Case #03: Sony’s Spatial Reality Display
Where previous approaches attempt to project 3D recreations, Sony takes a different -and brilliant – tack based on understanding how our eyes and brain perceive.
Case #02: LG Transparent OLED
Transparent screens for conference tables, allowing full interactions, with semi-transparent work screen areas.
Case #01: Samsung SmartTV
Samsung: “using AI and human-factors design to make the TV the voice-interactive. intuitive command center for managing everything from access to a world of content beyond streaming, to controlling all connected home devices” .
Surely there’s a more meaningful challenge than this?
The Big Divergence
How do severe discontinuities like the COVID-19 impact business, finance, technology, government, and even our way of living and working? Here we explore 25 key aspects of The Big Divergence, seen from the point of view of customers —both individuals and businesses—are longing for.
Navigating a Sea Change in the Midst of Storms
Welcome to a series where we present key strategic thinkers’ findings. We begin with a macro view from McKinsey’s ongoing survey ( as of mid-October 2020) of how executives’ expectations have emerged and changed over time.
What Matters: an epilogue (Part 8 of 8)
Previously published in LinkedIn 2019SEP06 Part 8/8 – Transformation Flows, Flaws, and Fails In retrospect: Visiting Yosef, my Yoda Akko, a year earlier before the Chicago dinner with Rex and Bledge I find Yosef at his shop intent over a length of wood. Today I am in Akko for a few days on the Mediterranean,…
Culture is a Force to Harness (Part 7 of 8)
Previously published in LinkedIn 2019SEP06 Part 7/8 of – Transformation Flows, Flaws, and Fails ‘Transformation’ is static, towards an end point; ‘Transforming’ is about streaming, aptly. Culture is how we communicate and work as a community. – Or how we don’t. WWWWWG – We work with what we’ve got: It’s all we got A culture…
Reconciling Agile Flows With Portfolio Gates (Part 6 of 8)
Previously published in LinkedIn 2019SEP06 Part 6/8 of – Transformation Flows, Flaws, and Fails Agile is fast-build, fast-fail, fast learn – spiraling out, then back, but inherently divergent. An enterprise-wide tool is needed to coordinate the many separate teams; and align to portfolio product gates, converging into scheduled deliveries. Identify primary mesh points: Example: define the Scrum…
Structures Are Not Flows (Part 5 of 8)
Previously published in LinkedIn 2019SEP06 Part 5/8 of Transformation Flows, Flaws, and Fails It’s not just semantics, it’s a mindset: Transformation seeks an endpoint; Transforming is a stream. One is a sprint; the other is crosscountry. – Breathe; pace; see. Your anxiety is real, personal, and for a reason: yes, the exec’s decision-making authority shifts…
The Startling Shifts in a Digitized Generation (Part 4 of 8)
Previously published in LinkedIn 2019SEP06 Part 4/8 of – Transformation Flows, Flaws, and Fails How to understand a Digitized Generation’s impact. Not grasping these DeeGees’ mindframe – is how “innovators” end up creating mere extensions. Defining the mission both clarifies and delimits. Example: “interface innovation” mostly ends up with “form factor” exercises. It’s how only…