The Future of Work: A New Approach

The Future of Work
A New Approach to Productivity
and Competitive Advantage

By Malcolm Frank, Senior Vice President,
Strategy & Marketing, Cognizant and
Geoffrey Moore, Managing Director, TCG Advisors

1 FUTURE OF WORK December 2010

A Foreword by Geoffrey Moore

Be Global The future of work is being reshaped by two trends that, when
combined, create an entirely new approach to productivity and
competitive advantage. The first of these is the virtualization
of work, by which we mean the disaggregation of end-to-end
value chains performed by a single company, into a networked
collaboration, in which each company contributes its core spe-
cialization, all orchestrated and governed by global ERP sys-
tems of record. Virtualization of work has led to the globaliza-
tion of the world economy, bringing developing economies to
the table, initially to contribute low-cost labor, then to provide
high-growth emerging markets to sell into and, most recently,
to host sustainably differentiated centers of talent.

The second trend is the consumerization of IT as enabled by
cloud computing, something we all have experienced in our
personal and social lives in the numerous online facilities that
have reshaped how we communicate, collaborate, learn, buy,
engage and consume. This trend has become so pervasive
that its absence from the enterprise IT domain has become
a global embarrassment, albeit an understandable one, given
the complex demands on security. The forcing function for its
deployment in business applications, however, will be its abil-
ity to accelerate the collaboration and trouble-shooting neces-
sary to operate global, ecosystem- and knowledge-based, as
well as physical supply chains at scale.

When the virtualization of work meets the consumerization of
IT in the enterprise — and when systems of record meet systems
of engagement — the dynamics of work itself change. The core
rationale for vertically integrated corporations with co-located
employees in company buildings, all marching to a command-
and-control culture — all that is removed once you have anytime,
anywhere systems that create virtual presence. This enables
the offloading of non-core work to the ecosystem, processes so
mission-critical it was heretofore unimaginable that we could let
another company perform them on our behalf.

To maximize the benefit of offloading non-core work, enter-
prises must also re-examine what is truly core to them, as

global services providers develop more and more sophisticat-
ed capabilities that enterprises can leverage. It also enables a
new generation of collaborative innovation — work conducted
under what some are calling the millennial mindset — which
is all about tapping into social networks at every stage of the
problem-solving process. This, in turn, is also helping to engage
the millennial generation with enterprise issues and concerns,
whether as employees, customers or partners.

To prepare for the impact and capitalize on the opportunities
introduced by the future of work, enterprises must revisit their
internal organizational models and cultures, their external re-
To prepare for the
lationship models and commitments, and the IT systems need-
ed to connect all parties together in a productive, responsive impact and capitalize
ecosystem. These next-generation systems of engagement will on the opportunities
complement the current generation of systems of record, to
introduced by the
create the enabling fabric of future work.
future of work,
In this context, the discipline of business process analysis must
refocus on the overall architecture of work rather than the enterprises must
optimization of component processes, the strategic issue be- revisit their internal
ing to determine what stays inside the corporation and what
organizational
gets delegated to trusted partners. In parallel, enterprise IT pro-
fessionals need to get out in front of the adoption of systems models and cultures,
of engagement by working with their colleagues to determine their external
what moments of engagement are most deserving of receiving
this additional firepower in the first wave, which employee roles
relationship models
represent the company in these moments, and what next-gen- and commitments,
eration IT-enabled communication and collaboration capabilities and the IT systems
could most impact the outcome at these key junctures.
needed to connect all
This will set a whole new IT agenda, forcing a wave of innovation
around making systems of engagement enterprise-ready, driving
parties together in a
a whole new category of IT spend, and revamping the power hier- productive, responsive
archy in the IT industry around a next generation of leaders. ecosystem.
To explore this dramatic change further, my colleagues at
TCG Advisors and I partnered with Malcolm Frank, a Senior
Vice President at Cognizant, as well as his executive team, to
prepare the following primer, entitled “The Future of Work.” We
believe this is the beginning of a global conversation, and Mal-
colm and I look forward to broad participation from every indus-
try and every corner of the world. We welcome your feedback.

