Pervasive Consumer Connectivity Vision Upstaged by Enterprise Web 2.0 Collaboration
 Cisco’s John Chambers is a master technology marketer who quickens your pulse with technology fire and brimstone. However, as the long-time CEO of Cisco, which epitomized the rise of the (Silicon) Valley when it was briefly the most valuable company in the U.S. in 2000, he has seen the company through the tech bust and proven that he has substance and staying power. Although a hypemeister extraordinaire, he may have crystallized the promise of the Enterprise Web 2.0 better than any other speaker at Digital Hollywood Chicago.
Chambers’ demos of whiz-bang consumer entertainment scenarios were intriguing but far less interesting to an enterprise-focused audience than his accounts of how Cisco had drastically increased its already-leading efficiency in mergers and acquisitions by collaborating with Web 2.0 tools like wikis. We anticipate that his consumer-focused vision will be consummated far in the future, but his message about enterprise collaboration is achievable this year—for those who are looking for it.
Chambers described an emerging future of networks and communication that revolved around pervasive video, […]
Mobile Video: A Perfect Storm for User-Generated Content?
 At Digital Hollywood Chicago, mobile was constantly heralded as the emerging “third screen” because it would enable content consumption regardless of time or place, and most speakers posited that video would grow significantly as a portion of all content. However, there is little video content available for mobile viewing, so why should consumers get excited about it? Will mobile shine as the most personal view into the consumer, or will it turn out to be the third wheel?
All mobile value chain players are frenetically trying to build a new digital world around the mobile device, and this world will be comprised of the familiar triad: devices, networks and content, much of which will be video. Currently, video is the highest value content medium. This session examined the current stage of development to technology and business models.
Internet pioneers who remember the thrill of squealing modems connecting in the early days have a useful metaphor with which to regard video on mobile. We are very much in the early days: networks in most geos are inconsistent, and their ability to […]
Reading between the Lines: Apple’s New Business Strategy reveals why Apple could emerge as a three-screen player par excellence.
 Apple’s name change in early 2007 was heralded as the company’s redefinition as a consumer products company. The conventional wisdom held that the lion’s share of the run-up of Apple’s stock price had been due to the excitement of the iPod and the successful rekindling interest in the company’s Macintosh computers. Moreover, Apple’s stock had limited headroom because consumer electronics heavies were getting into the market for music players, and this would leech profits. The iPhone looked great, but it was overpriced in a hyper-competitive market; it wouldn’t penetrate much beyond a few gadget freaks.
This prevailing view works great for Apple because it keeps people focused on the wrong things—literally. Apple’s business strategy is far more profound. It goes far beyond the SIC, hardware or even software. It is an experience strategy based on content and communications.
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Rebooting Kraft—CEO Outlines Growth Strategy clearly shows the innovation imperative: A Play in Two Acts, Starring the Consumer.
 Irene B. Rosenfeld, Chairman & Chief Executive Officer of Kraft Foods, outlined her vision for relaunching Kraft at the Executives’ Club of Chicago’s Chicago CEO Breakfast on May 30, 2007 at the Mid-America Club. She was enthusiastic about the company’s second lease on life: having spun off of Altria this spring, the company is newly independent, and she was eager to share her plan to drive growth by addressing the “eye of the consumer.”
Kraft Foods is the second largest food company in the world and the largest in North America. It has seven brands that produce revenue of over $1 billion and fifty that bring in over $100 million each. Central to her strategy is leveraging Kraft’s formidable brand portfolio and other economies of scale. Rosenfeld “came home to Kraft” about a year ago, having had highly visible leadership roles at the company in the past and the top job at Frito-Lay immediately prior.
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The Internet, E-Business and Web 2.0 in Context
 Web 2.0 and social networks readily appear as hype, but I will argue that they are actors in a much larger drama, the emergence of the Knowledge Economy, which is currently in its third phase, Web 2.0 and social networks. By understanding the transformation of relationships among your customers and between your customers and your company, you will be in a much better position to guide your company through this area of tremendous change.
