Russell McGuire

Namibia is a small African country with a population of just over two million, however, in 2004 over 600,000 new cases of malaria were recorded in Namibia. The country’s Ministry of Health identified 1.2 million people at risk of contracting the disease. As a mosquito-borne parasite, the best defense against infection is the diligent use of mosquito netting, but the Ministry only had 80,000 nets to distribute. Working with academics, researchers, and industry, the Ministry was able to very precisely give the nets to the families with the greatest risk and by 2016, the number of new cases of Malaria had been reduced 98% to only 14,400¹.

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I define the Connected Intelligence revolution as the collision of advanced data processing technologies with massive amounts of available data, resulting in new ways that we see the world, anticipate the future, make decisions, and take action.

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Anywhere played well to the Yankee Group’s strengths, identifying and analyzing trends to predict future changes and make recommendations to business customers based on those predictions.

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Perhaps no industry has been more impacted by the revolutions of the digital era than the music industry. Digitization, modification, replication, distribution, and personalization have caused significant changes in the industry, some for the industry’s good, but most causing major damage to the industry.

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This book is built around an observation that the digital revolutions have broken the traditional tradeoffs between “richness” and “reach”. The result is what they call “deconstruction” of value chains, supply chains, franchises, and organizations. That fundamentally impacts how strategies are developed.

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Over the past few days we’ve looked at the Microprocessor, Internet, and Mobility Revolutions, but what have been the strategic drivers behind those revolutions and how should that influence the development of strategies for our own businesses?

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This book introduces the Mobility Revolution and provides a seven step framework for “capturing the power” and “managing the danger” of mobility.

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As I’ve previously shared, I was blessed early in my career to participate in the Microprocessor Revolution and the Internet Revolution, but it was during the Mobility Revolution when it seems I was actually given the opportunity to help shape the changes happening around the world.

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I had been in the telecom industry for over 15 years, but focusing on wireless was new for me. As I’ve recounted elsewhere, I was blessed to participate in the Microprocessor Revolution in the 1980s and the Internet Revolution in the 1990s. Now in the 2000s, I was seeing a new revolution brewing, this time enabled by wireless technology.

In my role at Sprint, the big question was “what will this mean for our customers?”

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