Digital Disruption Quotes

Today, even tangibles are intangibles - cars, planes, and computers rely on software. They are essentially digital assets under the disguise of a mechanical body, and much of their value is intangible.

Anything that can be automated, cognified, decentralized, digitized, disintermediated or virtualized will be.

Ecosystems blur the lines of fixed business models. In a digital, dematerialized, disintermediated world, there are no direct competitors.

As sustainability is the new digital, every company needs to be an energy company.

Today, when routine cognitive tasks are digitized and automated, and multiple lifetimes worth of information are accessible at our fingertips (much of which rapidly becomes obsolete), the focus of education must shift.

Anything that can be automated, cognified, decentralized, digitized, disintermediated, or virtualized will be. These shifts will radically transform every aspect of the economy, including industries, sectors, professions, jobs… even the meaning of work itself.

The future is closer than you think. You can pay attention now or watch the transformation happen right in front of your eyes

Some people think Elon Musk bought Twitter but what he actually bought is DATA. Whoever has the best information wins. Data is the new oil!

A shift in mindset is required to thrive in the current era and this cannot be achieve at an academic level, social latitude or political sphere but at a personal level.

Innovation, creativity and an ability to solve real life problems remain the most prized skills in today’s economy

Digital disruption and the impact of coronavirus will bring the 2030 technological advancement earlier than predicted

Value comes from seeing what customers need and delivering it. Digital disruptors will do all of this at lower cost, with faster development times, and with greater impact on the customer experience than anything that came before.

Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. And Airbnb, the world’s largest accommodation provider, owns no real estate. Something interesting is happening.

Embracing innovation and understanding how to navigate the digital era is the key to unlocking new opportunities and staying ahead of the curve.

R&D teams have a tendency to confuse product features with customer benefits. They assume that more features equals more benefits. This is not true.

True disruption comes from redefining business models, not business processes.

6Ds: Digitized, Deceptive, Disruptive, Dematerialize, Demonetize and Democratize. Any technology that

costs further down the line. CIOs need to act now to close the gap. And it is not just an act of self-preservation; having

Today, only companies that partner promiscuously can accelerate the delivery of their innovative ideas.

Dissatisfaction with status quo is the psychology behind creative disruptions.

The current education system does not need changing, it is ripe for disruption, it need transformation. The education system needs a revolution.

Lesson One: To avoid the pitfalls of local optimization, focus on the end-to-end value stream.

in a digitally enabled world, all businesses are global

Today, disruption is the ultimate value generator, knowledge is a commodity and innovation a way forward.

Thanks to technology, we now have access to the entirety of human knowledge from a device that fits in our pocket. The internet is humanity's greatest gift.

There’s a very real cognitive and spiritual burden of having to carry so many unfulfilled promises forever into the future, where anyone can ask at any time “Where is my feature?

Punishing failure and “shooting the messenger” only cause people to hide their mistakes, and eventually, all desire to innovate is completely extinguished.

Digitization + ubiquitous connectivity + consumer empowerment = enable an environment for disruptive innovation

There is no such thing as job security. Winning or losing is now happening faster than ever before.

Personal disruption is the vehicle through which success and economic growth travels

The only source of competitive advantage now is a focus on knowledge of and engagement with customers.

Never be mean to someone who can hurt you by doing nothing.

The strategists need a game theory view for a game-changing strategy in our platform world

Instead of the education system banning ChatGPT from schools, the focus should be geared towards educating students on how to properly use AI tools. Schools should be at the forefront of innovation and technological progress NOT a place for preserving obsolete learning methods and clinging onto archaic practices that are no longer relevant for the world we live in.

that e-reading resulted in poorer comprehension, as a result of the physical limitations of the text that forced readers to scroll up and down, thereby disrupting their reading with a spatial instability

Trying to get a Phoenix build going is like playing Legend of Zelda, if it were written by a sadist, forcing her to adventure far and wide to find hidden keys scattered across the kingdom and given only measly clues from uncaring NPCs. But when you finally finish the level, you can’t actually play the next level—you have to mail paper coupons to the manufacturer and wait weeks to get the activation codes.

