Promoter scores, increase customer loyalty and referrals, etc.,

But the human will also be necessary.

  • As a sanity check for the data.
  • To program the HW/SW solutions and identify what’s relevant, what’s actionable, what’s valuable.
  • To provide feedback and intelligent guidance to automated scripts.
  • See beyond the data and its implications to imagine or extrapolate a trend or idea.

The bottom line is that Data and Content are in charge and affecting each of us across roles, industries, geographies and scenarios and collaboration is key. Energy and technology will help ensure the safe, secure real-time access to data which is actionable. Everything will be different, and yet the same, perhaps at a different scale.

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IoT Ecosystem Trends and Predictions

January 12, 2018

IoT

FountainBlue’s January 12 VIP roundtable, on the topic of ‘IoT Ecosystem Trends and Predictions’. Thank you also to our gracious hosts at Flex.

Our executives in attendance represented a range of roles and companies, all with a perspective on IoT successes, trends and predictions. Below is a compilation of ideas and thoughts from our conversation.

The range of IoT devices and the impact on users at work and home is overwhelming, and the data generated by all these devices is even more so. 

  • There will continue to be a push-pull between features and solutions craved by users and privacy and security demanded by corporate stewards, parents, and other responsible parties. 
  • Successful IoT companies (and responsible adult parties) need to communicate transparently and make considered, proactive choices on which devices to employ under what circumstances, and to create and enforce policies which would help others to do the same.
  • Successful companies will continue to gain market share in specific industries by delivering customer-driven IoT Use Cases.
  • As the convergence of industries continues to evolve, it’s important for product and company leaders to connect with the larger ecosystem of stakeholders and collaborate to deliver coordinated solutions. 
  • Consider joining consortiums around Open Source and Security and Blockchain as they connect stakeholders in order to co-innovate and share best practices.
  • We are gradually evolving to standards in the IoT space, which will help everyone better manage and predict the behavior of IoT devices which impact the people and the network.
  • Be bold, but also become more fully aware of the risks you’re assuming when you download apps and software, especially as it may affect the security of your network, the privacy of your data.

Trends and Predictions

  • Watch for leading companies including Siemens and GE, Emerson and Schneider and the Industrial IoT solutions they will create for enterprises.
  • Watch for security and standards and privacy software solutions which will help manage the proliferation and distribution of IoT devices.
  • Which companies will collect the HUGE volumes of data collected by these devices and provide reports which are usable and actionable?
  • There are HUGE opportunities for the aging market around IoT. Which companies will reach out to this open, large market with a wide range of needs ranging from transportation to e-commerce to entertainment?

The bottom line is that in this Age of Information, companies who can deliver the devices and actionable information and customized products and services will be well rewarded.

M&A Best Practices

December 1, 2017

Mergers

FountainBlue’s December 1 VIP roundtable was on the topic of ‘M&A Best Practices’. Thank you also to our gracious hosts at Intel.

Below is a compilation of ideas and thoughts from our conversation.

Our executives in attendance emphasized several times the importance of leadership and transparent communication, especially when companies and teams are undergoing great change. Below is some advice to support a successful M&A experience.

  • It helps to have an experienced team representing the acquiring company, with exceptional communication and listening skills.
  • Escalations and conflicts will happen, but if you work with a proven playbook, if you’re open about processes and procedures and cultural expectations, it increases the likelihood of success.
  • Knowing the reason for the merger and acquisition in the context of the larger market trends will greatly impact its acceptance from within the company and also externally.
  • Marketing and operations and IT all have roles in ensuring a smooth integration. Inspirational and authentic communication of intentions and progress will go a long way in growing the trust factor, which helps everyone involved better perform despite ambiguities.
  • Empowering those in charge to take risks and make things happen during an integration is a key strategy for helping two parties get better connected. 
  • Cut back in areas you need to as you integrate, but also make sure that you invest back in strategic, key initiatives.

Below is advice for start-ups who are seeking to be bought out by big corporations.

