Last week was spent at the IBM InterConnect and Green Data Center conferences in Las Vegas and San Diego respectively. At each of the conferences, there were a ton of great conversations around the CIO, cloud computing, social media, big data analytics and data centers. While more details will come out in future posts, a common theme became crystal clear. We are squarely in a period of extreme disruption and no amount of Dramamine will settle the tides. The needs of the many far outweigh the needs of one, two, or three.
The power of social media
Social media plays a central role to gather our collective thoughts and banter. The conversations that ensue will further the development of innovation through the development of new ideas and critiques. However, today, we are only scratching the surface with social. Many of the ‘conversations’ happening across social media are one-way conversations usually sharing information, but with little interaction. The vast majority of tweets coming from the conferences are either a promotion or sound bite overheard during a session or conversation. In addition, there is quite a bit of ‘noise’ that contributes to the confusion. If one were to try and follow the threads, it would appear an eclectic mix of varied thoughts taken from some complex juxtaposition. A better approach is needed to improve the level of two-way engagement.
Cloud, the great equalizer
Cloud is very similar to social in terms of missed opportunities. Cloud presents the single-largest opportunity for organizations today regardless of size. At the InterConnect conference, cloud was in the forefront of many discussions. The challenge many had was how to effectively embrace and leverage cloud. Those tie back to a gap between the freeway and the on-ramps. We do not need more freeways, we need more on-ramps. Yet we continue to build new freeways.
Is it possible that cloud has gotten too far ahead of itself? One of the many discussions was that of the speed of innovation versus adoption. Is it possible we have reached a point where we are actually innovating too quickly without fully considering the ramifications? There is more to be written on this issue alone.
Understanding the customer
Ironically, much of this may go back to understanding the customer. For the vendor or provider, it is understanding who is buying (or should buy) the solution and why. It is about shifting from a transactional sale to a consultative one. That is easier said than done, as context is required to do so.
Enterprises are not immune from the confusion. According to a recent IBM survey of CEOs, 31% doubt c-suite executives understand the changes from customer and the marketplace. That is a huge number when looking across the entire c-suite. If the same question were asked of the CIO specifically, the number would most likely increase. That is not a good position considering the emphasis tech plays in the customer relationship today.
Changes in paradigms
The chasm may simply tie back to a difference in understanding evolution. The customer base is moving very quickly. For the past decade, the number of digital natives in the workplace has only increased. And they are having a strong influence on other generations. They are more familiar with technology and comfortable with rapid adoption. Yet the solutions we deliver leave them wanting.
Understanding the root of discomfort
And so the problem comes full-circle. As with any problem, it is important to understand the root of the issue. When I discuss this in detail with IT leaders and staff members the root issue comes back to uncertainty. There is a level of uncertainty with the solution, nerves, job loss and a general path forward.
Forging a path ahead
Change is hard. Change is confusing. Change is stress and burnout. And at the edge it kills. Think that is being a bit dramatic? Just read my friend John Willis’ moving post about Karojisatsu.
But change is not something we should fear. At this point, we must stick together and drive hard toward the future. Our very future depends on the success of our ability to adapt and change.
For the foreseeable future, the tech industry will continue to present confusion and uncertainty. Our ability to adapt and accept uncertainty is directly related to our ultimate success.