to compete. And then there is the hype. Vendors, analysts and the media talk up new technologies and trends making them sound like the ‘next big thing’, something that every company must adopt if it wants to stay

Every single industry that had been disrupted by the internet had claimed special status. Publishing was no different—first in dismissing the threat and then in demanding protection from the very threat it had once dismissed—

While the ability to rapidly communicate using digital messages is useful, the frequent disruptions created by this behavior also make it hard to focus, which has a bigger impact on our ability to produce valuable output than we may have realized.

We think it’s time to refocus on what’s healthy for the vast majority of workers, for the businesses that aren’t at the cutting edge of digital transformation, and for all of us who don’t want to be subject to the whims of a few out-of-touch billionaires.

Deception. What follows digitalization is deception, a period during which exponential growth goes mostly unnoticed. This happens because the doubling of small numbers often produces results so minuscule they are often mistaken for the plodder’s progress of linear growth. Imagine Kodak’s first digital camera with 0.01 megapixels doubling to 0.02, 0.02 to 0.04, 0.04 to 0.08. To the casual observer, these numbers all look like zero. Yet big change is on the horizon. Once these doublings break the whole-number barrier (become 1, 2, 4, 8, etc.), they are only twenty doublings away from a millionfold improvement, and only thirty doublings away from a billionfold improvement. It is at this stage that exponential growth, initially deceptive, starts becoming visibly disruptive.

Achieving clarity can be uncomfortable. It can disrupt. People tend to want to avoid conflict, be collaborative, and basically accept all the ideas and all the wording. This tactic does not demand the best thinking and avoids the sensitive topics in the spirit of “getting along.

By some estimates, there are 250 hacker groups in China that are tolerated and may even be encouraged by the government to enter and disrupt computer networks,” said the 2008 U.S.–China Security Review. “The Chinese government closely monitors Internet activities and is likely aware of the hackers’ activities. While the exact number may never be known, these estimates suggest that the Chinese government devotes a tremendous amount of human resources to cyber activity for government purposes. Many individuals are being trained in cyber operations at Chinese military academies, which does fit with the Chinese military’s overall strategy.

In 1996, Eastman Kodak was a hundred-year-old powerhouse with one hundred forty thousand employees and a valuation of twenty-eight billion dollars. Yet a mere sixteen years later, the company was filing for bankruptcy, a T. Rex dinosaur that had failed to fathom the disruptive power and game-changing impact of the digital photography revolution.

Organizations that manage IT delivery as projects instead of products are using managerial principles from two ages ago and cannot expect those approaches to be adequate for succeeding in this one. Visionary organizations are creating and managing their Value Stream Networks and product portfolios in order to leapfrog their competition in the Age of Software

In the same way, hybrid models of blended learning are not noticeably simpler for teachers than the existing system. On the contrary, in many cases they appear to require all the expertise of the traditional model plus new expertise in managing digital devices and in integrating data across all the supplemental online experiences in the teacher-directed rotation.

Bitcoin represents a fundamental transformation of money. An invention that changes the oldest technology we have in civilization. That changes it radically and disruptively by changing the fundamental architecture into one where every participant is equal. Where transaction has no state or context other than obeying the consensus rules of the network that no one controls. Where your money is yours. You control it absolutely through the application of digital signatures, and no one can censor it, no one can seize it, no one can freeze it. No one can tell you what to do or what not to do with your money. It is a system of money that is simultaneously, absolutely transnational and borderless. We’ve never had a system of money like that.

They started by cutting out the bottom of a bottle and attaching an old webcam Harry literally had lying around in his office to the bottom of the bottle. They secured the camera inside a plastic bag to make it waterproof, then affixed the whole assembly to the body of the bottle and put water in it. Then they recorded Harry taking a drink, viewed from the unique vantage point of being inside the bottle.

