digital connectivity

digital connectivity

Morten Stilling shares a white paper that outlines a strategy-focused model for systematically

identifying organizational pains and opportunities as well as underlying themes.

“Industry 4.0 is here, and Digitalization is hyped. But most organizations pursue their digital

agendas with a technology focus, which brings alluring short-term results but gets in the way of

delivering true long-term value. This article outlines a strategy-focused model for systematically

identifying organizational pains and opportunities as well as underlying themes. By applying The

SPOT Model to your digital discovery process, your organization will be able to pursue a digital

agenda with maximum impact on your strategic business objectives.

Industry 4.0 and Digitalization

Sophisticated technologies have been around for a long time, but something new is

happening. Technology has developed to such a level of maturity that the human mind has

become the limiting factor. If we can dream it up, machines can do it. And even if we can’t

dream it up, sometimes machines can dream it up for us and make it happen.

At the Hannover Messe in 2011, the German government launched a campaign to drive

disruptive innovations within the country’s substantial manufacturing industry. Later named

“Industry 4.0” or “the fourth industrial revolution”, the campaign and the concept spread well

beyond German manufacturing to affect many other industries across the globe.

Although only vaguely defined, Industry 4.0 is about big industrial changes enabled by big

technological developments. The first industrial revolution was arguably driven by the

introduction of the steam engine towards the end of the 18th century, which enabled

industrial mechanization. The second industrial revolution was driven by the introduction of

electrical power towards the end of the 19th century, which enabled assembly lines and

industrial mass production. The third industrial revolution was driven by the introduction of

electronics and computers during the second half of the 20th century, which enabled

industrial automation. And now, the introduction of cloud technologies, the internet of

things, and related network-enabled technologies drive the fourth industrial revolution,

which connects everything in a gigantic global network of IT systems, household devices,

manufacturing machines, power generation systems, etc. Everything is connected, devices as

well as data. And when we include artificial intelligence, robotic process automation, and

other analysis-focused technologies, the opportunities are endless.

A major component of Industry 4.0, which has almost become synonymous with the concept

itself, is Digitalization. Equally vaguely defined, Digitalization is currently hyped to such a

degree that everyone claims to be doing it, while few can explain what “it” is, and no one can

credibly describe how “it” should be done”

Key points include:

  • The allure of new technologies

  • The SPOT model

  • Pulling people together


Access the white paper, A Strategic Approach to Digitalization, on


Kaihan Krippendorff shares a post that explains why the trend toward platform and digital requires an entirely new mindset around how you serve your customers.

Last week’s trend piece focused on Community Coordination — companies that create a platform for users to communicate and coordinate are better prepared for a future where consumers are using these platforms to connect quickly and make their voices heard. This trend toward coordinating the uncoordinated has been growing for many years and pervades across industries.

Historically in business, power came from control or ownership of assets and building economies of scale. In the new paradigm, power comes from coordination. Today’s outthinkers are able to build power without ownership.

But this takes more than a change in your business model. The trend toward platform and digital requires an entirely new mindset around how you serve your customers.


During monthly conversations with our network of top Chief Strategy Officers, many of them have expressed similar concerns related to developing platform business models and harnessing the power of connections between users. We invited Bharat Anand — author of The Content Trap and expert in digital strategy, media and entertainment strategy, corporate strategy, and organizational change — to speak to the group. Based on his research of the disruption of print media over the past 25 years, he explained the trend toward platform mindset using a hub-and-spoke model.

Most people believe that the decline in print media over the years was caused by the advent of the internet. However, Bharat’s research shows that the impact of the internet on print was no greater than that of radio or TV. Circulation per household was decreasing before the internet was invented. Circulation revenue has remained stable, while display advertising revenue has dropped, and classified advertising revenue (which fosters connections between readers) has almost completely disappeared.


Key points include:

  • Learning to coordinate the uncoordinated
  • Platform models driven by the pandemic
  • Rave mobile safety harnesses coordination to do good


Read the full article, Spoke-to-spoke: A Mindset Shift To Digital & Platform Models, on


Kaihan Krippendorff shares a post that draws attention to current societal shifts and the role that today’s technological innovations play in this post-modern world.

In two of our previous trend pieces, The Future of Work and Future Organizational Models, we reviewed how traditional systems of hierarchy are being dismantled in the workplace. But this trend extends far outside the office. It’s touching all aspects of how we form communities within society and how and why we gather in groups.

Stay-at-home policies enforced by COVID-19 have made us exponentially more digital and connected than ever before. Platforms that gather communities and foster connections, in-person or virtually and increasingly without an official “leader”, are uprooting outdated traditions and creating necessary cultural reform.


This week, GameStop released its fourth-quarter earnings report that was, compared with all the hype surrounding the company this year, quite anti-climactic. However, in spite of lackluster results, what happened in January 2021 continues to shake Wall Street to its core. A slew of day traders, left hanging out at home in their slippers, fueled by new trading platforms with low barriers to entry, were able to unite via Reddit to “stick it to the man”, rocking the establishment and upsetting hedge funds’ best-laid plans.

My earlier examination of why the GameStop situation occurred explores what can happen when communities, connected by technology, band together to take on unjust systems. The Atlantic sums up the series of events in a sentence: “The GameStop saga is a ludicrous stock mania born of pandemic boredom and FOMO, piggybacking off of a clever Reddit revenge plot, which targeted hedge funds, who made a reckless bet on a struggling retailer — and it’s going to end with lots of people losing incredible amounts of money.”

But was it only boredom that fueled the uprising? Investor and former White House Communications Director Anthony Scaramucci called GME a “French Revolution of finance” challenging the established order and rattling the bars of tradition.

Across categories, we are seeing companies harness this power of technology to “coordinate the uncoordinated”. Like Turo allows car rentals between individuals and Airbnb enables the same for home rentals, consumers, tired of getting the short end of the stick, are losing faith in the “middle men” and restructuring industries to counter disenfranchisement and take back their power.”

Key points include:

  • Mass mistrust: insurrection at the capitol
  • Looking ahead: gen z’s affinity for gathering
  • Lemonade: how companies can leverage community coordination 

Read the full article, Community Coordination: How Digital Connectivity Will Power Revolutions Of The Future, on