A digital disruption leader does the following: (take a good look in the mirror, do you and your organisation consider these to be non-negotiable)

• Seed and create change

• End to end culture of innovation

• Creation and significant enhancement of emerging business models

• Ability to fail and rebound

• Understand processes where value is created and those that are less valuable

• Employee empowerment

• Knowledge that the market is never won

• Hustle Hustle Hustle

• Passion Passion Passion

In future weeks we will break down the research into industry components and explain why the Telco’s are the provider with the most to fear.
Every IT department and every vendor that capioIT has spoken with over the past 5 years (or more) has desired the integration of technology and business. It is the only discussion to have in the digital age.  Execution is proving difficult. Whilst this discussion has destroyed many digital trees, the issue of graduate recruitment and education has been overlooked.

From a graduate recruitment point of view, should enterprises and “Digital” providers alike attempt to train a “business/arts/engineering” graduate in technology or do they try to train the technology graduate in business. It is a debate worth having. The biggest issue is that most universities around the world are so far behind in terms of fine-tuning their education, particularly at the undergraduate level that it is virtually impossible for the graduates to come out with the skills to create the integration between technology and business. It is feared that the gap between business and technology will not be bridged until the education system can get the correct processes in place as well.

Machine or cognitive learning is exploding. This month we had announcements from AWS that it was offering machine learning capabilities (based on the Amazon experience with predicting customer choice). This is on the back of increased investments from Microsoft and of course the ongoing and strategically core investment of IBM into Watson. The innovation that will be driven out of these investments for society and enterprise will be incredibly significant. It is a technology that has the ambition to literally cure cancer, so highlights the connection between societal gains and technology in a way that very few enterprise technology investments can.

From a cloud point of view, whilst AWS and Salesforce lead the pack from a “born in the cloud” perspective, and Microsoft and (in select areas) IBM lead from a legacy vendor point of view, the Oracle machine has finally realized that it needs to do a better job of educating clients, partners and the market on what it believes it can achieve through the cloud. Whilst it is not going to have first mover advantage of course, it has the culture, clout and confidence to really make the market react to its capabilities. (A note to the Analyst Relations and fellow analyst audience, Oracle has made two quality AR hires in the last quarter in Asia and the US including for cloud, so the relationship it has with analysts may also change for the better).

As ever, thanks for taking the time to read this month’s update. We are 100% focused on the impact of digital disruption in all its forms, and as ever if you have any questions, comments, requests or suggestions please let us know to Phil Hassey. We are always more than happy to help. 

• By the end of March 2015, Xero had 400,000 cloud customers. It indicates that massive scale can come quickly from targeting the SME sector with good product.
• In the 15 years since it emerged from Andersen Consulting, Accenture has rarely missed revenue numbers, and has been so consistent.  Very few vendors can claim a similar record.
• Customer case studies for the Internet of Things (IOT) is highlighting the amount of new business opportunities that will exist in organisations investing in business processes and opportunities that are adjacent to core practices.
• Retail is struggling to adjust to a multi-channel model. This reinforces that execution on a vision for digital is very difficult.
• Microsoft has announced active participation in the open source ecosystem. This is just one of the steps that highlight the level of transformation that the firm is embracing.
• If innovation is to succeed in any market there needs to be strong linkages between industry, technology and education. Seeing real progress in key markets such as Australia, Singapore, and Korea.
• The Bank of Queensland took a $10M hit by walking away from investment in Salesforce. This further articulates the need for a local data centre for Salesforce in Australia.
• When you are offered free Wi-Fi in a bank branch is it a mark of poor customer service. If the service is that slow you have time to log on to Wi-Fi then there is a problem!  
• It appears that when networking companies create analytics is that they do visualisation for engineers not marketing. 

Digital Disruptors hustle, innovate and execute leaving legacy IT behind

Hustle is a word that means a range of intentions in different countries. But the core theme of moving quickly and getting it done (sometimes “it” may be ambiguous or up to generous interpretation) is central to how capioIT views the requirements of organisations who will drive the shift towards a true digital future.

The ability to capture innovation, and execute on change may be less ambiguously defined, but is of equal criticality. For those companies that are creating the digital world, and by extension, those that will define the future for enterprises, government and consumers the ability to provide leadership in innovation, execution and the ability to drive change with speed, aka hustle, is absolutely essential. Read More...

These services enable a vendor to:

• Identify and assess the most appropriate geographic location for customer success

• Validate business decisions through tangible and robust market analysis, forecasts and process driven competitive analysis  

• Identify your most valuable audience and create content that specifically meets their needs to drive engagement to your business

A key differentiator for capioIT is that we are an analyst firm established and built in the current environment. We have established capioIT without the need to linger with old and outdated approaches to taxonomies, insights and market analysis.

A range of research methodologies and tools developed by capioIT are highlighted below. In order to maximise outcomes typically projects are delivered using an integrated range of methodologies.