I wonder sometimes if we need the opposite to agile. We need sudden leaps forward and then periods of stability. We need systems and processes designed in tandem with each other. We need to leap to create brand new entities based on the latest thinking and software, and periods of calm where we change little. It’s a bold new way to think about change, it’s countercultural, but it’s interesting to ponder.

Resist Proxies As companies get larger and more complex, there’s a tendency to manage to proxies. This comes in many shapes and sizes, and it’s dangerous, subtle, and very Day 2. A common example is process as proxy. Good process serves you so you can serve customers. But if you’re not watchful, the process can become the thing. This can happen very easily in large organizations. The process becomes the proxy for the result you want. You stop looking at outcomes and just make sure you’re doing the process right.

Business and National leaders who lack the ability to come up with the visions of the future for their organizations and countries, with wishful thinking that the world will go back to normal, will lead their businesses and countries to Digital Extinction. Digital transformation is not an event, it is a series of disruptive events and any leader, business or national that thought, after the pandemic things will go back to normal, such thinking leaders have a perfect recipe to lead their organizations and countries through the shortcut to digital extinction.

become accustomed to seeing life as something we can pause in order to document it, get another thread running in it, or hook it up to another feed. We’ve seen that in all of this activity, we no longer experience interruptions as disruptions. We experience them as connection. We seek them out, and when they’re not there, we create them. Interruptions enable us to avoid difficult feelings and awkward moments. They become a convenience. And over time we have trained our brains to crave them. Of course, all of this makes it hard to settle down into conversation.

Rather than making generalized assumptions about what WIP limits should be for each value stream, the Value Stream Network provides the data to determine and tune flow load over time. At Tasktop, we have witnessed this effect by putting too many features that crosscut our architecture on the Hub team. While all of those large and crosscutting features were deemed critical by the business at the time, doing more than one of them in parallel across the teams within that value stream resulted in a lower flow velocity over the course of a year than the flow velocity of taking on one crosscutting feature at a time.

Currently, the Metaverse has become real. Millions of people are waiting anxiously for this digital world to materialize so they can move in and stay. If we aren’t already distracted, exhausted, and disembodied, this major disruption to a physical world could be yet another violent piece to the traumatizing culture of grinding. As a person totally focused on our Spirits, souls, minds, and bodies, I am worried about the role the Metaverse will play in an already sleep-deprived and disconnected world. There are too many ways to ignore the deep inner knowing, intuition, and divine wisdom that exists in us from birth already. To exist daily over time in a space of increased virtual experiences will have a lasting effect on our

People who are cognitively busy are also more likely to make selfish choices, use sexist language, and make superficial judgments in social situations. Memorizing and repeating digits loosens the hold of System 2 on behavior, but of course cognitive load is not the only cause of weakened self-control. A few drinks have the same effect, as does a sleepless night. The self-control of morning people is impaired at night; the reverse is true of night people. Too much concern about how well one is doing in a task sometimes disrupts performance by loading short-term memory with pointless anxious thoughts. The conclusion is straightforward: self-control requires attention and effort. Another way of saying this is that controlling thoughts and behaviors is one of the tasks that System 2 performs.

System 1 has more influence on behavior when System 2 is busy, and it has a sweet tooth. People who are cognitively busy are also more likely to make selfish choices, use sexist language, and make superficial judgments in social situations. Memorizing and repeating digits loosens the hold of System 2 on behavior, but of course cognitive load is not the only cause of weakened self-control. A few drinks have the same effect, as does a sleepless night. The self-control of morning people is impaired at night; the reverse is true of night people. Too much concern about how well one is doing in a task sometimes disrupts performance by loading short-term memory with pointless anxious thoughts. The conclusion is straightforward: self-control requires attention and effort. Another way of saying this is that controlling thoughts and behaviors is one of the tasks that System 2 performs.

