Digital-Transformation on Philip Sheldrake

Value flows when data flows meaningfully through sociotechnical networks – in search of the ideal data architecture

Mon, 04 Sep 2017 00:00:00 +0000

Competitive advantage and profitable growth doesn’t come from scale anymore. The rate at which big players in any and all industries beach their supertanker is unprecedented.

Competitive advantage and profitable growth doesn’t come from efficiency anymore either. What’s the point of making unwanted product efficiently?

Competitive advantage and profitable growth comes from adaptability. Pure and simple. Adapt or die.

A 2011 article in the Harvard Business Review pronounced adaptability the new competitive advantage. It asks how your managers can pick up the right signals to understand and harness change when they’re overwhelmed with changing information. The conclusion – instead of being really good at doing some particular thing, companies must be really good at learning how to do new things.

As Peter Senge points out, organizations only learn through individuals who learn, perhaps aided by machine learning these days. And learning craves meaningful data.

Lack of data was the problem of the 20th Century, yet the opportunity and challenge of the 21st is having too much of the stuff. This is the landscape of digital transformation and, I believe, the very bedrock of the meaning of business: establishing and driving mutual value creation (PDF ).

Value flows when data flows meaningfully through sociotechnical networks, and I’ve been on a mission to find out how to make this happen.

Lightning – cryptocurrency and the Internet of Things

Wed, 10 Aug 2016 00:00:00 +0000

Bitcoin is an experiment. That’s granted. The fact that it’s trusted and actually useful is nothing short of phenomenal. Last week for example, the trade volume amounted to US$229m.

Nevertheless, Bitcoin has some fundamental constraints that keep it from going mainstream: it has a ballpark limit of 7 transactions per second, and having confidence that a transaction has ‘gone through’ – non-recourse transactions – takes roughly 20 to 60 minutes depending on the level of confidence you’re looking for. (The user experience sucks too, but that’s not for this post.)

While 229 million dollars is no small chunk of change, Visa processes many thousands of transactions per second, peaking at tens of thousands, and will have processed around US$130 billion last week.

State channel – more exciting than it sounds

The crypto awesome sauce underpinning Bitcoin is known as the blockchain, perhaps the No.1 tech buzzword of recent times. It’s at the heart of the currency’s success – preventing users spending the same money twice – but is also the nub of its relatively slothful nature. It’s with a fair degree of excitement then that I’ve been tracking the progress of Lightning, a protocol first mooted to my knowledge in 2013.

The jargon here is state channel – blockchain interactions that could occur on the blockchain but get conducted off-chain without impairing the trust parties have in the interaction. Lightning facilitates state channel to speed things up and attenuate the costs needed to prove transactions (and offers a little more spark in terms of brand appeal!)

Google on collaboration – a new study

Wed, 16 Sep 2015 00:00:00 +0000

First published to Gigaom Research .

Our customers often tell us that encouraging and enabling collaboration has dramatically improved their business. We decided to dig a little deeper by conducting some original cross-industry research that measures the power of workplace collaboration in concrete terms.

This is how Google introduces the findings of its recent survey of senior staff and C-suite executives at 258 North American companies across a wide range of business sectors and sizes. (PDF of full report .) The primary conclusion is presented up front:

… collaboration has a significant impact on business innovation, performance, culture and even the bottom line.

This is quite right and quite wrong. Collaboration is at once driven and the driver; it is both a cause and an effect. As is culture come to that. Effectively, Google must grapple with two distinct appreciations of business among its customers and prospects.

Simply complex

If there’s one thing that differentiates organization this century from the last it’s that we may now acknowledge complexity and do something about it. We increasingly have the technologies to help navigate complexity. Choosing to do so offers competitive advantage for the time being; there will soon come a time when failing to do so renders an organization unresponsive, fragile and, consequently, bust. (Note that complexity and complication are different things.)