IoT Leaders
IoT Leaders

Episode · 9 months ago

A Brief Guide to IoT Disruption

ABOUT THIS EPISODE

We’ve had the smallest taste of digital disruption in the past couple of years. We still think of it as something that happens to us.

Today’s guest advises organizations to take charge of disruption by learning to be on the lookout for threats that become opportunities.

Ade McCormack, Disruption Readiness Advisor at Møller Institute ,talked with me about the effect of IoT on disruption — and how the human brain holds the keys to technological innovation.

Join us as we discuss:

  • Developing situational awareness at an organizational level to seek out disruption opportunities
  • Talent management in the 21st century means harnessing cognition
  • A brief dive into neuroscience, augmentation, and anthropology
  • Mapping the 5 characteristics of a successful tribe onto corporations 

To hear more interviews like this one, subscribe to IoT Leaders on Apple Podcasts,Spotify, or your prefered podcast platform.

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You're listening to Iot leaders, a podcast from Si that shares real IOT stories from the field about digital transformation, swings, the Miss Lessons Learned and innovation strategies that work. In each episode you'll hear our conversations with top digitization leaders on how Iot is changing the world for the better. LET IOTI leaders be your guide to Iot, digital transformation and innovation. Let's get into the show. So welcome to the IOT leaders podcast with me, a host, nickel, of Si, and in this episode, I think is what you really going to enjoy. It is with aid McCormack, who is a disruption readiness advisor, and if you're wondering what that is, you're going to hear about it now in the podcast that follows. But essentially he's talking about the waves of disruption that are coming that are all technology enabled, which are coming out of so fast and from so many different angles that we have to construct companies in a way that's completely different, almost like the analogy of the tribe in the Savannah or the way animals live. In that you have to be awake, you have to be sensing, you have to be able to react and you have to expect a disruption could happen at any time from any angle, and what does that all mean? And then, as part of it, we connected to the role that Iot is playing, which is how IOT is enabling these disruptions across a whole range of industries, including healthcare, which is one area that we go to in a bit more detail. So, as I say, I think you'll really enjoy it. We cover a lot of ground and it is a very interesting chat, particularly because aid as a fantastic resume and written multiple books, given hundreds of speeches and is advising to major corporations, governments and even a major religion, as you'll hear, on the implications of all of this going forward. So please enjoy my chat with aid, mccomack. Okay, so let's get going aid, and I know we've got a tremendous amount to talk about. When we were talking previously, the conversation went in a whole series of areas, all of which are really, really interesting, to do with how information is going to change the way companies run, the idea of a sensing organization house, People's jobs and their roles will play. I mean a whole series of areas that we're going to get into but before we go there, one of the things I was fascinated about is your type and your linkedin profile, which has some really interesting things that you've done over the years. So perhaps that's where we can start and say maybe you can just share with the listeners and the viewers a little bit about your journey so far that's brought you to this point in your in your career. Now that that's great, I guess. I'm a former technology is form of software engineer. Worked in lots of different companies across different countries and I realize that there's a big opportunity in explain technology to business people. So I said of a business doing that. That took me into writing a column for the Financial Times around do mystification of it and and that sort of bubbled up into advising leaders in terms of how to cope with the digital age, which took us into kind of the world of transformation. And as the world's become increasingly disrupted, disruption has become a very big theme. So in essence a lot of what I do is around advisory, a favorite keynoting when more precodd, and some writing as well. I've written about six books on on themes around digital you, it's often guess, underplay their achievements. I think you've ...