Gilbert proposed that understanding a statement must begin with an attempt to believe it: you must first know what the idea would mean if it were true. Only then can you decide whether or not to unbelieve it. The initial attempt to believe is an automatic operation of System 1, which involves the construction of the best possible interpretation of the situation. Even a nonsensical statement, Gilbert argues, will evoke initial belief. Try his example: “whitefish eat candy.” You probably were aware of vague impressions of fish and candy as an automatic process of associative memory searched for links between the two ideas that would make sense of the nonsense. Gilbert sees unbelieving as an operation of System 2, and he reported an elegant experiment to make his point. The participants saw nonsensical assertions, such as “a dinca is a flame,” followed after a few seconds by a single word, “true” or “false.” They were later tested for their memory of which sentences had been labeled “true.” In one condition of the experiment subjects were required to hold digits in memory during the task. The disruption of System 2 had a selective effect: it made it difficult for people to “unbelieve” false sentences. In a later test of memory, the depleted participants ended up thinking that many of the false sentences were true.

By that time, Bezos and his executives had devoured and raptly discussed another book that would significantly affect the company’s strategy: The Innovator’s Dilemma, by Harvard professor Clayton Christensen. Christensen wrote that great companies fail not because they want to avoid disruptive change but because they are reluctant to embrace promising new markets that might undermine their traditional businesses and that do not appear to satisfy their short-term growth requirements. Sears, for example, failed to move from department stores to discount retailing; IBM couldn’t shift from mainframe to minicomputers. The companies that solved the innovator’s dilemma, Christensen wrote, succeeded when they “set up autonomous organizations charged with building new and independent businesses around the disruptive technology.”9 Drawing lessons directly from the book, Bezos unshackled Kessel from Amazon’s traditional media organization. “Your job is to kill your own business,” he told him. “I want you to proceed as if your goal is to put everyone selling physical books out of a job.” Bezos underscored the urgency of the effort. He believed that if Amazon didn’t lead the world into the age of digital reading, then Apple or Google would. When Kessel asked Bezos what his deadline was on developing the company’s first piece of hardware, an electronic reading

In the introduction, I wrote that COVID had started a war, and nobody won. Let me amend that. Technology won, specifically, the makers of disruptive new technologies and all those who benefit from them. Before the pandemic, American politicians were shaking their fists at the country’s leading tech companies. Republicans insisted that new media was as hopelessly biased against them as traditional media, and they demanded action. Democrats warned that tech giants like Amazon, Facebook, Apple, Alphabet, and Netflix had amassed too much market (and therefore political) power, that citizens had lost control of how these companies use the data they generate, and that the companies should therefore be broken into smaller, less dangerous pieces. European governments led a so-called techlash against the American tech powerhouses, which they accused of violating their customers’ privacy. COVID didn’t put an end to any of these criticisms, but it reminded policymakers and citizens alike just how indispensable digital technologies have become. Companies survived the pandemic only by allowing wired workers to log in from home. Consumers avoided possible infection by shopping online. Specially made drones helped deliver lifesaving medicine in rich and poor countries alike. Advances in telemedicine helped scientists and doctors understand and fight the virus. Artificial intelligence helped hospitals predict how many beds and ventilators they would need at any one time. A spike in Google searches using phrases that included specific symptoms helped health officials detect outbreaks in places where doctors and hospitals are few and far between. AI played a crucial role in vaccine development by absorbing all available medical literature to identify links between the genetic properties of the virus and the chemical composition and effects of existing drugs.

