My Wishlist, Must-Haves and Some Predictions for 2014

 

1. MDM is Not Just for Large Organizations – Ever felt helpless when you know your kid(s) have sneaked in the smartphone / tablet and are playing video games under the comforter in the night?  Enter Mobile Device Management (MDM) for parents! the MDM platform will allow you to block URL’s, find your child, track activity, have a family app store and control when devices are used.  While it may seem a little big-brother like, better safe than sorry. Can’t wait to get this soon enough! http://www.zdnet.com/mdm-for-parents-you-want-it-too-7000022292/.

2. Car of the Future – At a time when we are experimenting with driverless cars and connected cars http://www.citeworld.com/consumerization/22717/your-car-will-be-big-data-collector-every-time-you-drive why is it that having a holder with a built-in charger for my smartphone which seamlessly projects to the screen in the car and allows me to listen to Pandora through the car speakers is not mainstream, but part of a ‘technology package’ which requires an extra fee and has a clunky interface?  Imagine this for the car of the future – as I sit in the drivers seat, the car knows its me driving instead of my husband – the seat, mirrors, temperature,seat warmers, music channels automatically adjust, my smartphone connects seamlessly and greets me personally, I speak and tell it where I am going and turn-by-turn navigation map displays on the car screen. Its not too far-fetched and very doable … the key is having ‘connected ecosystems’. 

3. Future of Streaming Content :  Netflix – please,please improve the content in 2014. The best userinterface http://www.huffingtonpost.com/2013/11/13/netflix-redesign_n_4262877.html, multi-channel experience and search algorithm will not keep users on Netflix. If content is not improved in 2014 and you may just drive us to using Amazon Instant, Redbox Instant or whatever is the latest streaming content platform.  Also please buy rights in other countries, we feel a little lost without our daily dose of movies and shows when we travel.

 4. One Integrated System to Manage Social Content : Have one integrated system to manage posting content, replies, notifications and engagement across various social sites such as  LinkedIn, Facebook, WordPress, Twitter, Quora (does anyone still use this??), Google+, Medium with an easy-to-use interface,  and groups / security / authentication / profiles working seamlessly across these systems.  

 5. Wearable Technology and Digital Health – will it always be 5 years away? Is there a market for it?  There has been a lot of talk about smart watches and smart glasses making the frontier of wearable tech. Bloomberg is even talking about a smart wig! http://www.bloomberg.com/news/2013-11-26/sony-seeks-smartwig-patent-for-hairpieces-with-camera-sensors.html. Agreed that prototypes available today like Goggle Glass make us look a little dorky and don’t seamlessly fit in with our current lifestyle. Activity trackers are a good start but until FDA relaxes its stringent guidelines they will simply be dumb trackers of our activity and not elevated to intelligent devices which can predict (as an example) the onset of a heart-attack and inform the doctor in advance http://www.youtube.com/watch_popup?v=r13uYs7jglg. That being said I do believe that wearable Technology and Digital Health will go mainstream PROVIDED we are able to create ‘connected ecosystems’ and integrate ‘systems of record’ with ‘systems of engagement’ which in-turn will improve the overall experience.

6. Rise of the Chief Digital Officer (CDO) : Progressive companies will realize role differentiation between CMO, CIO and CDO. The CMO will drive brand management and communications, the CIO will focus on technology selection and deployment and the CDO will be responsible for identifying trends and impact of business – technology convergence, creating digital capabilities roadmap and identifying convergence and integration opportunities.

It Takes More Than Blood, Sweat and Tears to Start a Digital Practice

Over the last several years I have learned a thing or two about what it takes to start and sustain a digital practice – I have joined companies to start their Digital Practice as well as started my own Digital Practice and along the way I have made assumptions (often incorrectly), not asked the ‘right’ questions and taken missteps. Hopefully this post will help you assess the opportunity as you look to start your own Digital Practice or join one. 
 

1. What is Digital Strategy?

If you are reading this post you have probably heard your fair share of definitions for Digital Strategy, here is mine – “Digital Strategy is building holistic multi-channel strategies to drive business growth and productivity by aligning business and technology initiatives, defining governance models and best practices, establishing a digital center of excellence, identifying convergence, integration and process changes – all geared towards personalizing the experience for the ‘connected’ customer and advancing self-service opportunities”. I’ll be the first to admit that the definition is a mouthful and  it will continue to evolve overtime, however in my perspective it  captures the ‘what’, ‘how’, ‘whom’ and ‘why’ of digital strategy.
 
 

 2. Is the Sales Team On-Board?

Is the sales team committed to the idea of seeking out  digital strategy projects and are they adequately incentivized to sell projects that will typically be priced lower than  the  average implementation / vendor management / business process project. If the sales team is not engaged it is almost impossible for a digital practice to thrive because “Old Ways Will Not Open New Doors”. We cannot ‘dress-up’ software development and start selling it as ‘Digital Strategy’ to the same clients – we need to be tenacious and seek out new clients and find new ways to sell. To use a line from Godin Seth’s post “Tenacity is using new data to make new decisions to find new pathways to find new ways to achieve a goal when the old ways didn’t work” http://bit.ly/17DpTuw 
 

3) Does the Account Team at the Client Site Understand Digital Strategy? 

It is very likely that while the client is looking for Digital Strategy skills, the position is NOT advertised as a ‘Digital Strategy’ position – the team at the client site will need to understand the ‘true needs’ and advise the client on hiring someone with business, technology, process and innovation background who is equipped to ask the ‘right’ questions and connect the dots to successfully align business and technology roadmaps and prioritize opportunities in the mobile, social, web and streaming media space.

4) Where Does Digital Strategy Fit in the Company Functional Organization?

Does the company consider Digital Strategy to be the same as business strategy, IT strategy, marketing strategy or perhaps even creative strategy? Is there a turf war within the organization on who owns digital? The company will need to recognize that digital (including mobile and social) are horizontal capabilities and while rest of the organization might be organized by function, digital capability need to span functional silos. At a more tactical level this will also determine staffing for digital projects.
 

5) Is There a Go-To Market Strategy?

Is there consensus within the organization on a go-to market strategy which clearly describes a plan for acquiring digital customers as well as converting existing clients into digital clients (if possible)? Is there consensus within the organization on the approach that will be followed, marketing collateral that will be used, percentage of the overall company revenue that come from digital initiatives and the plan to grow this percentage? To build the Go-To Market Strategy it takes someone who can clearly articulate the impact of ‘going digital’ and can advise on convergence of business and technology. Additional details on the impact of ‘going digital’ are available on my blog post http://bit.ly/17DpTuw.
 
6) Digital Strategy is not “One Size Fits All”
 
Digital strategy is not “One Size Fits All” – it needs to be carefully crafted for the client by understanding the business direction, technology constraints, best practices in the industry, competitive landscape and most importantly the company culture. The tools, mechanics, methodology to create a digital strategy can be reused from one client to another but it takes true partnership to craft a digital vision for a client which will result in an actionable roadmap rather than a document that never gets looked at.
 
 
Leave a comment, start a discussion, make a noise … after all we are in the hot seat and poised to shape the future of business and technology!