...done it as well. Again, I don't Rememben on your you know, six books. The number of key notes that you've done and the client list that I saw pretty impressive. I mean, you've been advising and continue to advise some major, wellknown brands on disruption, digitization, de mystification of technology and what it all means. Yes, it's I mean I am advising at sort of country level. Even one religion is being I'm advising on its transformation program so some fascinating basically, you can different different sectors are waking up to the reality that they can't continue as they are, so they're looking for how to how to transform. That is interesting. By the way, one of the PODCASTS I listen to recently, just before we dive in, was on exactly that front, which was the twenty two year old founder of an APP called glorify that is actually creating a the equivalent of facebook for religion, with a real reason to create a community. So it's interesting that now we're talking about iote and will technology, where specifically Iot and its effect on disruption and reinvention of religions. So you know that this is big when when you're actually reaching out into those communities. So let's let's dive in. So your title, as I said, is a disruption readiness advisor, and a lot of people will listen to that go okay, I know what those three words mean individually. Yeah, when you put it all together, I mean, what's the pitch? What's the what's the main thing that you do? If I was one of your clients, potential clients for instance, how would you explain to me what you do and why, why I need it? Okay and well, in essence, this struction for quite some time was considered something that was invented and developed in Silicon Valley, but the reality is is that destruction is something that happens to us. So you know, we've tasted digital disruption and now biological destruction in terms of covid nineteen, and there's a whole sort of array of conflating forces bearing down upon us, political, social, the war for talent, the war for natural resources, the space race, this all sorts of forces bearing down upon us, and this is taking us out of what you might call the finite game with the rules are clear and the object is to win, grab market share whatever, into an infinite game where the game is all about staying in the game. There are no rules or the rules are changing in real time. So essentially we have to be ready for all of this, and this requires a very different model to let's come up with a strategic plan and let's roll it out over a few years. This takes us into the world of fighter pilot dog fights and and the fighter pilots that go up in the air having preplanned their maneuvers. Won't be many dog fights. So I'm essentially advising organizations on how to be more situationally aware, how to be on not not even on the lookout for anything, because we don't know in what way threats and opportunities are going to appear. So it's almost like a it's the abilits need to be paying attention at all times. Not Quite sure what you're looking out for, so you're constantly looking for week signals are not so weaksigause of what might be coming up fast. You know, as you are talking there, I was thinking. I mean I I I've been in it for forty years and we've always had the word disruption. It used to be technical disruption, and then it was business model. I remember they were saying, well, you got to get the right strategy, should match your business strategy. That was a big thing for about ten, fifty years. And then there was disruption and the winners and the losers. And you know, only two or three of the top ten leaders by...

...industry would make the next wave. And now, but at all times, that the disruptions, as you say, now are broadening, not just technology, pandemic being a great example, but they're actually becoming closer together. And and what's so you're basically, as least as far as I get what you're saying, you're basically saying it's not about setting a business strategy and saying well, we will win when this happens. It's about, as you said, staying in the game on the basis that disruptions are going to be coming at as constantly. We will live in a world of constant disruptions which we can't, in many were probably most cases, plan for. But we have to have a sort of a an ability, almost like an animal like ability, to survive come what May. So it's so he's talk about staying in the game. Need to stay alive as a company during disruptions. I broadly up that right. Absolutely, absolutely. Yeah, I think you know, most businesses today are built on a kind of industrial era factory model, and that's a model that presumes a kind of synthetic certainty in society and in the world, and that synthetic certainty is required in order for a factory owner to make the decision to invest, knowing that the demand for the goods would be a sufficient duration to get a return on that capital. That is no longer the case. Disruption is making the future totally unpredictable, so we need new ways of operating and, as you point out, that's more like a kind of living organism. Where we are in the market at the moment is that a lot of organizations think transformation is simply a technology makeover. If you sprinkle your old business model with blockchain, AI and Iot, you're good to go for the future. And what's not to like about faster, smarter, cheaper? But at the end of the day, are faster, smarter, cheaper. Titanic is still a titanic, and and even one optimized to detect icebergs is no match for air travel. So we're not talking here about simply automating processes. We're talking here about changing operating models and chap fundamentally, it seems to me, fundamentally change them. I mean your Friday point of view. It's not just redesigning them. And we'll talk about all this data that's been created, which is where the linked IOT comes in, because the amount of data that's being created at the edge's doubling. You, I don't know what it is, but it's it's what's the opposite of Halflife? I mean it's not shrinking, but it's doubling every whatever exponentially. So that information is going to come into this picture. But but every it seemed, every it tool that we use, every way we measure managers, every way we define business strategy, every McKenzie study that the companies do to plan what to do, is set up for the previous world. It's not set up for a world in which you're talking about. So this isn't just a well, you need another piece of software. This is a fundamental change or in how companies run and how they sense and listen, and therefore the role of individuals is there are a well in individual individuals in the sense that your individuals can be sensors into the market as well as Iot technology as well. So in that sense, people are important, but because we're going into an unknowable world, we're going to be facing increasingly novel scenarios that will require innovative responses. Now, technology doesn't do innovation very well. Humans do innovation very well, and so the game of talent management in the twenty one century is in the harnessing and harvesting of cognition. That's why companies like Google, Microsoft, apple, they create...