  • Be big enough in size and stable enough in technology before you seek an acquisition. Consider also corporate investment opportunities even while you’re small.
  • If you’re not ready for an acquisition, consider partner with an existing partner of the targeted acquiring company.
  • Understand the larger market trends and technology needs and see where your solution might fit into these needs, and which companies might have an interest in your technology.
  • Be ready for a culture shock going from start-up mode to corporate, which is by nature more slow-moving and process-driven.

In the end, start-ups are known for innovating, but not scaling. Larger companies are known for scaling and systematic processes, but not necessarily R&D. A successful marriage between the two would help all parties better deliver to customers, and better meet market needs in general.

In Search of Unicorns

November 3, 2017

FlyingUnicorn

FountainBlue’s November 3 VIP roundtable was on the topic of ‘In Search Unicorns’. Thank you to this month’s participating executives and to our gracious hosts at Western Digital. Below is a compilation of ideas and thoughts from our conversation.

Our executives this month had extensive experience with both large companies and with start-ups and even investment/corporate development experience. They had the following advice regarding the search for unicorns.

  • No matter where you are in the start-up-to-enterprise spectrum, remember that:
    • Companies big and small are challenged with integrating new technologies and solutions into their offerings in order to stay relevant to their customers and keep up with market demands.
    • Leaders from start-ups and companies need to balance their desire to manage innovation from within or create innovation at start-ups and get integrated into the enterprises. 
  • Work efficiently and effectively, within the environment, culture and ecosystem you’re in. 
  • The flexibility and excitement of a start-up might be better than the stability and resources of a corporation and vice versa, depending on your current objectives and perspective. Choose the best option for yourself and be open to re-evaluating your selection.
  • Develop a comprehensive plan for creating, nurturing and growing technologies and ideas organically from within a company, and also strategically identifying and integrating start-ups worthy of acquisition.
  • Find adjacent technologies and markets for current solutions so that you can expand into new areas.
  • Create and manage an ecosystem of partners to support development and business expansion goals.
  • Keep passion and innovation alive, even when a company gets big and processes slow down how quickly things can get done.
  • Watch how the Terrible 5 (Microsoft, Amazon, Google, Apple, FaceBook) are impacting other companies in your space and respond accordingly.
  • Ensure a culture fit with potential acquirees to increase the likelihood of a successful integration.
  • The hiring of quality technical people will challenge the growth trajectory of companies big and small.
  • Focus first on the trend, then on the people who can create a solution to address that trend, and then on the idea.
  • When creating a new solution in the same market, having the same clan of co-founders makes sense. When creating a new sector and market, recruit from a wide range of backgrounds and experiences and help the team work together.

Here are some hot new areas to watch for:

  • Machine Learning and AI solutions which automate reporting and processes
  • Technologies and solutions around self driving cars 
  • Fitness and health-tech solutions for the consumer, but perhaps paid for by insurers, companies, even the government
  • Hardware and software solutions which leverage open source modules
  • Aggregating, managing, organizing, searching, storing huge volumes of digital content
  • Practical wearables which are also disposable
  • Device/IoT security and management
  • Edge computing as the evolution of embedded computing
  • Block chain use cases in finance, healthcare, transportation etc
  • Integrated services and solution will be more prevalent than individual devices/units/sales

The bottom line is the unicorns are not born overnight. There are plenty of technologies and leaders who have the potential to become those billion-dollar-unicorns. Actually achieving that unicorn status will take collaborative, systematic execution on plans extended periods of time, riding market waves and serving customers over five to seven years.

Collaborative Innovation

October 6, 2017

Collaboration

FountainBlue’s October 6 VIP roundtable was on the topic of ‘Innovation Collaborations’. Please join me in thanking our gracious hosts at Techlab Innovation Center and 888 Steps, who provided on-site support and helped lead the interactive discussion.

Below is a compilation of ideas and thoughts from our conversation.

