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D'coda Dcoda

This Is Generation Flux: Meet The Pioneers Of The New (And Chaotic) Frontier Of Busines... - 0 views

www.fastcompany.com/...ration-flux-future-of-business

shared by D'coda Dcoda on 16 Jan 12 - No Cached
  • The business climate, it turns out, is a lot like the weather. And we've entered a next-two-hours era. The pace of change in our economy and our culture is accelerating--fueled by global adoption of social, mobile, and other new technologies--and our visibility about the future is declining.
  • Uncertainty has taken hold in boardrooms and cubicles, as executives and workers (employed and unemployed) struggle with core questions: Which competitive advantages have staying power? What skills matter most? How can you weigh risk and opportunity when the fundamentals of your business may change overnight?
  • Look at the global cell-phone business. Just five years ago, three companies controlled 64% of the smartphone market: Nokia, Research in Motion, and Motorola. Today, two different companies are at the top of the industry: Samsung and Apple. This sudden complete swap in the pecking order of a global multibillion-dollar industry is unprecedented. Consider the meteoric rise of Groupon and Zynga, the disruption in advertising and publishing, the advent of mobile ultrasound and other "mHealth" breakthroughs (see "Open Your Mouth And Say 'Aah!'). Online-education efforts are eroding our assumptions about what schooling looks like. Cars are becoming rolling, talking, cloud-connected media hubs. In an age where Twitter and other social-media tools play key roles in recasting the political map in the Mideast; where impoverished residents of refugee camps would rather go without food than without their cell phones; where all types of media, from music to TV to movies, are being remade, redefined, defended, and attacked every day in novel ways--there is no question that we are in a new world.
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  • Any business that ignores these transformations does so at its own peril. Despite recession, currency crises, and tremors of financial instability, the pace of disruption is roaring ahead. The frictionless spread of information and the expansion of personal, corporate, and global networks have plenty of room to run. And here's the conundrum: When businesspeople search for the right forecast--the road map and model that will define the next era--no credible long-term picture emerges. There is one certainty, however. The next decade or two will be defined more by fluidity than by any new, settled paradigm; if there is a pattern to all this, it is that there is no pattern. The most valuable insight is that we are, in a critical sense, in a time of chaos.
  • To thrive in this climate requires a whole new approach, which we'll outline in the pages that follow. Because some people will thrive. They are the members of Generation Flux. This is less a demographic designation than a psychographic one: What defines GenFlux is a mind-set that embraces instability, that tolerates--and even enjoys--recalibrating careers, business models, and assumptions. Not everyone will join Generation Flux, but to be successful, businesses and individuals will have to work at it.
  • Digital competition destroyed bookseller Borders, and yet the big, stodgy music labels--seemingly the ground zero for digital disruption--defy predictions of their demise. Walmart has given up trying to turn itself into a bank, but before retail bankers breathe a sigh of relief, they ought to look over their shoulders at Square and other mobile-wallet initiatives. Amid a reeling real-estate market, new players like Trulia and Zillow are gobbling up customers. Even the law business is under siege from companies like LegalZoom, an online DIY document service. "All these industries are being revolutionized," observes Pete Cashmore, the 26-year-old founder of social-news site Mashable, which has exploded overnight to reach more than 20 million users a month. "It's come to technology first, but it will reach every industry. You're going to have businesses rise and fall faster than ever."
  • You Don't Know What You Don't Know "In a big company, you never feel you're fast enough." Beth Comstock, the chief marketing officer of GE
  • Within GE, she says, "our traditional teams are too slow. We're not innovating fast enough. We need to systematize change." Comstock connected me with Susan Peters, who oversees GE's executive-development effort. "The pace of change is pretty amazing," Peters says. "There's a need to be less hierarchical and to rely more on teams. This has all increased dramatically in the last couple of years."
  • Executives at GE are bracing for a new future. The challenge they face is the same one staring down wide swaths of corporate America, not to mention government, schools, and other institutions that have defined how we've lived: These organizations have structures and processes built for an industrial age, where efficiency is paramount but adaptability is terribly difficult. We are finely tuned at taking a successful idea or product and replicating it on a large scale. But inside these legacy institutions, changing direction is rough.
  • " The true challenge lies elsewhere, he explains: "In an increasingly turbulent and interconnected world, ambiguity is rising to unprecedented levels. That's something our current systems can't handle.
  • "There's a difference between the kind of problems that companies, institutions, and governments are able to solve and the ones that they need to solve," Patnaik continues. "Most big organizations are good at solving clear but complicated problems. They're absolutely horrible at solving ambiguous problems--when you don't know what you don't know. Faced with ambiguity, their gears grind to a halt.
  • The security of the 40-year career of the man in the gray-flannel suit may have been overstated, but at least he had a path, a ladder. The new reality is multiple gigs, some of them supershort (see "The Four-Year Career"), with constant pressure to learn new things and adapt to new work situations, and no guarantee that you'll stay in a single industry.
  • "So many people tell me, 'I don't know what you do,'" Kumra says. It's an admission echoed by many in Generation Flux, but it doesn't bother her at all. "I'm a collection of many things. I'm not one thing."
  • The point here is not that Kumra's tool kit of skills allows her to cut through the ambiguity of this era. Rather, it is that the variety of her experiences--and her passion for new ones--leaves her well prepared for whatever the future brings. "I had to try something entrepreneurial. I had to try social enterprise. I needed to understand government," she says of her various career moves. "I just needed to know all this."
  • You do not have to be a jack-of-all-trades to flourish in the age of flux, but you do need to be open-minded.
  • Nuke Nostalgia If ambiguity is high and adaptability is required, then you simply can't afford to be sentimental about the past. Future-focus is a signature trait of Generation Flux. It is also an imperative for businesses: Trying to replicate what worked yesterday only leaves you vulnerable.
  • "We now recognize that external focus is more multifaceted than simply serving 'the customer,'" says Peters, "that other stakeholders have to be considered. We talk about how to get and apply external knowledge, how to lead in ambiguous situations, how to listen actively, and the whole idea of collaboration."
Dan R.D.