Preface
It’s happening to more and more of us. On Sunday evening, we open
up our dazzling personal computing devices and enter an entirely dif-
Personal ferent place, an online world that is virtual yet rich in understanding,
global yet intimate and, while running on silicon and fiber, refresh-
technology ingly human. It’s a place of friendship, ideas and commerce, the best
has become an and most obvious place for many genuine moments of engagement.
We’re learning — very quickly — how to merge this highly personalized
enhancer, a virtual world into our physical worlds, often greatly enhancing both
multiplier, in our places. We’re becoming conscious of not just the utility but, yes, the
personal lives. transformation that broadband, mobility and social computing have
brought to our lives. Personal technology has become an enhancer, a
multiplier, in our personal lives.

Then Monday morning arrives.

After once again suffering through the indignity, inefficiency and
unsustainability of another commute, we settle in at our desks. As
Work technology the PC hums through its bootup process, our eyes dart between
the enterprise applications loading on the screen and the flashing
has become a red voicemail light on the phone. Yes, the standard-issue computer
limiter in our provides access to standardized systems of record yet offers
precious little human engagement. The “dumb” phone won’t follow
professional
us past the length of its cord. It’s all so restrictive and confining. Work
lives. technology has become a limiter in our professional lives.

The juxtaposition between the Sunday night and Monday morning com-
puting experience has simply become too harsh. All around the world,
business professionals are fed up. They are fed up with the yawning gap
between their engaging and customizable personal IT experience and
their rigid and mandated work IT experience. Reminiscent of the movie
Network, they are throwing open the proverbial window and shouting,
“I’m mad as hell, and I’m not going to take it anymore!” The gap between
the two must and will be closed, not to mollify the new generation of work-
ers but to enable them to conduct great work and help the organization
attain new levels of performance. It’s inevitable that companies will em-
brace these platforms of collaboration as aggressively as individuals and
society have.

This Sunday night vs. Monday morning experience may seem rather sim-
ple, a manifestation of the consumer adoption of new technologies. How-
ever, it’s indicative of a shift that is much broader and deeper, one that will
reshape industry and company structures altogether. It is our contention
that we’re currently living at an important “shift point,” a time where key
megatrends are reshaping the rules of markets, how work is conducted
and value is created. It is incumbent that today’s managers understand
these megatrends cold, interpret them in the context of their industries
and organizations, and then recognize what to do about them.

This is the future of work, and it’s upon us.

Executive Summary
“The future is already here – it is just not evenly distributed.”
— William Gibson

We don’t need to look too far to see new future of work operat-
ing models already in practice, for many of them are currently
hiding in plain sight. In certain pockets of industry, the future
of work is thriving, and the organizations that have embraced
it are currently among the performance leaders in their in-
dustries. One can find certain applications of it in companies
such as Apple, Netflix, Google, Salesforce.com, Cognizant and
Best Buy, which have grown smartly through the headwinds
of the Great Recession. Throughout this white paper, we will
investigate how these organizations and several others are
taking advantage of driving mega-forces in today’s environment,
developing key strategies for the new environment and experi-
encing superior results.

We will outline our view of the emerging future of work in three
sections:

1. The first, “Setting the Context,” looks at the economic forc-
es driving the current version of the globalization of the
world economy and how this globalization is driving the
virtualization of work. This is the environment we all inherit
and must ultimately come to terms with. In particular, we
will review four large and growing forces that are changing
entire markets and business models: globalization, virtual-
ization, the millennial generation and cloud technology.

2. The second section, “Setting Strategy,” looks at the levers
available to enterprises to engage with the new context in
ways that are both productive and differentiating. Here,
we take our cue from the consumer sector — what some
call “the consumerization of IT,” which in the last decade
has dramatically reengineered life experiences in compel-
ling ways. We see these levers being useful not just in the
consumer space, but also in enabling the reengineering of


enterprise IT. By embracing tools and techniques pioneered
and perfected in the consumer world, IT will take center
stage in the creation of a new organizational structure,
where highly virtualized and collaborative ways of work-
ing enable more timely and effective sharing of knowledge
among associates, business partners and customers. How
these ideas can be applied to strategy is the subject of this
section.

3. Translating these strategies into action is the subject of
“Setting Forth,” a look at the execution agenda needed to
transition to systems, processes and organizations that
are fit for purpose in the new world of work. Here, we draw
on some of our leading customers, as well as critical home-
grown initiatives within our own infrastructure and culture,
to provide an early view into how companies can invest in
the present to capture returns both now and in the future.
We will look at how work is being re-architected in lead-
ing enterprises, as well as the emergence of systems of
engagement.

