The New York Times

Dell EMC engaged the content marketing arm of the The New York Times, T Brand Studio, to highlight the competitive advantages of technology transformation through a pair of expert Q&As. The Times, in turn, brought us in to find and interview two experts.

Continuing our series on IT Transformation, author David Rogers (pictured) offers his insights on the impact of the digital revolution on business and how IT departments must transform to keep up. He is on the faculty of the Columbia University Business School and the author of four books, including “The Digital Transformation Playbook: Rethink Your Business for the Digital Age” (Columbia Business School Publishing, 2016).

David, what would you say are the major digital disruptors of business today?

We are clearly in the middle of a long-term technology revolution impacting business, from the birth of the Web and social media, to the mobile computing revolution, A.I. and beyond. Why this is disruptive is each technology is catalyzing the others. The smartphone catalyzed the app revolution, which transformed consumer behaviors and, therefore, business. Each of these digital technologies is enabling new business models and driving what I call “asymmetric competition.”

What’s different about asymmetric competition?

Asymmetric competition is much less about market share, and much more about leverage between firms, and how they interact and work together. So Toyota is not just thinking about how it sells versus other car manufacturers, like Honda, but how it competes for influence and profitability in an ecosystem of ride-sharing services like Uber, data owners like HERE and autonomous software companies like Google.

Read the full Q&A at The New York Times:



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