...environments that are essentially cognitive gymnasiums where people only have to kind of focus on that, if you like, being creative as it were, and and then that creativity is harnessed, is is channeled into innovation. And to be to create the conditions for innovation, you need to create the conditions for people to be human, and I've identified a number of anthropological drivers in that respect, the need to be mobile, social, curious, creative, have a sense of purpose and so on. So smart organizations are realizing that people are not some sort of cog in the machine. They are they are the engine that creates the innovation that's necessary to engage and into adapt with your environment. Like a living organism, but also an indication of that, I guess. Is that what's not going to happen. I mean the A. There's another group of people who would say probably because of self interest, but it would say, you know, machine learning is outfacing the human brain, and Ai Machine learning and a web three, all the different interfaces, and actually, ultimately the machines will take over in the humans will do less and less and less just because they can. You're actually saying no, no, it's it's a combination. It will always be a combination of the human creativity and the interpretation of the data by the machines or the software or whatever. But the human creativity, the combination of the to the fighter pilot, example, is really the key to success. It isn't the case that all of this work will the role of the human will will dramatically shrink and we'll just the machines will and the machine learning stuff. We will rout run the world. Well, I think we again, the future is unknowable. What we do know at this time is that your carpet cleaning robot is not having thoughts of insurrection. So this kind of robots taking out humanity is not there yet. Machine Learning, in effect, is a maths parlor trick. It's not artificial intelligence. At best, it's artificial artificial intelligence. So you say some great phrases and I'm following most of them, but just a game. Let's just rewind on that one. A maths parlor trick. It's not really artificial intelligence, it's just replay that again. That sounded well. Artificially intelligent, it's strictly speaking, hasn't progressed in the last half century. As a child of the S, I was expecting full anthemorphic robots in the home by the year two thousand. That hasn't happened and a little disappointed. The reality is is that very little has happened in terms of actual, if you like, representing our brain in technology. What we have seen are some maths parlor tricks, you know, and machine learning. Advances in computer processing and storage have given rise to, you know, impressive advances in robot process automation, for example, but we are nowhere near replicating the human brain, in part because the neuro scientists don't actually know how our brains work. So quite a few steps to be taken before we get there. The chances are we will perhaps get there, but remember Ai has been developing over the last, let's a hundred years. Our brains have been programmed over the last million or so years. That's a lot of catching. It as a lot of having up. And whilst AI does big data sets very well, we're extremely good at small data sets and...

...that that counts for quite a lot when you're on the SAVANNA and the faint snap of a twig could mean death for the tribe. So let's bring this into my world, because I do believe these two worlds are inexorably going to merge together. So from our point of view, you know Si Iot. We do the connectivity in the management. Actually do a lot of the device designs, but essentially everything and the thing can be narosized. But but everything will have an IP address and it doesn't have to have power. It can create its own power from sunlight or just light in general movement. And once it creates its own power and you can print it, it doesn't have to be manufactured. In fact, you could inject it. It can be inside the body and therefore you can put a sensor on the skin and and find out where it is. You can program it to explode on a certain signal. Music kills at certain cells because it binds to them, but essentially every single thing is going to be able to transmit data. So we take the world that we've got today. It's and we talked about exponentiality earlier. You you know, when technology came about, you've had a only only very few people had access to the machines. If at the original phrase the computers, the computers refer to the people, not the machines. And then gradually department's got it, and then peep minis and people got it pieces. Then individuals has got it, smartphones, and now it's everywhere because namely one area that isn't a technology, but the point being, it really is case of you ain't seen nothing yet, because the moment everything gets connected, the amount of data increases at least two orders, if not three or four orders amg of magnitude. So, for example, if you look at factories, I mean there's, you know, a hundred and fifty years how all this seman's or it is a hundred and fifty years worth of equipment still out there. That isn't smartd that isn't transmitting data. Every product is only a tiny percentage of products are now smart and and the point being about Iot is it turns a product into an experience where you actually get the data about how the product is being used by the consumer or by the other thing that's controlling it is much, much more valuable than the product itself. That so what you then start getting is the fact that if you can sense the data real time, like in an oil rig, ten million censors, and actually have a view of everything, you can totally re engineer your maintenance process, for example, your and how you manage and manage everything, can people's jobs. So it seems like the what is happening in Iot is accelerating and enabling what you're talking about, because we're not just following more's law in terms of price, but it's going sideways unbelievably quickly to the point where it's just everything is something that is giving this data, and therefore the amount of data that you have to sense is going to be unbelievably big. Let's guess where I'm going with this. So it's seemed that seems is going to be both the opportunity in the challenge, isn't it? Because if you've got a certain amount of data and you sense it and react to it faster than somebody else, then okay, you're great. When you suddenly got a million times more data, trying to sift...