‘Innovation’ comes from many surprising backgrounds, roles, faces and places. Below are some best practices to facilitate and encourage that openness to innovation for your team and company:

  • Begin with the end in mind, and persevere to gain measurable returns, despite the obstacles.
  • Create collaborative solutions to complex problems which would benefit all parties. Measure outcomes, communicate wins, and engage larger ecosystems of partners and people.
  • Have a curious, humble mindset and be eager to learn from those not-like-you. With that said, make sure that the technology and strategy is validated by the data before adopting.
  • Be customer focused. Innovation won’t mean anything if it’s not solving something of interest to the customer.
  • Build traction and credibility by enlisting the support of partners and customers. The ‘fre-nemies’ mindset should be focused on win-win results, and repeatable processes, and based on clear and transparent communication. 
  • Choose a range of professional experiences – between roles, between companies, between industries. It will help you be more inter-disciplinary and connect the dots.
  • Be clear on the type of innovation you’re working on. It’s not always just about the technology innovation. Process, business model, operational, communication and other efficiency upgrades can also lead to great results.
  • In this global world, you must work with companies and leaders from other cultures. Knowing tendencies of others will help people, products, teams and companies to succeed.
  • Established companies must embrace new technologies to stay relevant and current. In turn, emerging technology companies must understand the processes, people and operational challenges which stymie the adoption of new technologies for established companies. 
  • Recruit and train people who work hard, produce results, AND are open to change. Four free ways to encourage team members to get training for new technologies and processes include: 1) talk about the new materials, 2) explain why learning new materials need to happen, 3) organize and index the training materials and 4) highlight successes. 

Below are predictions for some innovation opportunities ahead.

  • Open source solutions will be a big part of innovations of the future. Services behind the open source solutions will be where the money is.
  • Security and cryptographic solutions will be integrated into all solutions.
  • Practical IoT use cases will be adopted by companies looking for the next level of automation and efficiency, provided they are convinced of measurable and early ROI.
  • Blockchain solutions and the decentralized-network thinking behind them will start a new paradigm for innovation. The challenge now is to develop practical, easily-implemented applications for blockchain in many industries, from healthcare to finance to banking.
  • Artificial intelligence, machine learning and data analytics will be integral to most solutions. We need the data in order for the automated programs to run.

Innovation is occurring at an increasing pace, making it difficult to adopt. It will continue to take experienced, open-minded leaders connecting in transparent conversations and projects to facilitate collaborative innovation across teams, companies and industries. 

Age of the Customer

September 15, 2017

CustomerFountainBlue’s September 15 VIP roundtable, on the topic of ‘Age of the Customer’! Please join me in thanking our gracious hosts at Polycom, who provided on-site support and helped lead the interactive discussion.

Below is a compilation of their ideas and thoughts on how to lead and thrive in the Age of the Customer. 

Change is impacting leaders and companies across geographies, across industries, across roles. Technology is keeping up with the changes, and even helping facilitate the changes. Customers are becoming even more verbose, more demanding, more specific, and more diverse. In general, they are seeking:

  • An easy, simple, consistent and intuitive interface so they can perform the customized tasks that are most useful to them;
  • Background information and context for new offerings and how they compare to other offerings, and how they would improve how THEIR customers are supported; and
  • Real-time, relevant, ongoing data/information/solutions which provide clear value.

In response to the changing needs of the market and customers, our executives have the following advice.

  • Embrace market-driven innovations. There’s much less tolerance for technologies in search of a customer. If you conclude that a product is missing something AFTER it’s been built, it might be easier to make the product changes rather than to change the minds of the customers!
  • Be ever listening to what customers say AND what they mean. Remember also that the most active/profitable customers are the most important ones and pay close attention to their current and anticipated needs.
  • An acquisition-and-integration strategy can help companies strategically pivot to a more customer-driven offering. When undergoing an M&A, don’t get so distracted by the internal organization that you lose focus on the customer opportunity, the customer experience.
  • Have a clear understanding of current and prospective customers and the segments, niches, and opportunities they represent. Empower these customers to partner with you to serve their current and anticipated needs.
  • Measure and report on results, but don’t focus so much on the data that you’re reporting on the wrong metrics, or making conclusions which don’t make sense. 
  • Filter so that you can tailor messages to audiences, but don’t filter so much that your funnel gets too narrow as you will miss many prospects.
  • Whether you’re a growing start-up or a corporate running a business unit, ask yourself strategic questions about the growth opportunity ahead – what are the trends, why are customers buying, what needs are you serving, how large is the market, etc. Your success will depend on whether you can continually serve the needs of those customers, so you must continually ask yourself these questions.
  • Often there is a complex ecosystem around a solution, so there are many stakeholders playing multiple roles. For example, in healthcare, the ‘customer’ might be a patient, an insurer, a hospital, a pharmaceutical company, a caregiver, a government agency, a nonprofit, a hospital, and/or any combination of the above at any given time. Serving each customer throughout the process is critical to the success of a company and its offering. 
  • While we are all forced to go broad with our communication, with our technology understanding, with our offerings, we are also asked to go deep and be specialists where appropriate. It’s a rare individual who can do both at the same time, but including people who can do both sides each a critical success factor.

