Friday, January 14, 2022

g-f(2)818 The New World (1/14/2022), Thomas M. Siebel, Digital Transformation: Survive and Thrive in an Era of Mass Extinction




ULTRA-condensed knowledge


"g-f" fishing of golden knowledge (GK) of the fabulous treasure of the digital age, The New World, Digital Transformation by Thomas M. Siebel (12/14/2021)  g-f(2)426 


Opportunity, Thomas M. Siebel

EXCEPTIONAL “Full Pack Golden Knowledge Container”


Survive and Thrive in an Era of Mass Extinction 


      • As we power into the 21st century, it is clear to me that the trends identified by Daniel Bell are accelerating. We are seeing a new convergence of technology vectors including elastic cloud computing, big data, artificial intelligence, and the internet of things, the confluence of which enables us to address classes of applications that were inconceivable even 25 years ago. We can now develop prediction engines. This is what digital transformation is all about. This is when the fun starts.
      • I find it more valuable to describe digital transformation through examples. This is partly because we are in the midst of massive disruption and constant change. The scope of digital transformation and its implications are still evolving, and its impacts are still being understood. Each iteration— whether across companies or industries or even within a single organization—will bring new insights and layers to our understanding of digital transformation.
      • This book will walk through the foundations of the current period of digital transformation and explain how companies can tackle digital transformation and avoid extinction. This is critical for companies of all sizes that risk extinction if they do not transform. It is particularly imperative for large incumbent organizations that face threats from smaller, nimbler players, that have the tools and data to potentially lead transformation.
      • Something different and more profoundly disruptive is happening today. The first and second waves of innovation—digitalization and the internet—will be overwhelmed by the tsunami of digital transformation. Although digital transformation will bring about similar productivity benefits, these benefits will be achieved in a very different way.
      • Companies that will survive through the era of digital transformation are those that recognize that survival is survival, regardless of how it happens; that environments change and resources fluctuate rapidly. If a company is reliant on a single resource, then it will not survive because it cannot see the great opportunity to revolutionize and breathe new life into its core abilities.


                Genioux knowledge fact condensed as an image


                Billionaire Tech CEO Tom Siebel on digital transformation






                Keynote: C3.ai's Thomas Siebel on Digital Transformation






                Deep Dive with Tom Siebel, Founder & CEO of C3 AI | EU Business School






                Digital Transformation of the World Russian CDOs’ virtual meeting with Thomas Siebel






                References


                Digital Transformation: Survive and Thrive in an Era of Mass Extinction, Thomas M. Siebel, RosettaBooks, New York 2019.


                ABOUT THE AUTHORS


                Thomas M. Siebel


                Extracted from Wikipedia

                Thomas M. Siebel is an American billionaire businessman, technologist, and author. He was the founder of enterprise software company Siebel Systems and is the founder, chairman, and CEO of C3.ai, an artificial intelligence software platform and applications company.

                He is the chairman of First Virtual Group, a diversified holding company with interests in investment management, commercial real estate, agribusiness, and philanthropy.

                Siebel has been a frequent industry spokesperson as well as the author of the Wall Street Journal bestseller Digital Transformation: Survive and Thrive in an Era of Mass Extinction (RosettaBooks, 2019) and three previous books: Cyber Rules (1999), and Taking Care of eBusiness (2001) published by Doubleday, and Virtual Selling (1996), published by the Free Press.

                Extracted from C3.ai

                Thomas M. Siebel is CEO of C3.ai, a leading provider of enterprise artificial intelligence software. Mr. Siebel has been at the forefront of several major innovation cycles, including relational databases, enterprise application software, internet computing, AI, and the internet of things. He pioneered the customer relationship management (CRM) category with the founding of Siebel Systems.

                Recognized by Businessweek as one of the top 25 managers in global business, Mr. Siebel is a three-time recipient of the EY Entrepreneur of the Year award and was named Glassdoor Top CEO in 2018. He was elected to the American Academy of Arts and Sciences in 2013.



                Extra-condensed knowledge


                Lessons learned, Thomas M. Siebel

                Golden Knowledge (GK) Juice


                • Punctuated Equilibrium
                  • In his pioneering book On the Origin of Species, Charles Darwin proposed that natural selection was the driving force of speciation and evolution. Darwinian evolution is a force of continuous change—a slow and unceasing accumulation of the fittest traits over vast periods of time. By contrast, punctuated equilibrium suggests that evolution occurs as a series of bursts of evolutionary change. These bursts often occur in response to an environmental trigger and are separated by periods of evolutionary equilibrium. 
                  • The reason this idea is so compelling is its parallel in the business world: Today we are seeing a burst of evolutionary change—a mass extinction among corporations and a mass speciation of new kinds of companies. The scope and impact of this change, and the evolution required for organizations to survive, are the focus of this book.
                  • Mass Extinction, Mass Diversification
                    • When science and technology meet social and economic systems, you tend to see something like punctuated equilibrium. Something that has been stable for a long period suddenly disrupts radically—and then finds a new stability.
                    • Evolutionary punctuations are responsible for the cyclic nature of species: inception, diversification, extinction, repeat. 
                    • In the past 500 million years, there have been five global mass extinction events. A minority of species survived. The voids in the ecosystem were then rapidly filled by massive speciation of the survivors. After the Cretaceous-Tertiary event, for example, the dinosaurs were replaced largely by mammals. And thank goodness. But for that, I would not be here to write, nor you to read.
                    • Every mass extinction is a new beginning.
                    • The evidence suggests that we are in the midst of an evolutionary punctuation: We are witnessing a mass extinction in the corporate world in the early decades of the 21st century. Since 2000, 52 percent of the Fortune 500 companies have either been acquired, merged, or have declared bankruptcy. It is estimated that 40 percent of the companies in existence today will shutter their operations in the next 10 years. In the wake of these extinctions, we are seeing a mass speciation of innovative corporate entities with entirely new DNA like Lyft, Google, Zelle, Square, Airbnb, Amazon, Twilio, Shopify, Zappos, and Axios.