These are “project-ready” ideas, which we would be happy to
support as-is. At the same time, these are clearly still the early
days, and we hope and expect to be part of a large number of
innovative initiatives in the years to come that will, in and of
themselves, help further define the future of work.

December 2010 FUTURE OF WORK 7

Setting the Context
Globalization of the World Economy
If globalization were a baseball game, it would still be in the early innings. To put this
movement in context, in 1989, when the Berlin Wall fell, there were roughly 600 million
participants in the “global” economy. After all, participation in capitalism at that time
was truly limited to North America, Western Europe, Japan, Australia, New Zealand and
a handful of “tiger” countries in the Asia-Pacific region. One generation later, there are
approximately five billion participants. Brazil, Russia, India and China (comprising the
“BRIC” faction) account for 3.3 billion new participants alone, and clearly, Eastern Eu-
rope, Latin America, select regions of the Middle East and Africa have opened up with
exciting dynamism. The full impact of this is far from reaching fruition.
Yet, it is clear that organizations need to rethink their approaches on both the sup-
ply and demand side of their businesses as markets move to full globalization. Dur-
ing the 1980s and ‘90s, industrial globalization transformed manufacturing (the
Toyota model) and retail (the Walmart model). The current generation of knowledge
globalization will bring similar transformation to knowledge indus-
The current generation of tries, where the product is based on intellectual property instead of
widgets. Indeed, companies in financial services, life sciences, media,
knowledge globalization entertainment, communications and information technology now
represent over two-thirds of the Fortune 100.
will bring similar Much has been made of globalization, but it’s been an extraordinary
and unprecedented change that, from a historical context, has hap-
transformation to pened in the blink of an eye.

knowledge industries, Industrial Globalization Gives Way to Knowledge
Globalization
where the product is based Why is this shift important? First consider the (limited) pre-1989 ver-
sion of globalism and its focus on manufacturing and hard goods,
on intellectual property most of which were delivered in “batch mode.” Once Japan’s indus-
trial model took hold, it had a severe impact on U.S.-based indus-
instead of widgets. tries, from automobiles, to steel, to consumer electronics. Over the
past two decades, this model has morphed and accelerated with the
advent of the Internet and the World Wide Web as global communication utilities.
Originally conceived as “information highways,” it soon became clear they were also
“work transport highways,” enabling whole sectors of the global economy to transi-
tion to a contract manufacturing model, largely hosted in China and, subsequently,
to a contract service model, notably hosted in India.
On these work transport highways, digits (as ones and zeros) don’t recognize politi-
cal boundaries. Similar to water finding its level, knowledge work will find its proper
location around the globe, doing so with great efficiency and few barriers. This will
significantly impact both the supply and demand sides of your business model.

Supply Side
Today’s knowledge globalization is creating significant opportunities on the supply
side of the business. Expertise can now be accessed seamlessly, anywhere and ev-
erywhere it lives, as the costs of communication and coordination have dropped to
near zero. How can you harness the collective intelligence of your global workforce?
… Of your full supply chain? … Of the globe itself?
In 2010, China will produce approximately 600,000 graduates with four-year en-
gineering degrees. India will produce 350,000, while the U.S. will produce 70,000.1
The world has already been finding use for this talent; in the past decade alone,
more than one million IT jobs have been created in India to support the computing
needs of Western companies. Importantly, this globalization of work is not being


conducted only in batch mode, but is also being delivered at the most atomic level
of work on a real-time basis. As such, the coming disruptions from knowledge glo-
balization will be more dramatic and much faster than those of the industrial model
of 30 years ago.

Demand Side
This form of globalization will offer as many opportunities as it The coming disruptions
does threats, for developing markets are opening up significant
demand. After all, last year in China, Buick sold its two millionth from knowledge
car in the country, and Apple’s iPhone sales increased nine-fold as
Apple added 800 distribution centers just to keep up with the vora-
globalization will be
cious demand. The middle class in China alone currently stands at
290 million people and is expected to grow to 500 million by 2025.2
more dramatic and much
Clearly, globalization is creating opportunities on the demand side
of the business. As consumer markets develop around the world,
faster than those of the
does your business model support this opportunity? Recently, the
CXO of a Fortune 200 consumer goods manufacturer lamented,
industrial model of
“Two-thirds of our demand is now outside the U.S., but two-thirds of
our supply chain is still within the U.S.”
30 years ago.