...it and and pull out the relevance from it is going to be an one of the key attributes of success, and I guess that's where some of the people creativity side comes into it, because that's very hard for machines to do, to interpret all this data that's coming at it. Yes, now, absolutely, I mean I think. I think IOT's going to be one of the great drivers of new business models because of its ability to create value out of something that was previously inert. So there's no question I it is is central to this. The Internet has enabled us to community communicate with each other. The Internet of things is allowing devices to communicate with each other. As portables become wearables, as wearables becomingbedables, the Internet of things becomes the Internet of things in people, which you've alluded to. So if you start to get to the point where you can molecularly map iot devices into the body, that's pretty mindblowing. And you might say that the twenty century was the era of it and the twenty one centuries the era of biology. So you start bringing in genomics, synthetic biology, bion experiment informatics and even New Tropics, the augmentations that we're going to see in people in the next few years is going to be profound. One might go as far as to say that we will see a species change from Homo Sapiens to Homo extensis or augmented man. But the key point here, whether we are seeing a speciation are change or not, is that augmented man requires augmented services. So that has profound implications for your viewers and listeners in terms of where we're going with all of this. One of the things I really like about talking to you is that you drop these little phrases in each of which could be a ten minute deep type. It's they thought of the Matrix and the really thing in the back of your head. But let's let's go back to the medicine one, because healthcare, as actually that absolutely is an area where this is very definitely happening. I mean we using example, we have a customer of ours. We have over twozero customers, but customers are called ACU health and Aqu health make devices. Essentially, we've helped them design device, design devices, medical devices that you can have in your house, but these are the same devices that would be in the Mayo Clinic or the Cleveland Clinic or University College London, you know, the major hospital. And the idea is, why do you need to be sitting in a room in a hospital? And the primary reason is because you need access to the specialist and need access to the equipment. But the moment that the equipment is available in your house and at the same time the specialist is actually getting proactive notifications that something about your body is changing, because in hospital it's often reactive. A believer goes off and then they try and get the doctor to come to you. But if someone's getting proactive and as an AI sufferer saying, of these, the combination of these factors means that there's something going wrong. So then you have an intervention, but it's a virtual intervention. You can start thinking, why do I need? Why the hospitals have to be such a much bill links? It's almost like, you know, hotels with doctors. And this whole area, of course, is called our PM, remote patient management, and it's not based on the assumption that Wi fi is going to be the thing, because most patients who need it can't configure a device to their iphone because they are perhaps they're older people, and so it has to be ubiquitous, ie. Cellular. And...

...then the on the on the surgeon side or the intervention side. Yeah, the it is. There are many cases of technologies which now are changing using crisper changing cells, so you can inject something that's trackable inside the body that will only bind to another type of cell and you can essentially remotely make it blow up. So you don't need surgeon, you don't need surgery, there's no keyhole surgery, you just basically it finds all the cells by Insta, the press a button and boom. You talked about thirty fourty years ago. You know, you disappointed that we didn't have robots in the little cartoon showed the robot in the house, but the idea of the that world that I just describe could even be remotely possible would have been unthinkable. And so you start that you oh, if we can do that, there isn't a single part of our life that won't be affected by this. But that disruption is enormous because that disruption has an an impact on business models. So to your point, the more you can go directly to the true end user, the more you disintermediate the supply chain, because a lot of supply chains have intermediaries. So you know you've disintermediated the doctor, the GPE by having hospital healthcare direct to the patient. We talked a lot about cost or express, the or customer that puts these fantastic coffee machines with ninety censors in in locations all the way around the world and we help them design that machine. But we they have disintermediated the people who have shops M as. They said, well, why do you need a shop? I just put a machine anywhere. Tell me again. Way I need a shop, but you always need a shop for coffee. Well, now you don't actually eat up. And so some of the best we do Amazons, lockers, elockers worthwide. Of course they've disintermediated retail as well. So what you're getting is not only the connection between the device and the company that is selling the service, but you're also seeing disruption across the whole value chain because a lot of companies have been set up because of the inefficiencies in the value chain. The engineer that has to go to the oil rig as to higher a helicopter from the helicopter company. But if the engineer can sit it in Houston and see the oil rigs and see the sensors and make an intervention, nobody needs to get on the helpped to go to the rig. So the world is going to look very different and people's roles will will change and it you know, we talked about the future. I think one of the reasons why you're in such demand and giving speeches is that the future is now, as they say, but it's just unevenly distributed. APP It is absolute. It's one of the reasons we created IOT leaders was to shine a light on some of the things that are happening now and what you're you're extending that to saying yeah, and you need to be aware of that. You need to be doing something about it. Otherwise these waves of disruption, the first one might not get you, but eventually these waves of disruption will wash over you because they are happening there. Yeah, yeah, and and things like Iot might be seen as perhaps fanciful by traditional business leaders, but they are in fact increasingly table stakes. You know, you need to be on top of this. Technology. You need to be experimenting with it, you need to be developing new business models, because at some point the digital grim reaper is going to come into your foyer and that will be game over. And if you only have one egg in one basket at your stuffed. Yeah, maybe I could change marketing. Is a...