The Disruption Machine What the gospel of innovation gets wrong. by Jill Lepore In the last years of the nineteen-eighties, I worked not at startups but at what might be called finish-downs. Tech companies that were dying would hire temps—college students and new graduates—to do what little was left of the work of the employees they’d laid off. This was in Cambridge, near M.I.T. I’d type users’ manuals, save them onto 5.25-inch floppy disks, and send them to a line printer that yammered like a set of prank-shop chatter teeth, but, by the time the last perforated page coiled out of it, the equipment whose functions those manuals explained had been discontinued. We’d work a month here, a week there. There wasn’t much to do. Mainly, we sat at our desks and wrote wishy-washy poems on keyboards manufactured by Digital Equipment Corporation, left one another sly messages on pink While You Were Out sticky notes, swapped paperback novels—Kurt Vonnegut, Margaret Atwood, Gabriel García Márquez, that kind of thing—and, during lunch hour, had assignations in empty, unlocked offices. At Polaroid, I once found a Bantam Books edition of “Steppenwolf” in a clogged sink in an employees’ bathroom, floating like a raft. “In his heart he was not a man, but a wolf of the steppes,” it said on the bloated cover. The rest was unreadable.

The barrier to disruptive innovation often isn’t knowing enough—it’s knowing way too much about how things have always been.

CIOs are going to prepare for continuous digital disruptions, build changes as an ongoing business capability, and create some capacity to make changes.

Digital transformation is a long journey, and the path for digital transformation can be iterative, evolutionary, revolutionary, or disruptive.

Google was in the water when the waves of Internet traffic came because it was tinkering with new ideas under the umbrella of Google’s famous “20% Time.” “20% Time” is not Google indigenous. It was borrowed from a company formerly known as Minnesota Mining and Manufacturing, aka 3M, which allowed its employees to spend 15 percent of their work hours experimenting with new ideas, no questions asked. 3M’s “15% Time” brought us, among other things, Post-it Notes. Behind this concept (which is meticulously outlined in an excellent book by Ryan Tate called The 20% Doctrine) is the idea of constantly tinkering with potential trends—having a toe in interesting waters in case waves form. This kind of budgeted experimentation helps businesses avoid being disrupted, by helping them harness waves on which younger competitors might otherwise use to ride past them. It’s helped companies like Google, 3M, Flickr, Condé Nast, and NPR remain innovative even as peer companies plateaued. In contrast, companies that are too focused on defending their current business practice and too fearful to experiment often get overtaken. For example, lack of experimentation in digital media has cost photo brand Kodak nearly $ 30 billion in market capitalization since the digital photography wave overwhelmed it in the late ’90s. The best way to be in the water when the wave comes is to budget time for swimming.

Your competitors probably won’t come from within your industry—they could come from any industry, or from one that doesn’t exist yet.

This emergent world appears to us as a wholly unfamiliar rupture from patterns of the past that could frame a reassuring narrative going forward. Philosophers describe the new territory of the future as “plastic” or “liquid,” shapelessly shifting as each disruptive innovation or abandoned certitude washes away whatever fleeting sense of meaning was only just embraced. A kind of foreboding of the times that have not yet arrived, a wariness about what’s next, settles in. Novelists such as Jonathan Franzen see a “perpetual anxiety” gripping society.6 Similarly, Turkish novelist Orhan Pamuk, citing Wordsworth, speaks of “a strangeness in my mind,” the sense that “I am not of this hour nor of this place.”7

As mouse clicks became my limiting factor, I started tracking the events for each click by instrumenting my operating system, and I came to realize that the majority of my RSI-causing activity was not producing value; it was just clicking between windows and applications to find and refind the information I needed to get work done.

As leaders, if you don’t transform and use this technology differently—if you don’t reinvent yourself, change your organization structure; if you don’t talk about speed of innovation—you’re going to get disrupted. And it’ll be a brutal disruption, where the majority of companies will not exist in a meaningful way 10 to 15 years from now.

In drag, the concept of “realness” doesn’t necessarily mean what you might think. For many drag artists, realness isn’t about trying to “pass”—to blend in with the crowd without notice—but rather about standing out and apart. By disrupting and shining a light on our assumptions, drag realness can expose that what is most real is in the in-between, in the blurring itself, in tearing up the playbook of gender. The realness of drag is that it heightens, dramatizes, and deviates in order to reveal—it holds up a mirror to us, showing us the gender baggage we inherit and inviting us to discard our conventions.