The Virtualization of Work
While public discussion about globalization has escalated in recent years, the virtu-
alization movement has been greatly under-hyped. When history is written on the
years of the Great Recession, one of the hallmarks of the era will be the virtualiza-
tion of the organization across multiple dimensions, including its technology, people
and business model. This is the age of “the great decoupling,” during which tightly
coupled physical environments — such as supply chains or office environments — are
collapsing under their financial weight and sluggishness, moving
to a more virtualized model.
Communications and
What’s driving this mass virtualization? The first driver is cost, as
it’s the fastest way to more efficient operations. The second reason coordination — and the
is counter-intuitive, yet more profound. Communications and co-
ordination — and the information revolution emerging from social information revolution
networks, telepresence and mobility — are enabling new levels of
collaboration, changing the way we deploy technology, where and emerging from social
how we work and how the organization itself is structured. Prior
to the introduction of these technologies, rich communication and networks, telepresence
coordination could only be conducted in point-to-point and “hard-
coded” ways (either in-person or over the phone). Now, these rich and mobility — are enabling
interactions can occur dynamically and in a loosely coupled way.
The implications are profound and are starting to alter both the
new levels of collaboration,
manner of organization and the means of creating value.
changing the way we
We see three key virtualization trends:
deploy technology, where
1. Virtualization of Technology: From an IT perspective, tech-
nology virtualization has been the number-one priority item and how we work and how
for corporate technology departments for the past three years
running:3 In its simplest definition, technology virtualization is the organization itself
the separation of the software from its underlying hardware
resources. By decoupling the software from the hardware, the is structured.
virtualization movement has driven enormous efficiencies in IT.
For example, prior to virtualization, hardware was physically coupled with dedicat-
ed software. And often, this hardware was utilized less than 20% of the time. (This
was akin to an airline letting a 747 sit idle on the ground for nearly 19 to 20 hours


a day.) Through virtualization, computing resources can be efficiently distributed
and utilized. This approach is of such value that it’s been extended across all ap-
plicable portions of IT, including servers, desktops, data, networks and storage.

2. Virtualization of the Human Work Experience: In parallel, the human work ex-
perience is being virtualized, as more and more knowledge workers are working
remotely (from home or a third place): In 1999, there were 11.6 million Americans
working from home. Today that number is 23.5 million, or 16% of the total work-
force. In the U.S., the majority of IBM’s and Hewlett Packard’s employees now
work from home. In retail, Best Buy has moved to a “results-only work environ-
ment” to great effect, where non-store employees are allowed to work wherever
and whenever they wish — provided they deliver results. And if you call the cus-
tomer service lines of JetBlue, Hilton or 1-800 Flowers, the customer service
agent on the other end of the line is not in a call center but working virtually
from home.4

3. Virtualization of Process and Organization: Prior to the recent recession, in
most corporate departments, one would find knowledge work “tightly coupled:”
That is, all the people, information and systems required to perform a function
were located in one physical place. However, running a company in this manner
today is similar to using Facebook only with the members of your household. It
defeats the purpose. No longer do the physical plant and the people all need to be
co-located, for the work is no longer structured in this manner. In
No longer do the physical today’s environment, people, information and systems are being
de-coupled, put into their best locations and then pulled together
plant and the people all dynamically and virtually.

need to be co-located, for Historical Precendence
So why is this all happening now, and with such velocity? Again,
the work is no longer history provides a useful perspective.
The hierarchical organization came into focus two millennia ago,
structured in this manner. with the Roman legions. The Romans — through the efficient
communication and coordination afforded by the hierarchical
structure in their army — were able to dominate their world. Today, their organiza-
tional model is easy to recognize, for it’s a pyramid structure that currently runs
most of today’s large enterprises. Yet by 2020, for most industries, this currently
prevalent model will be largely wrong.
A second great organizational breakthrough came a century
In today’s environment, ago: the vertically integrated company. Henry Ford and Alfred
Sloane drove their companies to prominence by recognizing, yet
people, information again, that the key to success was found in superior communi-
cation and coordination. As such, by winning in the automotive
and systems are being market, they quickly realized they needed to own as much of
the supply chain as possible: from raw materials, to suppliers, to
de-coupled, put into their the factory, to distribution, sales and service. Trying to conduct
this through partners — with communication technologies of the
best locations and then time — proved to be far too difficult to manage.

