Digital Transformations | The Crossroads Model: Winning with Code Halos
By: Kevin Benedict
Aug. 23, 2013 10:00 AM
Three of my colleagues here at Cognizant, Malcolm Frank, Paul Roehrig and Ben Pring, are writing a new book on the subjects of SMAC (social, mobile, analytics and cloud), digital and business transformations, and successful strategies for navigating through them. The concepts in this book resonate with me. I see enterprise mobility and B2C mobile app strategies as key components. In this article, we get a sneak preview from the book.
Several weeks ago we outlined the concept of "Code Halos™" - aka our digital fingerprint - and discussed how "personal" Code Halos are migrating into enterprise computing. We also analyzed the areas in which "organizational" Code Halos are changing what businesses do and how they do it. In this post we advocate how Code Halos create a repeatable pattern of disruption across a wide range of industries; by studying this pattern we have developed a business model - the Crossroads Model™ - to help business and technology leaders understand the impact Code Halos have on winning and losing in today's fast dgitizing global markets. We also provide a "playbook" for executives to win in the new "code rush" and avoid the "extinction events" that so many once great corporations, from Kodak to Newsweek, have experienced in recent years.
A New Prism for Understanding Digital Disruption Has Emerged
The Crossroads Model consists of five key stages:
The Crossroads Model - Ionization, Spark, Enrichment and the Crossroads - has played out in a dozen-plus major industries, and we believe it will play out in many others in the coming years. . For example, upon Amazon's IPO in 1997 - in spite of the lofty valuation that the consumer e-commerce pioneer achieved amid the Internet bubble and its resulting over-inflation of value - Borders and Barnes & Noble were collectively eight times the value of the online retail giant, with roughly 50 times the revenue and 100 times the customer base. As Amazon quickly enriched its understanding of Code Halos, consumer e-commerce entered the Crossroads in 2002. By 2005, Amazon was worth twice as much as Borders and Barnes & Noble combined, and had equaled both retailers' customer count (in similar markets such as book, movie and music retailing) and associated revenues. Just five years later, Amazon was worth 100 times more than Borders and Barnes & Noble combined, and had driven Borders to bankruptcy. Barnes & Nobles' struggles, meanwhile, recently deepened amid the sudden resignation of its CEO (who championed its underperforming Nook e-book reader) and word that the company is pursuing a radical restructuring.
In this period of generational transformative change more and more leaders concur: They see enormous opportunities for organizations that get Code Halos right (Apple, Google, GE, Disney, etc.); and feel pain for those whose leaders get it wrong (Borders, HMV, Blockbuster, etc.).Organizations that optimize their Code Halos across all dimensions and permutations will more effectively negotiate the Crossroads divide, heading onward and upward toward market prosperity.
Kevin Benedict, Head Analyst for Social, Mobile, Analytics and Cloud (SMAC) Cognizant
Learn about mobile strategies at MobileEnterpriseStrategies.com Follow me on Twitter @krbenedict Join the Linkedin Group Strategic Enterprise Mobility ***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I am a mobility and SMAC analyst, consultant and writer. I work with and have worked with many of the companies mentioned in my articles.
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