Spotify’s key allies—the partners that safeguarded its survival by rejecting Apple’s entreaties to kill the free ad-based tier—were the three major music labels. Sony Music, Universal Music, and Warner Music, which collectively controlled 65–70 percent of global music market share. There is a reason why the majors turned down Apple’s offer: they were desperate for an alternative to Apple’s domination of digital music distribution.

This book is a compilation of interesting ideas that have strongly influenced my thoughts and I want to share them in a compressed form. That ideas can change your worldview and bring inspiration and the excitement of discovering something new. The emphasis is not on the technology because it is constantly changing. It is much more difficult to change the accompanying circumstances that affect the way technological solutions are realized. The chef did not invent salt, pepper and other spices. He just chooses good ingredients and uses them skilfully, so others can enjoy his art. If I’ve been successful, the book creates a new perspective for which the selection of ingredients is important, as well as the way they are smoothly and efficiently arranged together. In the first part of the book, we follow the natural flow needed to create the stimulating environment necessary for the survival of a modern company. It begins with challenges that corporations are facing, changes they are, more or less successfully, trying to make, and the culture they are trying to establish. After that, we discuss how to be creative, as well as what to look for in the innovation process. The book continues with a chapter that talks about importance of inclusion and purpose. This idea of inclusion – across ages, genders, geographies, cultures, sexual orientation, and all the other areas in which new ways of thinking can manifest – is essential for solving new problems as well as integral in finding new solutions to old problems. Purpose motivates people for reaching their full potential. This is The second and third parts of the book describes the areas that are important to support what is expressed in the first part. A flexible organization is based on IT alignment with business strategy. As a result of acceleration in the rate of innovation and technological changes, markets evolve rapidly, products’ life cycles get shorter and innovation becomes the main source of competitive advantage. Business Process Management (BPM) goes from task-based automation, to process-based automation, so automating a number of tasks in a process, and then to functional automation across multiple processes andeven moves towards automation at the business ecosystem level. Analytics brought us information and insight; AI turns that insight into superhuman knowledge and real-time action, unleashing new business models, new ways to build, dream, and experience the world, and new geniuses to advance humanity faster than ever before. Companies and industries are transforming our everyday experiences and the services we depend upon, from self-driving cars, to healthcare, to personal assistants. It is a central tenet for the disruptive changes of the 4th Industrial Revolution; a revolution that will likely challenge our ideas about what it means to be a human and just might be more transformative than any other industrial revolution we have seen yet. Another important disruptor is the blockchain - a distributed decentralized digital ledger of transactions with the promise of liberating information and making the economy more democratic. You no longer need to trust anyone but an algorithm. It brings reliability, transparency, and security to all manner of data exchanges: financial transactions, contractual and legal agreements, changes of ownership, and certifications. A quantum computer can simulate efficiently any physical process that occurs in Nature. Potential (long-term) applications include pharmaceuticals, solar power collection, efficient power transmission, catalysts for nitrogen fixation, carbon capture, etc. Perhaps we can build quantum algorithms for improving computational tasks within artificial intelligence, including sub-fields like machine learning. Perhaps a quantum deep learning network can be trained more efficiently, e.g. using a smaller training set. This is still in conceptual research domain.

We know from neuroscientific research that “emotions organize—rather than disrupt—rational thinking.

Enterprise agility is the foundation for enterprise success in the age of cutting-edge technology enabled disruption.

Kodak collapsed not because it did not succeed in its transformation into a digital printing company, but because digital printing became largely irrelevant with the rise of digital viewing and sharing. Kodak’s value creation was upended not by a rival or a direct substitute, but by shifts elsewhere in its ecosystem. It fell victim to the ecosystem dynamic of value inversion.

In short, Kodak won its hard-fought battle to become a digital printing company only to be crushed by digital viewing. This is a different kind of disruption.

She wonders what is happening: Too many promises to the market? Bad engineering leadership? Bad product leadership? Too much technical debt? Not enough focus on architectures and platforms that enable developers to be productive?

