Let’s start with what my job was and how this people/tech combo played out in a corporate context…
Most definitions of digital transformation will include something about “the implementation of digital technology” in response to “changing business and market requirements”.
However, this predicates that technology adoption is the answer to technology disruption.
Whilst in this day and age tech has a role to play, a lot of the digital transformation activity going on in large corporations predominantly leverages tech that is over a decade old.
The successful programmes aren’t the ones that have the best cloud-based, artificially-intelligent, quantum blockchain chat-bots.
Not ground breaking news, but people still seem to mess it up.
So that's the role I played. Over the past decade working for IBM iX, and with big brands like Castrol, BP and Audi:
I’ve helped executives work out the opportunities presented by new technology.
I’ve designed programmes and systems to deliver on those opportunities.
I’ve built and led the teams who turn that opportunity into reality.
By bringing skills and expertise like this to the table:
I’m taking some time off to get to grips with the violent insurgency, and all around assault on the senses, that is </fatherhood>.
Whilst I do that, I am expanding my horizon of how people and technology fit together beyond the corporate world. I’ll be sharing my findings on this site but here’s a taster of the questions I am looking into...
Climate change is the greatest challenge we are going to face in our lifetime. If people were willing to mitigate the issue by compromising their lifestyle they would have done it by now.
So how do we leverage technology, designed with people in mind, to help us bridge the gap?
For me the greatest opportunity to influence people’s behaviour and reduce our impact whilst continuing to improve our quality of life; is combining technology with the environment we build for ourselves.
Technology has broken the correlation between the value of a business and the number of employees. No longer are enormous workforces the only route to scale.
Bumble: app with a $13 billion valuation and 600 employees. </link>
Mr Beast: youtuber with an estimated annual revenue of $100 million and a team of less than 30. </link>
Numbers more associated with workforces in the 10’s of thousands or greater.
What about a workforce of 0.8? Or less?
In a period of my life where enough money and more time is better than more money and no time, how can technology enable a different lifestyle for me and my family?
I don’t know if I will be able to answer these questions.
But if you are keen to bear witness to my findings and the collateral damage I generate along the way; or have some interesting answers you can share with me:
Say hi on and linkedin