...we keep. Digital Grim reaper do look quite as good as the balloon that's behind my head. If you watching this, which is all to do with you're getting insight and getting a wide view. But the digital green grim reaper. But it is a digital grim reaper because the the you know, I mentioned this earlier in the podcast, there is some really great data, for scary data, which says that if you take every major wave of technology, enable disruption. So you know, the Internet was technology enabled, cloud was technology enabled, the smartphones technology enabled. So if you map those jumps in technology to which companies take twenty SEC segments, industry vertical segments and the top ten, I believe I'm right in saying that that on average, only two out of the ten survive each wave. MM. And it's the same for technology companies as well. Actually only two out of ten. I mean we're in the middle even the technology companies are are disrupting. We're in the middle of a massive disruption in our industry and our listeners will know this if they're listening to this podcast. I mean a great example of this is there are eight hundred and twenty mobile network operators in photophones, one at every single one of them has got a mot same business model, which is a proprietary sin, that if you get that same in a device, you are connected to them. And that's worked for forty years. And now suddenly there's this little technology thing, apparently little, which is profoundly disruptive, which says, well, what if the SIM could be dynamically programmed? It's called an e sin under standards called the U Sec. What it could be dynamically program so we can connect to anybody? Suddenly, great for users because they then can in effect have the choice of any mobile network organization in the world, which is what we do, but it has massive implications for a trillion dollar industry, which is what the mobile network operator industry is, because the for forty years it's been a get the Sim in and then we've we've locked the customer and certainly the users say no, no, I am going to have. It's going to be agnostic and I'm going to be able to put one product skew like one Amazon Locker, one costo coffee machine, one achyr health medical device, anywhere in the world and connectivity is just going to be a feature and we won't talk about connectivity anymore. IFACT sims going to disappear. It's just going to go into the software of the silicon actually. So connectivity is not something we're going to be talking about in fifteen years time. It's when we're talking about connectivity it's so it's like Wi fi today. Remember, go into the hotel room. They used to be a root at the hotel. That used to be a route um it just off reception called the computer room, and that's where the Internet was. is either that or under your bed, where you had to take get the screw driver out and do it. Now it's think that's histerical, because the internets everywhere and that's what's going to happen. So so this is exponential disruption coming at every player in the industry, including the technology companies. As you say, countries. First, I'd heard that Religio religions. So one question I have for you there's so many questions I could ask you, but other words, this we two other podcast I guess everyone's like, okay, we've got it, got I've got what we're talking about here. So what are the lessons learned? If you take you mentioned countries. Are there any attributes? That why you think certain countries will be better at this? I mean it's this an opportunity for leap frog, for putting for the emerging market countries? It is essentially the developed countries have...