pulled together dynamically Today, the very basis for the hierarchical, vertically-integrated
company model is coming to an end. The communication and
and virtually. coordination equation has changed completely… and with it, the
raison d’etre for these models.
More recently established companies provide practical insights into this virtually-
coupled model in action. For example, think back to your last e-shopping experi-
ence. You were on your social network (company #1) when you heard about a new
offer that intrigued you, so you searched (company #2) to get more information


about it. That sent you to a site (company #3) that had a cool video (company #4)
that motivated you to buy the product. Once you clicked to pay (company #5), you
received an e-mail explaining when your order would be shipped (company #6),
and subsequently you were alerted on your mobile phone (company #7) that it was
arriving later that day. Seven highly specialized companies seamlessly integrated
their business processes to enable this everyday experience. That is what we mean
by saying that the present of play is defining the future of work.

The Millennial
The generation currently between 15 and 35 years of age is the first to have grown
up online, and with this perspective, members of this generation are starting to
change the social and operating norms of the corporation. Soon, millennials will
be the majority of your employees and customers (if they aren’t already). They will
force significant change on how your company is managed, how its products and
services are sold and how technology is deployed.
In many circles, millennials have developed a reputation as an over-tattooed, hyper-
pierced, unserious generation of slackers. This is the furthest thing from the truth.
(OK, maybe not the tattoo thing, but we won’t editorialize.) Millennials represent the
smartest, most unified, interconnected and globally-minded group we have seen
for generations. Yet, what must be recognized by today’s baby boomer-generation
managers is that millennials are different. In fact, the irony shouldn’t be lost on
anybody of boomers who brag about the differences they have with
their parents (of the Greatest Generation) and then complain about
how they don’t understand their children. Millennials are as different
This generation
from boomers as boomers were from their parents. It’s just that the
differences aren’t as obvious, for they are not necessarily in what
has grown up online,
millennials do but in how they do them. viewing Web access and
The basis of the millennial difference is that they represent the first
generation of digital natives. There’s the old adage that “Technol- interactions as being
ogy is what was invented after you were age 12.” For millennials,
the Internet was available when most of them were in their early fully natural. This has
formative years. This generation has grown up online, viewing Web
access and interactions as being fully natural. This has manifested manifested a collective
a collective mindset that celebrates collaboration and assigns equal
value to virtual and physical interactions. mindset that celebrates
Let’s look at a simple college assignment: a five-page term paper. collaboration and assigns
When a boomer was in college, in order to research and write this
paper, he would have to walk to the library, search for relevant texts equal value to virtual and
in the Dewey Decimal system and physically look for the books in the
stacks (maybe only finding three of the five books listed). He would physical interactions.
then go back downstairs, reading through the text for several hours,
taking copious notes and shoveling dimes into the library’s Xerox machine, making
copies of key passages. He would highlight key points, begin to formulate his argu-
ment and create an outline. Finally, he would then set forth on writing the paper
(probably by hand).
By contrast, how would the millennial have addressed the same assignment? She
wouldn’t leave her dorm room. Instead, she’d first get onto Facebook and ask her
friends, “Who took this course last year? And who might have information on what
the professor is really looking for with this assignment?” Quickly, five or six sug-
gestions — customized and in the right context — come back. She would then go
onto Wikipedia for some preliminary research, and the entry would then lead her
to some of the richest sources of information available on the topic. She would
follow up by going onto Twitter for some of the latest thinking on the issue and
then conduct some Google searches to fill in any missing gaps.


The educational experience of the boomer was highly individualistic, physically-
based, narrow in information and laborious (with much of the effort — from walking,
to Xeroxing, to handwriting — being completely superfluous). By contrast, the edu-
cational experience of the millennial is highly collaborative, virtually-based, broad
in information and very efficient.
Is it any wonder that these two generations frame problems differently? And — with
this educational training — is there any wonder why the millennial generation (whether
as customers or employees) finds much of the corporate environment limiting and suf-
focating? More importantly, is it any wonder many millennial employees look at existing
knowledge-based processes and recognize they are as inefficient and limited as writing
a term paper without access to online communities and information resources?
So, to what level are millennials now using their social technology platforms?

· The average teenager in the United States sends 3,339 text messages per month.