Digital technologies are taking us to a future that is already rethought and already disrupted. Work rethought, business rethought, learning rethought, education rethought. Rethinking education now is imperative to the rethought and disrupted future. Education 4.0, 5.0, education for innovation is the bridge to the already disrupted future and the skill sets and competencies it demands.

Disruptive technologies are advancing exponentially. This ultimately demands visions, strategies, and partnerships that are aligned with the reality of the digital age.

The associate dean of libraries was talking about “innovation” again, tossing around terms like “digital humanities,” “digital transformation,” and “virtual reality.” The library staff had grown numb to these speeches, in no small part because the talks were usually accompanied by a lack of follow-through. The associate dean would get all hot and bothered when some new project came around, only to stop giving it attention and resources when he got bored and hopped onto the next new thing. The library had completed three strategic plans in about as many years. The staff eventually realized that performing being innovative was the way to reach their boss and started keeping a lexicon of terms that would be more likely to sway him. Wouldn’t your project be better with virtual reality? they would suggest. Meanwhile, the work of keeping the library going and providing services was often ignored. This library tale—an amalgam of stories we’ve heard from professional librarians around the country—highlights how maintenance work can be overlooked and under-resourced in professional settings.

The next 5 years will be more disruptive than the last 10 years. Buckle up, because the era of Artificial Intelligence is taking us on a quantum leap beyond exponential growth.

Digital knowledge is the key to unlocking new opportunities and staying ahead of the curve.

Having only one skillset or holding only to your academic qualifications in this new era makes you economically vulnerable!

Technological advancement is driven by human curiosity and a need to do things faster and easier.

The secret to controlling AI is prompting. Your ability to communicate with large language models will determine how valuable and competitive you in the business world and job market.

Digital disruption is not about new technologies or new Apps. It is about: A new era New ways of thinking New ways of working New ways of leadership New ways of doing business New ways of making a living, etc

In every disruption, there is an opportunity. So, instead of panicking, pay keen attention to the AI disruption and evolve accordingly.

In today's digital world, digital literacy is as important as traditional literacy.

Don't wait for change to come to you, be the change you want to see by disrupting yourself and taking control of your own future.

To stop technological progress is to stop human progress altogether.

Another new era in technology has just begun - The AI revolution!

The most valuable asset you can bring to the table is not your degree, but your ability to think and solve problems.

The world will continue to evolve and it's your responsibility to evolve with it. Disrupt Yourself Or Be Disrupted

Your role today must be as a trusted advisor for your clients vs just selling property or quoting interest rates. The point is to remain connected, keeping the emotional bond and value exchange alive so when they are considering buying or selling, you’re the obvious choice. Sending banana bread recipes isn’t going to get you there.

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When picking a ZIP code, first consider how familiar you are with the area. Knowing the neighborhood gives you authority, helps clients trust you, and ensures more referrals. Next, consider ZIP codes with less competition and low home prices; this ensures the leads will be less expensive. Finally, consider areas next to ZIP codes with high home sale prices as proximity to these areas is desirable.

It’s no surprise that Animoto’s research reveals that 26.4% of professional marketers and 18.5% of small and mediumsized business owners say YouTube will be their main video sharing platform in the next year.

Google adds that 40% of millennials trust YouTube for content.

The involvement and participation of women in tech has never been more important than now. As digital transformation gains momentum with disruptive technologies, the time for women to jump in and participate is now, algorithms will rule the world and we can not look forward to a future of women protesting for gender inclusion when the entire world goes tech and live, algorithms have no emotions.

The risk of trying to talk in water is drowning, the entire world is now submerged in the floods of the digital disruption tsunami, its time to swim.

Once again, the proxy variables of “number of people trained on the Agile process” or “deploys per day” will only be meaningful if training or deployment are the bottleneck. But when the business is disconnected from IT, the Agile teams and DevOps pipeline never get the opportunity to become the bottleneck.