...had an industrial era by and large, and that has trained us to behave in certain ways. Largely it's trained most of us to not use our brains on a daytoday basis. We have simply compliantly followed the OX manual. We have concepts like weekends, even breakfast, retirement, pensions, careers. These are industrial era and notions. And of course we have invested in these industrial era assets, the machinery, the plants, the land and so on, and so we can't just shake them off overnight, and you can see this in the business schools. The business schools have invested very heavily in materials, in research around the industrial era. So they're struggling to make the transition into the twenty one century. What they're doing is they're they're sprinkling their old school syllabuses with a few buzzwords of the moment, but essentially they're promoting the old model. The developing countries are not burdened with such baggage and therefore can go straight to this, if you like, postindustrial innovation centric world. And I have a very kind of rough heuristic when I go to different countries. I can tell which country is going to have a very good future by the amount of disrespect it has for authority. So as I stand there at the traffic lights, and in in the UK we rarely wait for absolutely now we just march across. We might just check out what kind of the lights and go yeah, we don't, we don't hang around you. If there's no traffic coming, we just crossed the road. That's a very good sign. That shows that we're thinking for ourselves. And when you go to other countries, and maybe not even countries might gave us stating it, maybe maybe states within a country, that you see some very heavy duty adherents to the rules. So I'm not saying, I'm not suggesting that anarchy is is the way forward by any means, but I think a degree of dissatisfaction in your society is the is the critical conditions for innovation. Would I put my money in Silicon Valley or would I put it in an innovative business park outside the center of Calcutta? I put money in Calcutta because those guys have to innovate to survive. Silicon Valley is very a wash. It's you can become quite intellectually lazy when there's just so much free money about. Some of our listeners will have heard this story, but most of them weren't because I told it an earlier podcast, maybe about ten episodes ago, but it's worth telling again in this context. So, prior to you know, I've I've been in it for forty years, but I did a two and a half year still just prior to becoming see Osi on virgin higher loop, which isn't which is also technology. It's basically reinventing trains to work like the Internet. packetized travel politics are not connected together. It's basically the Internet, routers and switches. It's the Internet applied to moving people. It's all you need to know about how glop anyway. So I spent an unfruitful time and I was a chief operations officer going around the world trying to sell this thing a billion dollars. But it was better than high to be real, and I spent, you know, two and a half years failing to kill hs to it will kill itself, high speed rail in the UK, people outside the UK. It will eventually kill itself and it's doing a damn good job of it. But I couldn't persuade UK government to do it. But I went to India. Actually, I've done a Ted talk on this, and I went to India and I went to Mumbai, Poon A, which is, you know, it's a best I think it's about two and a half hour road drive from Mumbai. To be it's cheaper to live in poone than Mumbai. So a lot of people and millions of journeys go return trips today five hours right, lots of buses with people in and they don't get home to seek kids and they set...

...up early anyway. The first contract that was signed for higher loop was with the head of Ma Harashtra, the state there, which would take that two and a half hour journey down to half an hour. And so you know it's a big infrastructure project. It will take several years, but basically you give five hours back per day. Two millions of people point about. The story being is that the guy who signed it the sort of premier of the state. I've been there's a hundred and twelve million people living here, so it's like twice the size of the UK, but it's part of India. And he said to me, Mr early, said, I just want you to know that India will do this before the UK and I said, Oh, yeah, I know you will. He said no, no, I want you to understand why India will do this before the UK. Says because we have to, and he said we got this terrible will problem, and so we understand that technology will leap frog. You gave us the railway stations and all of that. Thank you, but now it's our turn. We will do this. We will leap from you like they had better for G for a long time on London. We will do this because you will try and take that legacy system and squeeze it, squeeze it, squeeze it, whereas we will. We have such a terrible train system. We're very happy to and road system. We're very happy to throw it away, and I think you're right. I think if the regulatory environment, because it allows you to innovate, and you have the problems and and they have the great asset is of an awful lot of very smart people and they don't want them to go abroad, then actually some of the innovation that will happen here will come from those parts of the world. And we some of our most innovative projects that we see because we get we get involved in the design of the device. So we start off with someone saying, I'm thinking of making this, can you help me design it, and then I'll have ten, fifteen years with connectivity from it. So we start at the project phase and some of the most innovative projects that we are seeing are from either those parts of the world that we're talking about or engineers from those parts of the world who are perhaps working in other countries, but given the chance, they'd go back and do it there. And so we do see that happening because it is a great leveler. The Internet is a is a great leveler and the business benefit of an experience is just as big, in fact even bigger, than in a Western market. You know, a two and a half hour one way road journey collapsing down to half an hour is is a huge benefit two millions of people that, I mean they can they can take another job, they can work longer, they can get home at night to read their kids a story and and that's where you know it doesn't have to be implemented between two cities in the US or from Manchester to London, although I wish it would be, and clearly discreet anyway, and up on on a hyperloop. So I think we're getting probably to the end of our time. We covered so much ground. Maybe I can just finish this by asking you, I'm sure people have been fascinated by this, when you talk to people and you consult, you speak and you do a lot of consulting work with corporations, is there a sort of a like a list of DOS and don't since there are sort of net takeaway when you finish your your session and saying look, if you thinking of doing this, it's such a big subject, but here are the sort of guard rails or the lessons that things you really need to think about as you as you embark on this inevitable journey. Sure, and I mean I my if you like advisory model is based an help the organizations become tribal. So you might say that distills down to well one are the five characteristics of a successful tribe? Well, the primary one is their ability to...

