AIIM - The Global Community of Information Professionals

An Exponential Moment and the Untapped Power of Incumbents

Mar 22, 2018 12:40:34 PM by John F. Mancini

I was reflecting a bit on some of the themes raised by Ginni Rometty, CEO of IBM, during her opening keynote at Think 2018 and their alignment with some of the concepts we at AIIM have been raising over the past year under the banner of Intelligent Information Management. I suppose it may seem a bit cheeky as the “Chief Evangelist of AIIM” to be commenting upon the comments of the “Chief Executive” of IBM, so for those who want to hear her thoughts without the benefit of my interpretation, the replay is HERE.

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Topics: @IBM_ECM, information governance, IBM, content management, digital disruption

5 Strategies to Avoid the Riptide of Digital Disruption

Oct 5, 2016 11:20:37 AM by John Mancini

In the wake of all of the news coverage about Hurricane Matthew, my "5 Strategies to Avoid a  Digital Riptide" is on my mind:

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Topics: digital, digital transformation,, disruption, digital disruption, digital riptide

Digital Disruption and the Structure of Emerging Markets

Aug 15, 2016 9:38:39 PM by John Mancini

Brexit, Presidential Campaign Follies, the Olympics and Disruption Déjà vu

I was in London during the Brexit debates and heard a lot of "interesting" things about trade during those debates.  Coming home, I and the rest of the world have obviously witnessed a lot of irrational pontifications in the context of our own presidential election about trade and jobs and disruption. 

Watching the Olympics opening ceremonies and the parade of nations got me thinking in particular about how all of this plays out in emerging markets. And in particular, it got me thinking about the critical role that information management and disruption plays in emerging markets in changing the game and bringing new customers and new competitors into the game.

Image source = http://www.indiaexpress.com

That led me back to James McQuivey’s Digital Disruption: Unleashing the Next Wave of Innovation.  I’ve been a big fan of the book, and find myself coming back to the book again and again in the context of thinking about the future of information and content management.

For those unfamiliar with his core premise, McQuivey starts the book with a description of a 12-year old entrepreneurial mobile app developer named Thomas.  As he thinks about the kinds of technology resources available to Thomas versus those available during his own youth, he offers this conclusion:

“What tools does Thomas need to pursue his digitally disruptive goals? A computer? Check. An internet connection? Check. A programming language and SDK? Check. A friction-free digital platform for distributing and making money from his innovations? Check.”

As he thinks about this disruptive stew, he reaches two conclusions about “old” disruption (the kind that Clayton Christensen talks about so eloquently) and what is going on now.

“Under old disruption, only a very small number of innovative companies can amass the tremendous amount of capital necessary to develop and bring a small number of possible ideas to market. Capital is the first constraint. You can raise capital through bank loans or IPOs or private investment, but as long as you have to spend money to make money, the market can only fund so many innovations. The second constraint is information. Because only a few ideas will make it to capitalization, people keep ideas secret, floating only those ideas that have immediately obvious economic merit. And the only innovators who get funded are those who have access to holders of capital and are willing to jump through whatever hoops investors deem necessary to prove their ideas have merit.”

And he offers this prediction, which I think hits the nail squarely on the head in terms of the disruptive challenges facing companies, and the critical importance of information management in the disruptive times ahead:

“When companies adopt technology, they do old things in new ways. When companies internalize technology, the find entirely new— disruptive— things to do.”

That's exactly where we are right now, moving quickly past the surface level disruption of technologies as they play out in the consumer realm and get incorporatied into the very fabric of how business is done, creating radical disruption along the way.

All of this ultimately manifests itself in international trade, financial, and data flows and the impact these on the individual knowledge skills that workers need to have to survive and the organizational competencies in information management that companies and governments require to continue to be relevant and competitive. 

I came across a great McKinsey study on this, Digital globalization: The new era of global flows, and that led to this tip sheet, 6 Things You Need to Know About Emerging Markets and Information Management.

Check it out.

Download Your Free Tip Sheet!

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Topics: content management, enterprise content management, digital transformation,, digital disruption

What Part of Being Blockbustered Don't You Understand?  Digital Transformation In Action

May 23, 2016 4:39:45 PM by John Mancini

Nobody wants to be Blockbustered.

It has become almost standard fare in the most presentations involving Digital Disruption to bring up the Blockbuster and Netflix example. So I thought it might be worthwhile to review quickly what happened to Blockbuster and then think a bit about other radically disruptive scenarios in a few other Industries.

The story starts in 1985. David Cook sold software in the oil and gas industry. There was a sharp downturn in that industry and he decided to open the first Blockbuster store in Dallas. Blockbuster grew rapidly and by 1994, they were sold for $8.4 billion to Viacom.

Check out this new AIIM white paper, by the way, Reimagining ECM in the Modern Enterprise, tied to a number of the themes in this post:

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A few years later, a fellow by the name of Reed Hastings was annoyed at being hit with $40 in late fees from Blockbuster for a rental of Apollo 13, and decided -- at a point when Blockbuster appeared invincible -- to do something about it. Netflix was born.

 

[I will add as a personal side note that in 1999 my middle son William, at the peak of the Blockbuster era, sold me a $15 Blockbuster card for $15. I didn't realize it until a few weeks later but there was only $1.72 on the card. He eventually wound up in software sales, likely indicating that long-term career choices are hinted at early in a child's development. But all of that's another story. ]

By 2004, Blockbuster had hit its peak with 9,000 stores globally and 5 billion dollars in revenues. At the same time, they separated from Viacom and launched their own DVD-by-subscription service -- about seven years after Netflix launched. By 2013, what was left of Blockbuster - now owned by Dish - was gone and the doors were shut.

Digital Disruption in Action.

Let's take a look at a few more examples.

This first chart shows the Google search history for Myspace. It doesn’t take a rocket scientist so see the point at which the “Facebook effect” kicked in. The speed with which this one happened is sometimes hard to believe.

Who could have forecasted in 2007 when the iPhone was introduced that it would ultimately lead to the demise of the leading handset provider in the world - in the space of just a few years:

The tidal wave of digital photography and Kodak's inability to adjust to that tidal wave is well-chronicled. Certainly the lights should have gone on in 2002 when the sales of digital cameras surpassed the sales of film cameras.

 Another cell phone example, and another victim of the disruption created by the iPhone.

The speed with which the business model for print publishing collapsed is still stunning. Less than a decade almost all of the value gone. The amazing thing about this story is that the value here -- largely driven by classified advertising -- wasn’t “acquired” by another disruptive player.  Rather a disruptive player created the conditions under which billions in value was simply distributed in tiny chunks to millions of end users. Craigslist.

And lastly, who can forget the example of printed books. The respective curves tell the story. We see the results all around us in the form of closed Borders and Barnes and Noble stores.

And lest we think that the content management space has been immune from ignoring the forces of disruption, here are two personal examples. I can remember back in 2007 sitting in meetings of established ECM players, and asking what they thought the impact of MOSS (Microsoft Office SharePoint Services) would be, and hearing the…”Interesting, but they don’t do what we do” response.  And a few years later, I recall hearing the same thing from some established vendors after hearing a Board briefing by Box.

All of this poses a couple of questions for any business.

Where is your disruption coming from? Odds are it is coming from someone that right now you think is irrelevant to you.

What are you going to do about it?

Have you tied your content strategy to your transformation strategy?

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Get on the advance list for the Information Professionals white paper HERE.

Here's the keynote deck in case you missed it. Socialize it and share it if you are so inclined. Also a fun compilation of AIIM16 Tweets HERE.

 

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Topics: cip, information professionals, digital transformation,, digital disruption

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