Below are thoughts on some hot opportunities ahead, given our focus on customers.

  • If we focus on minimizing the churn which comes from product/technology updating, what are the opportunities ahead for platform and service offerings?
  • Your strategy should focus on where the data is – the platform rather than the hardware, the AI rather than the cloud.
  • Look not just at existing and growing markets, but also at the adjacent markets.
  • Every technologist has a different background, and every company has different processes, technologies, and preferences. There’s a huge opportunity for rapidly integrating tech professionals into tech companies.
  • Beware of hyper-segmenting yourself, doing so much filtering of ideas and information and people that you’re not exposed to other ideas, other ways of doing things. Indeed, these diverse ways of thinking and doing things are the heart of innovation.
  • Offer frictionless engagement and participation which is easily personalized. 
  • Make it easy for users to regularly engage – which would mean recurring revenues and corporate stability.
  • Look for opportunities for the digital leveraging the cloud, ML, AI, databases, etc., while also addressing the physical realm with the IoT, 3D printing, custom-designed products, etc.

In this Age of the Customer, leaders and companies must do things differently. 

  • We must be more strategic, so that we can understand and deliver to the needs of the customer. 
  • We must be more collaborative, working with partners across the ecosystem and with customers to deliver real-time information, personalized products and solutions, and more. 
  • We must be more inclusive, so that every perspective, every voice can be considered in planning and delivering to customers.

Balancing Privacy, Security and Access

August 4, 2017

PrivacySecurity

FountainBlue’s July 28 VIP roundtable was on the topic of ‘Balancing Privacy, Security and Access’. Please join me in thanking our executives in attendance and our gracious hosts at Palo Alto Networks. Below are notes from the conversation.

As a responsible customer, government official, executive, vendor, partner, consumer, parent, citizen, we must continually look at balancing the need for convenience and access with the need to remain secure and compliant, the need to get things done efficiently and the need to protect against malicious and unintended negative consequences.

It becomes increasingly more important to do so as technology is enabling more people access to more solutions, devices and technologies. With the increasing occurrence of alarming security breaches and astounding examples of privacy breaches, governments are implementing policy updates to protect its citizens, corporations are implementing mandates and requirements, and partners and customers, and professionals and consumers are left wondering how to proactively manage their data, their devices, their security.

It’s a fact that leaders in companies and governments and households have a larger view of the impact should there be breaches in security and privacy. However, should mandates, policies, devices and other limitations on usage and access become too inconvenient for those under management, they may be less cooperative, less complicit as their focus is more on getting something done, and not necessarily on what the implications are should a risk actually be realized.

It’s clear that companies are required to track, manage and enforce regulations and policies, but it’s also clear that they must proactively secure themselves and their staff and proactively communicate about any compromising hacks. Companies are also required to track staff information, but also be able to report information which is to be retained by the company even after her/his departure. It’s also incumbent upon the staff member to ensure that private information remains private – not on company cloud or e-mail for example.

The trick is to align all the stakeholders to agree on the larger goal – to get things done while minimizing associated risks around security breaches. It takes a combination of mandates and policies and cooperation between all parties to successfully and proactively manage that balance. 

Equally important is the ability to provide the customer what they need, and even anticipating their need, while also complying with the privacy and security requirements of the companies and the governments involved.

