ClearPurpose

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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For better or for worse, the mobile/social revolution enabled people to be connected to everyone, everything, and all information all the time.

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Last week Rick Boxx of Unconventional Business Network based his daily 1 minute Integrity Moments radio show on content from SDG Strategy.

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The Innovator’s Dilemma is almost “required reading” for business leaders in this age when new technologies are regularly redefining the rules of competition across industries.

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Before I continue on to the Mobility Revolution, I want to pause and reflect on the so-called “laws” associated with technology revolutions. These observable phenomenon reflect the forces driving each revolution forward. These forces, combined with the new capabilities enabled by new technologies, make the ultimate outcome of each revolution almost inevitable.

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It’s amazing to look back on a decade where I went from a college student excited to chat about the latest music news on “this Internet thing” to being an early Internet entrepreneur helping redefine how business gets done across industries, and at the same time, the Internet went from a sleepy, geeky network used by scholars and scientists for academic research to a technology fundamentally redefining society and commerce.

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