Welcome
Hi. My name is Jim Firestone and I am the President of Xerox North America.
As a result of my job, I spend a lot of time speaking with customers, industry analysts, financial analysts and our own research and development teams about the future. One thing that is clear to me is that we are living in the midst of a sea change of enormous proportions in how, when, and how often, people communicate How this all plays out is not certain and we are all, (those of us in the IT or the communications industries, at least), trying to figure it out at the same time.
I thought that a blog might be a good chance to dialogue about this change, what the future holds, and hear what others are thinking. Hopefully, it will foster spirited discussion and debate around some of the key inflection points we face. Being purely selfish for a moment, this will help Xerox better understand what the world is thinking and where it is likely to go. But it should also provide a forum for everyone to learn and develop their ideas. I am clearly not the expert on this topic, but I can bring experts from Xerox and elsewhere into the discussion. Who knows what ideas and insights might flow from this.
This week I am preparing for the AIIM/On Demand show in Philadelphia so I am spending time refining my thoughts and comments. While I am there I will be speaking about this sea change.
So what is this sea change I am talking about? In many respects, it is the end of the technology revolution and the beginning of the information revolution. We are entering a period where the focus in IT is not on the "T", but on the "I". We call it Big "I", little "t". The technology infrastructure is no longer the primary focus because we are all networked, web-service enabled, ERP'd, and outsourced. Now we can get to the real challenge: making work easier. And to do that we need to focus on the information that rides on the technology railroad.
Two immediate and huge implications come to mind.
First, all communications should become personalized, customized and just in time. Every piece of communication. From books, (think Amazon or Barnes and Noble without a warehouse), to direct marketing, to customer collaterals, to education etc. Why wouldn't all of these be tailored exactly to the need at hand. The technology is there. From the creation of the communication, to the data base of insight, to the digital print, or electronic display and archival. We call this the New Business of Printing and it will revolutionize printing everywhere over time.
Second, what about all the document dependent processes that are the core of most enterprises or governmental institutions? These are all legacies of an analogue world. Most of these processes predated today's technology. But now they have been "hardwired" into the organizational structures of most institutions and are so taken for granted that often we don't even see them anymore. Well, technology exists to create self correcting and self routing documents. Digital repositories that know what versions are correct for which situations. Intelligent scanning. Paper with embedded audio or video files. The mind boggles. We call all of this "Smarter Document Management" and it will have great fundamental impact on how organizations of the future operate.
But I am getting carried away with all this. Now let's hear from others. It is real? Is it important?
With AIIM/On Demand coming on the heels of the World Congress on Information Technology gathering in Austin, Texas where industry leaders like Steve Ballmer, Michael Dell, Paul Otellini and Anne Mulcahy talked about the role IT plays in issues like the digital divide, security, compliance and health care, maybe there are some more compelling topics to discuss. If anyone was there, what do you think? What do those of you going to AIIM /ON Demand hope to see while you are there?
Thanks for listening. But, now, what do you think?
Comments
Having just come back from the AIIM/On Demand show, I must say that there is validity to the "big I little t" concept.
Speaking with the various hardware vendors and software vendors on the show floor, it's abundantly clear that everyone is essentially speaking the same language from a technology standpoint, whether they are using XML, Java, SOA, Web Services, IPSEC, PostScript, AJAX, etc. While this does create a common parlance, it also creates potential confusion in the marketplace for the perspective customer. How does one firm truly differentiate itself from it's peers in the industry if everyone is offering the same capabilities.
Much like the hardcopy peripherals market has become commoditized with respect to the various manufacturers offering essentially the same output capabilities, the software vendors in the document solutions space are also approaching a similar nexus. As the technology behind these solutions becomes more aligned and common, the key to differentiation will be execution.
Here's an analogy to illustrate my point. The modern automobile is essentially a commoditized product in which every car will behave the same no matter who makes it. Regardless of whether it is a Honda Accord or a Rolls Royce Phantom, cars all made up of wheels, tires, transmissions, engines, steering wheels, seats, etc. So, why does one pay the price enormous premium for a Rolls Royce Phantom over a Honda Accord? The difference is execution! The quality of the interior components in a Phantom, such as the leather, wood trim, switchgear, etc. will be much higher than that of the Accord. In addition, the level and quality of service provided by a Rolls Royce dealership will be higher than that of a Honda dealer.
In the same way, while many technology companies speak the same language and leverage similar technologies in their products and offerings, how you execute on bringing these products to market as well as how you cater to the customer and how clearly you understand the customer needs will ultimately define your position in the marketplace.
So, now that we have the "small t," what about the "big I?" A question I would like to ask those reading this blog is: does the "I" in "IT" still stand for "Information?" Based on the sheer abundance of information that now permeates not only our professional lives, but also our personal lives, I would hope that we can change that. I personally feel that the "I" needs to go from being "Information" to "Intelligence." If you are able to transform "Information Technology" to "Intelligence Technology," think of the impact it would have on the enterprise.
Information is plentiful. Being able to sift through the information and creating a business strategy requires intelligence. Being able to leverage the technology and information infrastructure that is in place to deliver intelligence to the business decision makers is the next step in enabling enterprises. Of course, the question remains, how do we get there and who will be the first one to crack that nut? How do we enable the document solutions offerings in the market to deliver intelligence to the decision-makers? I believe that those will are able to solve this dilemma will become the Rolls Royces of the industry.
Posted by: Kwon Chin | May 19, 2006 12:17 PM
I think there is something to be said for Xerox's big I little t concept.
Looking back, the initial phase of the copier market’s transition to digital technology was very focused on the technology itself. It transformed the standalone analog copier into a multifunctional device, opening the door to network printing, scanning, and faxing. The copier market was very mature at the time, and the new technology brought much needed product differentiation.
Printer vendors embraced the multifunctional concept as well, leading to the proliferation of multifunctional devices on the network, and growing product convergence between copiers and printers. And, almost always, the comparisons between the two focused on technology.
Those early years of digital are long gone now. Product parity returned quickly and the industry is once again mature, leaving vendors looking for the next big thing. To the benefit of all, the transition to color has finally arrived, promising higher profits and revenues. But how long will it be before color products reach parity and vendors once again look to new technology for differentiation?
A more interesting strategy is to make better use of the existing technology infrastructure. Multifunctional devices are found in large numbers throughout organizations, why not leverage more value from them?
The way to do this is through software and solutions that enhance workflow and employee productivity, and many vendors are awaking to the possibilities. Besides offering customers additional value, a focus on solutions has the potential to set the industry free from the mindless, specifications driven selling for which it has long been known.
What a concept! Generating additional profits by helping customers get more value from their technology investments. The industry's interest in developing a solutions-led business model is evidence of an important change away from technology for technology's sake. And this can only be healthy for an industry addicted to technology.
Posted by: Jonathan Bees | May 15, 2006 09:02 PM