Bonus: The Wall Street Journal steals my headline with “Wireless Carriers Look Beyond Phones For Growth”
Converging products into a cellphone is one way that mobility is getting built into every product, but it’s not the only way. Every month, I’ll focus on devices that are integrating the power of mobility into products themselves in ways that create new value for the customer. Power up!
As we work to build mobility into every product, service, and process, our greatest inhibitor is the mindset represented by those who defend the tethering of products and processes to specific places. This mindset is fueled by the investments that have been made that establish power in the companies, departments, and individuals that stand in the way of mobilizing our lives and our businesses. These investments are not always in hard assets, but often are investments of time and experience to establish intellectual and relational assets. We should expect our assault on these ways to be defended to the death. Here are recent examples:
Standard disclaimer: don’t take from my selections, ordering, headlines, etc. any indications of the interests or plans of my employer (if you do, you’ll undoubtedly be disappointed when they don’t play out.)
Standard disclaimer: don’t take from my selections, ordering, headlines, etc. any indications of the interests or plans of my employer (if you do, you’ll undoubtedly be disappointed when they don’t play out.)
Standard disclaimer: don’t take from my selections, ordering, headlines, etc. any indications of the interests or plans of my employer (if you do, you’ll undoubtedly be disappointed when they don’t play out.)
Standard disclaimer: don’t take from my selections, ordering, headlines, etc. any indications of the interests or plans of my employer (if you do, you’ll undoubtedly be disappointed when they don’t play out.)
Standard disclaimer: don’t take from my selections, ordering, headlines, etc. any indications of the interests or plans of my employer (if you do, you’ll undoubtedly be disappointed when they don’t play out.)
Standard disclaimer: don’t take from my selections, ordering, headlines, etc. any indications of the interests or plans of my employer (if you do, you’ll undoubtedly be disappointed when they don’t play out.)
Standard disclaimer: don’t take from my selections, ordering, headlines, etc. any indications of the interests or plans of my employer (if you do, you’ll undoubtedly be disappointed when they don’t play out.)
Yesterday I gave the keynote address at Frost & Sullivan’s Growth, Innovation, and Leadership conference in Scottsdale, Arizona. I thought I’d share the high level outline for my talk with my blog readers and point you to additional resources behind the topics I covered (try clicking on the links throughout this piece).
The title of my speech was “The Power of Mobility: Redefining Competition Across Industries” and the basic premise was that the Mobility Revolution is as big of a deal as the PC (or Microprocessor) Revolution and the Internet Revolution. Just as those two technology revolutions fundamentally changed how we, as individuals interact with the world, and how we, as businesses operate and compete, so too the Mobility Revolution is restructuring the fabric of how we work and play. The innovative leaders who understand and grasp the opportunities created by this revolution are the ones who will redefine the rules of competition in their industries and who will disproportionately capture growth in their markets.
In explaining the drivers behind these three revolutions, I touched upon Moore’s Law, Metcalfe’s Law, and, of course, McGuire’s Law of Mobility. I wholeheartedly believe that these three forces are causing mobility to be built into every product, every service, and every process. Throughout the talk I gave examples of companies that are changing the rules of competition within their industries by building mobility into products (Amazon Kindle, Musco Lighting, TeleNav), services (PODS, Montclair State University), and processes (Avis). Taking revolutionary steps to change the rules of competition sounds like an overwhelming task, so I also briefly talked the audience through the “seven steps to the power of mobility” covered in my book The Power of Mobility.
But, businesses don’t need to initially swing for the fence, capturing the power of mobility can start with more simple steps, including:
I closed my speech with the real world example of how Sprint is saving more than $6M per year through our deployment of Unified Communications to support our increasingly mobile workforce. And of course, everyday, we are working with customers on many of the solutions described throughout the speech to save money, increase competitiveness, and rewrite the rules of competition across industries.
How can we be helping you?
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