Qualcomm Talks Future of Mobile, AR, 3D, Sensors & More at Uplinq 2011 [01Jun11] - 0 views

www.readwriteweb.com/...nsors-and-more-uplinq-2011.php

4AR

shared by Dan R.D. on 02 Jun 11 - No Cached
  • People Don't Care about PCs...the Buzz is All About Mobile To paint an image of the very large scale of the mobile ecosystem, Jacobs talked numbers: There are 1.3 billion 3G connections worldwide, and there will be 2 billion more connections by 2015. Mobile data use will increase 10 to 12 times over the next four years. There are over 120 HSPA+ mobile networks and 180 commercial EVDO networks offering mobile broadband. There are 200 LTE networks planned, 20 of which have launched now.
  • Mobile Unleashing the "Greatest Wave of Creativity in History" And what is that? Only that mobile is going to unleash the "greatest wave of creativity in history." Dr. Jacobs said he knew that sounded like a "heady" proposition, especially because many mobile developers are just trying to build an app people like, he says. "But your app could reach hundreds of millions of users!" Now is the time to "think and act globally," Jacobs said. "Mobile is now the dominant computing platform, and it's never going back."
  • Augmented Reality Demoed as Marketing Tool AR, or augmented reality, was also at the forefront of today's keynote, with a sobering presentation from John Batter, Co-President of Production, Dreamworks Animation SKG. He produced data showing the decline of DVD sales over the years.
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  • He showed an example of this with the studio's new hit, Kung Fu Panda 2, which will be marketed using in-store signage at major retailers like Walmart and Target. The signs feature QR codes that, when scanned, make an AR-enabled app available to end users
  • Mobile is "Digital 6th Sense" Dr. Jacobs concluded the keynote by looking forward into the future of mobile, calling mobile our "digital 6th sense" which will become the primary way we interact with the world around us. Your phone will listen and see everything using the sensors connected to your body, sensors out in the environment, the people around you and more - and it will adjust itself accordingly. Imagine a phone that adjusts to your mood, or your vital signs, he said. "You are the creators of this experience," Jacobs said, speaking to the developers in the audience. Qualcomm just wants to "free you up to do what you do best: innovating."
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