Digital technology disruption
Supriya Prakash Sen shares a few key takeaways on the dark side of the tech revolution.
Came across this an alarming but important book called “The Internet is NOT the Answer” (2015) by Andrew Keen, a well known commentator based in Silicon Valley. Written by an industry veteran- it is obviously a ringside view, and buttressed by extensive and credible references. This, and others like this, bring to mind three basic issues with the internet based economy as it is evolving today:
First basic issue – which people can see and are protesting – is Privacy
But the larger issue – is that the human mind is being influenced by a few who control the platforms (like Facebook and Google) – and as yet, people haven’t yet started to realize the impact this is having.
And all this is leading to a future issue, which is going to dwarf everything else. Even those who think that they are in control, will get swamped by the speed of evolution of machine learning. It’s not just science fiction any more- but within the realms of possibility and even probability that one day, artificial intelligence starts to control human intelligence. Bulwarks have to be put in place now.
Piques your interest? You have to read the book, but some interesting takeaways below.
As is by now familiar – in the space of one generation, the digital world and the networked society is reshaping employment, identity, privacy, prosperity justice, civility at breakneck speed. In some of my previous posts, I referred to some amazing possibilities that it has unleashed. Can Disruptive Innovation Alter Our Life Span? and Artificial Intelligence and its impact on Jobs and Society, or even The Thrill and Danger of Smart Cities -for example. But this book describes how Internet, rather than being a win-win as it set out to be, has grown to now become a negative feedback loop – and where we, the network users, are its victims rather than beneficiaries. First we shape our tools, and then our tools shape us!
Read the full article, Dark Side of the Tech Revolution: Ethics of the 1% Economy, on LinkedIn.
Jim Klass shares a downloadable PDF that provides insight into the current disruption of the food industry with examples on how to use technology to improve cash flow and remove friction in the supply chain.
Foodservice has changed…
A new Model is needed, one that creates value for all partners in the supply chain
Consumers will demand transparency, cleanliness and a frictionless digital experience
Operators must maximize each guest interaction their menu, and even their unit layout must change
Distributors can’t count on Sheltered Income and high-margin Exclusive Brands
Agencies will need to develop new types of offerings
Manufacturers must better understand consumer behavior and what is driving their away from home dining
Digital is the new currency
Key areas covered in this resource include:
- IFMA projections
- The overlooked divergence in operators
- Why going digital is important
Access the full PDF, The Future of Foodservice – Digital Collaboration to Help the Operator on the marketintelligence.solutions website.
This article on Sean McCoy’s company blog explains why long-term forces and trends are forcing many heavy industries to reshape value chains, change economics, and disrupt business models.
Digital technologies are making it possible for firms to expand their offering and meet new customer needs and serve new customers. For a manufacturer or heavy industrial company, this means companies that were not your competitor yesterday are your competitor today and tomorrow. The executives at GM and Ford lose many hours of sleep wondering if and how Google and Apple will eat their lunch.
Competitive intensity is also increased by changes in the cost of resources and location economics. Those changes are drying up some profit pools, increasing competition at the remaining ones. Low-cost manufacturers in China used to win on price, and domestic manufacturers on speed. For years, low-cost manufacturers have been re-shoring production as rising labor costs in China neutralized the cost advantage. Now, low-cost manufacturers can win on price and speed. The producers that stayed domestic are finding themselves stuck between a rock and a hard place.
Even if your market is stable, disruptions in other markets can dry up other profit pools, driving competitors into your space. When oil prices tumbled and oil companies needed less metal, metal companies and mines serving the oil and gas industry looked to other sectors that need metal, e.g., construction, utilities, ship builders. As a result, the mines and plants serving those industries had to deal with price pressures and declining volumes, hurting ROA.
Read the full article, Responding to competitive pressures in heavy industry & manufacturing, on the McCoy Consulting Group website.