The Ascendance of the Knowledge Economy
The Knowledge Economy is a post-industrial economy in which value is primarily created through information, and differentiation is achieved by explicitly focusing on customer experience itself rather than on products or services. The life cycles of products and services will increasingly shorten. Leaders of companies with products and services who do not understand this face rampant commoditization from which there is no escape except through unprecedented innovation. We are in the third phase of the growth of the Knowledge Economy in which it is transforming relationships. Each phase is ongoing, but the emphasis shifts over […]
Helps Busy Executives to Tap Growing Online Professional Network
 March 18, 2007, Chicago, USA—Today, The Global Human Capital Journal released its Review and The Unofficial LinkedIn User”s Guide to aid executives and professionals to mine the hidden value of the rapidly growing website. Founded in 2003, LinkedIn is a leading “social” network site for managing business relationships. It currently has over nine million global members who collaborate for professional purposes.
LinkedIn represents a transformation opportunity for the Global Human Capital Journal”s executive readership. Business and government leaders can significantly increase their ability to execute strategy by leveraging emerging peer to peer knowledge networks. Notably, an executive”s LinkedIn network is beholden to no employer and can increase mobility.
However, online social networks represent a new social milieu. Most executives interviewed by the GHCJ showed a clear mental gap in understanding the potential of online professional networks. Interviewees included LinkedIn members and nonmembers.
GHCJ Chief Editor Christopher Rollyson, a known networker in high tech and corporate circles, explained the motivation for the project:
“I saw a disconnect between LinkedIn and some of the people who would benefit most by using it—corporate executives and […]
How to Increase Your Payback from Using LinkedIn
 LinkedIn is a “social” site that will prove to be of rare benefit to business executives and professionals in building individualized collaborative networks, as I explained in detail in the GHCJ Review of LinkedIn. However, LinkedIn is seriously lacking in providing a step-by-step guide to help the motivated executive to tap its real value. The functionality of the website is easy to use, but many of the finer points of LinkedIn are lost on the majority of users. This guide attempts to address that.
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UPS: Transforming Package Delivery into a One-to-One Business summarizes the CEO’s vision for meeting customer empowerment with transformation.
 Michael L. Eskew, Chairman and CEO of UPS, outlined the package delivery giant’s vision for transforming itself into a “one-to-one” business at the Executives’ Club of Chicago’s Enterprise CEO Lunch, 15 February 2007. Before a packed house at the Chicago Hilton, he demonstrated UPS’s creative “whiteboard” marketing campaign and explained its role in communicating to customers the value of the company’s transformation.
The importance of UPS’s vision extends beyond UPS stakeholders because it reflects a shift in emphasis away from industrial efficiency to knowledge-based innovation. Make no mistake, efficiency is mission-critical to every business, but fewer companies can differentiate based on efficiency. To its considerable credit, UPS sees the shift and is striving to empower customers with information as well as delivery services.
A History of Transformation
Mr. Eskew set the context by emphasizing that UPS has a history of transforming itself to meet technology and market challenges:
Founder Jim Casey began the company as bicycle messenger service in 1907, but emerging technology, […]
Retrofitting GM, the Quintessential Industrial Economy Enterprise reflects Knowledge Economy disruption as production-focused enterprises languish as customers continue to forsake them.
 As readers of these pages know well, I estimate that one of the most poignant changes that faces Industrial Economy enterprises is shifting their primary focus from production and operations to the customer. The Industrial Economy mechanized work and production, and by any measure it created unprecedented wealth by drastically lowering per-unit costs of any kind of product you can name, bringing more products within the means of more people. This worked extremely well while demand exceeded supply: customers were excited to have their first car/house/television, and they were happy with what producers brought to market.
However, Industrial Economy CSFs (critical success factors) look extremely stale in the Knowledge Economy (also see Transformation: From Self-contained Company to Networked Global Organization). The e-business revolution has vastly enhanced communications, decreased cycle times and moved the mass customization model closer to reality.
Big Dealer to Detroit: Fix How You Make Cars (The Wall Street Journal, 9 February 2007) spells out the problem extremely well:
“One of the […]
An Excellent Primer for the Core Competency of the 21st Century
 To thrive in the Knowledge Economy, companies will have to learn how to innovate at warp speed, or they will simply slip beneath the surface of the water like stricken liners. Ultra low costs and exceptional quality feature sets are merely expected, and they no longer differentiate.
Conventional wisdom holds that “innovation” cycles reappear every five years, when companies have exhausted the then-current cost-cutting approaches and need to focus on driving the top line.
However, the Knowledge Economy doesn’t call for your father’s innovation. The 21st century kind will require that companies turn themselves inside-out. Winners will learn to engage and catalyze their customers’ creativity. As author Patty Seybold aptly puts it, “Companies with the smartest customers win.” Outside Innovation is an in-the-trenches manual for evolving your company to embrace the innovation imperative.
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