                Condensed knowledge




                Lessons learned, Thomas M. Siebel

                Golden Knowledge (GK) Juice


                • Digital Transformation Today
                  • Today, digital transformation is everywhere. It’s one of the biggest buzzwords of the past few years. Google “digital transformation” and see how many results you get. (I just got 253 million.) “Top Ten Digital Transformation Trends” lists are abundant. In 2017 alone, over 20 digital transformation conferences were held, not including countless digital transformation roundtables, forums, and expos. Digital transformation is being talked about by everyone, including the C-suite, governments, policymakers, and academia.
                  • Digital transformation goes by many different names. Perhaps the most familiar is “the fourth Industrial Revolution.” Past revolutions occurred when innovative technologies—the steam engine, electricity, computers, the internet—were adopted at scale and diffused throughout the ecosystem. We are approaching a similar tipping point—where cloud computing, big data, IoT, and AI are converging to drive network effects and create exponential change.
                  • Others refer to digital transformation as “the Second Machine Age.” MIT professors Erik Brynjolfsson and Andrew McAfee argue that the crux of this machine age is that computers—long good at following instructions—are now able to learn.
                  • This brings us back to punctuated equilibrium. As in evolutionary theory, periods of economic stability are suddenly disrupted with little forewarning, fundamentally changing the landscape. A significant difference with this wave is the speed with which it is happening. In 1958, the average tenure of companies in the S&P 500 was over 60 years. By 2012, it had fallen to under 20 years. 14 Once iconic companies like Kodak, Radio Shack, GM, Toys R Us, Sears, and GE have been rapidly disrupted and pushed out of the S&P 500. Digital transformation will further accelerate the pace of disruption.
                  • Because digital transformation goes to the core of corporate capabilities, it can only happen when change is empowered to pervade the entire organization—not just at the IT, marketing, or any other business-line level. It can’t be dealt with just as a technology investment, or as a problem with a particular business process or department. It requires fundamentally transforming business models and business opportunities, and the CEO needs to drive it. The mandate must come from the top.
                  • With 21st-century digital transformation, the adoption cycle has inverted. What I’m seeing now is that, almost invariably, corporate digital transformations are initiated and propelled by the CEO. Visionary CEOs, individually, are the engines of massive change. This is unprecedented in the history of information technology—possibly unprecedented in the history of commerce. Today, CEO-mandated digital transformation drives the company’s roadmap and goals.
                  • For such change to happen, the entire organization needs to be committed—from the CEO to the board to each function and line of business. This change needs to proceed in a unified, holistic manner. 
                  • That’s why the companies that will succeed are those that not only transform a business process, or a department, but also look at wholesale digital reinvention. They take it so seriously that they create Centers of Excellence to bring together data scientists, business analysts, developers, and line managers from across the organization. These Centers of Excellence can align the organization around digital transformation efforts, unify disparate departments, and grant employees the skills necessary to be successful in this effort. For example, ENGIE CEO Isabelle Kocher has assembled a C-suite team to drive the transformation of the company. Together they have updated ENGIE’s strategy with new business targets that include specific expectations for digital value creation.
                  • Get Ready, or You’ll Miss the Boat 
                    • Digital transformation indices are cropping up everywhere to capture how prepared (or unprepared) CEOs and their companies are. The Dell Digital Transformation Index ranks 4,600 business leaders on their digital journey. 28 The McKinsey Global Institute (MGI) Industry Digitization Index ranks U.S. sectors based on their degree of digitization/digital transformation. 29 Germany’s Industrie 4.0 Maturity Index focuses on companies in manufacturing. The most compelling lesson from these indices confirms what we already know: The gap between the companies and sectors that have digitally transformed and those that have not is already wide and will increase exponentially.



                Some relevant characteristics of this "genioux fact"

                • Category 2: The Big Picture of the Digital Age
                • [genioux fact deduced or extracted from Thomas M. Siebel]
                • This is a “genioux fact fast solution.”
                • Tag Opportunities those travelling at high speed on GKPath
                • Type of essential knowledge of this “genioux fact”: Essential Analyzed Knowledge (EAK).
                • Type of validity of the "genioux fact". 

                  • Inherited from sources + Supported by the knowledge of one or more experts.


                References


                “genioux facts”: The online programme on MASTERING “THE BIG PICTURE OF THE DIGITAL AGE”, g-f(2)818, Fernando Machuca, January 14, 2022, blog.geniouxfacts.com, geniouxfacts.com, Genioux.com Corporation.


                ABOUT THE AUTHORS


                PhD with awarded honors in computer science in France

                Fernando is the director of "genioux facts". He is the entrepreneur, researcher and professor who has a disruptive proposal in The Digital Age to improve the world and reduce poverty + ignorance + violence. A critical piece of the solution puzzle is "genioux facts". The Innovation Value of "genioux facts" is exceptional for individuals, companies and any kind of organization.




                Key “genioux facts”


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