There’s a clear up-side to collecting data – products and services would be more customized to personal needs and preferences. It’s great when that happens as it saves people time, but there’s also a nagging ‘big brother’ feeling if the predictions are intrusive, if they are wrong, if they force customers to do something they didn’t sign up for…

Change is happening quickly, and many are weighing in to influence policies and directions are there are business, political and social implications. For example, many eyes are on the EU and the May 2018 decision for the GDPR, even for those who aren’t European residents/EU members. 

I’ll conclude with a comparison mapping this balancing act with driving. 

  • Within the US, drivers know what the speed limits are, how to drive, which side of the road to drive on, how to obey signs and signals. Although accidents and problems happen, it generally works.
    • But cars are able to go much faster than the speed limit, and drivers can generally do so without negative consequence unless there’s a ticket or an accident. Similarly, staff members may know that they shouldn’t keep private information on the company cloud, and many may do so without negative consequence, unless there’s a privacy breach.
    • Traffic rules and protocols vary outside the country and even between cities. Similarly, security and privacy policies vary across companies and countries.
  • The rules and protocols are much more clear, more accepted, more established, more supported through documentation, etc., But the rules around balancing privacy, security and access are not at all clear in many circumstances. Thus we are all feeling our way through the many variables, trying to align all the motivations involved for all the players.

It’s a complex time with many factors and many leaders and companies weighing in as this balance impacts our daily work and home lives. 

Stretching the Technology and Business Envelope

July 28, 2017

Revenue-Generation.png

FountainBlue’s July 28 VIP roundtable, on the topic of ‘Stretching the Technology and Business Envelope’! Please join me in thanking our gracious hosts at Texas Instruments, who on-site support and joined in the interactive discussion. Below is a compilation of their ideas and thoughts for stretching the Technology and Business Envelope.  

Be Strategic

  • Have a core strength and value-add and build on that strength.
  • Strategically target markets and leaders with specific needs you can address.
  • Understand how your offering stands out from the competition. 
  • Strategize on which markets to approach and how you can build momentum.

Operationalize for Success.

  • Create an infrastructure and platform and partner with clients to launch products and services.
  • Identify the pain and provide reports with dashboards of information the customer defines as important.
  • Identify the earliest root causes for a known problem and notify stakeholders when these scenarios occur.
  • Understand the policies and mandates and their implications for your target industries and customers.

Support Innovation and Creativity.

  • Balance structure and requirements which sets the direction with flexibility and fluidity to welcome creativity and innovation.
  • Design opportunities to innovate from within, using corporate funding and resources and channels and incorporating entrepreneurial teams and ideas.

It All Comes Down to Leadership.

  • Invest in the seasoned leaders who can deliver the software requirements and the hardware needs.
  • Be creative, persistent, courageous, while also being prepared and strategic.

Facilitating Hyper-Growth

June 5, 2017

Concept of increasing sales from mobile online shopping

FountainBlue’s June 5 VIP roundtable was on the topic of ‘Facilitating Hypergrowth’. Please join me in thanking our gracious hosts at Intel, who on-site support and joined in the interactive discussion, and to this month’s participating executives.

Below is a compilation of their ideas and thoughts on how we to facilitate hypergrowth from the people, process and technology perspectives. 

It’s always about the people. 

 

  • Create a company with a purpose and a culture of empowered leaders who are taking specific measures to achieve those goals. 
  • Look for people who are talented technically, yet also passionate about learning and making a difference. They must be challenged in a way that’s meaningful for them, stretching their thinking and their impact and their network and connections.
  • Invite initiative and input, and reward those who go the extra mile, and volunteer to participate in new and meaningful ways.
  • Look for, nurture and recruit those who are customer-centric.
  • Create an ecosystem of people and leaders from within and outside an organization, focused on a common goal and purpose.

 

Embrace a process that supports rapid growth.