...pay attention, for the reasons I mentioned. If you don't understand your environment and might get eaten by went I have it. Yeah, very, very important. So attention is key. Ambition is key, everyone in the tribe having the same espreeder core, the same sense of direction, so there's no friction in how the tribe moves forward. Artistry is a key part of being tribal, so the ability to create value in an innovative way, how to address new challenges and new opportunities. So we have at tension, ambition and artistry. Then there is the idea of adaptability. You know, you can look at the Berry Bush all day and if there's no berries on it, that's it. You better find another food source. So being adaptable is very, very important and then, fundamental finally, it's the ability to add value. Tribes create value in order to trade for resources that the tribe needs. So these are the five key, if you like, operating element of an organization going going forward. I sometimes refer to the organization as being super resilient, and that means it behaves like a living organism. So it's constantly sensing, deciding and acting. So emotional intelligence, in collectoral intelligence, physical intelligence. So bottom line here we're in a post strategic planning world. It's all about navigating the SAVANNA and adapting to the changing environment. Fabulous, and I would to to put the little IOT boat it right at the end. I would say the best people to listen to are always your customers, and the best way to listen to your customers is to get real time, near real time information about how they are actually interfacing with your product, as opposed to how you think that your product, because you always put too many features in your products in case people want to do it, and then you have no idea whether people are using those features or not. The moment you make a smart device or a smart thing, you know exactly how every user is using every product all of the time. But like in the cost of machine with the ninety sensors, they know every because you put your Qr Co to you identify yourself to get the loyalty points, but your identify so they know exactly what buttons you pressed and what Cup of coffee you got from what machine, at what time of day in what location. That knowledge is so much better than walking into a coffee shop, getting a cup of coffee and walking out again and they have no idea who you are and you're paying for the shop. So I think there are these early examples and I think the world, the two worlds that we come from, which are kind of different, all the very different, but I do believe they are blending together very high speed. So I'm sure this isn't the last time that we will be talking about these issues together, because our customers need this. And and put some sprinkles on your Iot bow, so to speak. And you are helping organizations grow their data capital asset, and that is the fastest growing asset class out there. And and most organizations don't quite know how to manage this yet, how to turn their data into value, and I think it it goes a long way towards making that possible. Great. Well, we'll leave it there on that. I hope our listeners and viewers, as we say, enjoyed this because you've been listening to Iot leaders podcast. We try and bring you great people, big thinkers, big ideas. I think we definitely did that in this episode. You can get a full list of all the other podcasts on...

...our website. Just search for IOT leaders. And thank you from myself, nickel the CEOSI, but most importantly, thank you to aid aide McCormack for a mind blowing this description of a world that I think most of us would agree is actually not only inevitable but is arriving really, really quickly. So it's where should people go? If their interest is being piqued by this, and I'm sure it has, where can they go for more information? Well, my website, aide mccormackcom or one word, contains my blog, which has about five hundred entries in it. So if you're curious about my thinking, that's the place to go. Perfect. So I think we're both going to be very busy, but aid, thank you so much for being a guest on our Iot lead this podcast. Thanks for tuning in to iote leaders, a podcast brought to you by SI. Our team delivers innovative Global Iot cellular connectivity solutions that just work, helping our customers deploy differentiated experiences and disrupt their markets. Learn more at Sicom you've been listening to iote leaders, featuring digitization leadership on the front lines of Iot. Our Vision for this podcast is to be your guide to Iot and digital disruption, helping you to plot the right route to success. We hope today's lessons, stories, strategies and insights have changed your vision of Iot. Let us know how we're doing by subscribing, rating, reviewing and recommending us. Thanks for listening. Until next time,.

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