  • Decide which processes help your business unit respond efficiently and effectively as defined by specific measurements. Replicate these processes elsewhere.
  • Adopt the SMURF perspective – process solutions which are Scalable, Maintainable, Usable, Reliable, Functional and Secure.
  • Decompose the processes into modules. Decide which modules should be automated and which ones should be individually customized. Design solutions integrating these modules.
  • Review and update your processes regularly to ensure relevance and effectiveness.

Adopt and Create Technologies in Demand

  • Keep an eye on the market, business and technology trends and design solutions based on those trends.
  • Hot areas for hypergrowth include IoT, Blockchain, Workflow solutions on the cloud, Security and privacy solutions for the enterprise, Software-enabled virtualization, Software-enabled networks, AI, AR/VR, Edge Networks, and unstructured data management

Below is a compilation of best practices for facilitating hypergrowth.

  • Dare to have an audacious vision for the future.
  • Enlist others to follow.
  • Embrace the thoughts and perspectives of people who don’t think-like-you, for she/he will represent a valid perspective as well.
  • Visualize the impact you can provide. Choose leaders who can help you visualize that impact. Communicate that impact in a way which would engage and enlist others.
  • Be specific on what you’d like to do, and versatile on how it could get done.
  • Act like the-little-engine-that-could, despite impressive opposition and incredible odds.
  • Lead the transformation to a digital solution, a digital culture… or risk being left behind.
  • Not everyone can get from here to there. Focus on those who will lead pivots, or are at least open to a pivot when necessary.

The bottom line is that it takes visionary leadership, exceptional execution, and continuous communication to ensure sustained hyper-growth. Select a company and a team that is poised for that hyper-growth, and contribute to the people, process and technology choices which would nurture and sustain that growth.

Being Human in an Age That’s Digital

May 8, 2017

HumanDigital

FountainBlue’s May 5 VIP roundtable was on the topic of ‘Being Human in an Age That’s Digital’! Please join me in thanking our gracious hosts at Samsung and our participating executives. Below is a compilation of their ideas and thoughts on how we are stretching the technology envelope. 

There was a mind-boggling discussion about how each participating company and leader is pushing the technology envelope for a Digital Tsunami with the hardware, the software, the data, analytics, AI…  The brilliance, hard work and perseverance is advancing technology solutions at an increasingly rapid pace, and the lives of almost all of us are forever changed by it.

  • Machines and programs and technology innovations are collecting the information and data necessary to make informed decisions. Humans need to make these decisions, hopefully based on the data and information collected.
  • Great minds are collaboratively designing and implementing solutions which solve the world’s problems – even the ones caused by over-population, like food production and housing at scale. But it will take humans to create and implement and integrate these solutions, and prioritize resources and research to ensure that the largest amount of people benefit in the short term and for the long term.
  • Creating innovation labs focused on solving the requests and needs of those customers just makes sense, especially as change happens so quickly, and customers become increasingly more demanding. No matter how sophisticated these digital and IoT and other solutions get, remember that managing and running the interactions, relationships and entities themselves requires experienced humans.
  • Machines and programs may be great at providing historical data in rich and detailed formats, but are not as good as seasoned humans who can do forecasting and predictions based on historical data, and current conditions and trends.
  • It takes a human to make an irrational risk that could lead to a transformational solution or experience.
  • It takes a human to create and deliver an engaging, persuasive and memorable communication and experience which connects with other humans.
  • Although IoT and other innovations will facilitate vast improvements for healthcare and education and all other industries, humans will be in charge, and it will remain difficult to delegate interactions and duties to machines and programs and drones.

Below is advice on how to balance the need for those sophisticated digital innovations with the need to support the humans who implement them.

  • Think about solutions as interactions between people, between things, and between people and things. 
  • Think not just about how to innovate and what would work, but also about what would get adopted and accepted easily. 
  • Look not just at the current anticipated value, but also at the stickiness of the value-add for the solution in the long term.
  • Consider not just the solution you’d like to implement, but also the transition strategy so that the full ecosystem of stakeholders will embrace the new solution.

The bottom line is that technology and innovation will never replace the educated, hard-working human. But humans who chose not to embrace technology, not to keep up with the digital revolution may find that there’s little place in the workforce for their skill set.