· Facebook has more than 500 million active users today, with 50% of those users
logging on every day. In fact, Facebook users now spend more than 700 billion
minutes per month on the site. Recently, a major Internet Service Provider (a
client of Cognizant’s) shared that when the Facebook site went down for a few
hours in October 2010, the ISP’s call center was inundated with callers asking
“Why has the Internet stopped working?” The Internet of course was perfectly
fine, but for these users Facebook now represents their window onto the Web.

When asked what makes their generation unique, the top an-
As self-described swer for millennials was “technology usage.” For boomers, the
answer was “work ethic,” and for the Greatest Generation, it
experts, millennials live — was “surviving the Depression and WWII.”5

enthusiastically — in virtual As self-described experts, millennials live — enthusiastically — in
virtual and physical worlds, and they will expect their corpora-

and physical worlds, and tions and governments to do the same. There’s no turning back.

Cloud Technology
they will expect their To date, there have been four primary corporate computing
architectures: Mainframe, minicomputer, client/server and the
corporations and Internet. We are at the beginning of the fifth dominant architec-
ture, which will be based upon mobility, social computing, broad-
governments to do the same. band and cloud-based models. Importantly, the cloud architec-
ture enables platforms of collaboration that — through their rich
There’s no turning back. abilities of communications and coordination — are opening up
new and significantly more efficient business models.
The current view on the cloud is, well, hazy. Confusion reigns regarding the promise
and reality of “cloud computing.” Definitional debates surrounding what constitutes
cloud computing have obscured the importance of this emergent computing model.
For the purposes of this discussion, we will use a broad definition that includes social
computing + mobility + broadband and telepresence + virtually hosted systems.
The adoption rates for consumers in this cloud environment are nothing short of
extraordinary, particularly considering the depths of a wrenching economic down-
turn. As John Adams famously said, “Facts are stubborn things.” Judging by the
facts surrounding current adoption of cloud computing models, this trend has a
velocity previously unseen in technology, as evidenced by adoption rates, perfor-
mance and cost. For example:

• Device Adoption
> iPad adoption is the strongest in the history of electronic products, as less than
a year after introduction, its current sales run rate is approximately 4.5 mil-


lion units per quarter (compared with DVD players, which, upon their record-
setting introduction, sold 350,000 units per quarter).6

> Google’s Android mobile smartphones are being activated at a rate of more
than 250,000 per day in the late summer of 2010. The product has reached
16% market share in less than one year and will soon eclipse the (previously
remarkable) market adoption of the iPhone.7 8 In fact, at the current pace of
adoption, overall smartphone sales will surpass overall PC sales in 2012.

• Performance and Cost
> Salesforce.com services its 75,000-plus clients with 15 billion quarterly
transactions, reliability of 99.99999% and transaction times of 300 mil-
liseconds.

> Google uses one system admin per 20,000 servers, while Amazon’s storage
costs run 15 cents per gigabyte per month. YouTube spends just $10 per
megabit for networking.

This momentum of the cloud architecture has created a crisis
within corporate IT departments that was not of their making. This momentum of the
IT consumers are frustrated with the experience (Sunday night
vs. Monday morning issues). Finance is asking tough questions cloud architecture has created
about performance and cost. Any answers (from IT) that start
with, “Well, it’s not that simple…” will no longer suffice. a crisis within corporate IT
We’ve been to this rodeo before. When corporate IT architec-
tures shift (e.g., from mainframe to mini, mini to client/server,
departments that was
client/server to Internet) there are new technology acolytes
who will — often noisily — argue that the entire corporate plat-
not of their making.
form needs to move to the new architecture. Historically, this has proved to be fal-
lacious, and it will again be the case. In the prior three shifts, the new technology
complemented the existing IT platforms, and investments in the new platform were
justified through new business value or capabilities enabled by the new technology.
For example, with the commercialization of the Internet 10 years ago, e-commerce
systems sat atop existing mainframe and client/server platforms. The cloud move-
ment will be no different. The key — as outlined later in this document — is to pick
the right places for the deployment of new technologies.
On their own, any of the four aforementioned forces — globalization, virtualization,
millennials and cloud computing — would have a huge impact upon most organiza-
tions. Together, their impact is enormous and is already shifting the floor under en-
tire industries. In reviewing these mega-forces, the current state of the publishing
industry emerges as the proverbial canary in the coalmine. As examples, witness the
impact of (and financial value shift from) Google, Craigslist and mobile devices on the
newspaper industry. These shifts have had a similar impact on the magazine industry.
For example, in August 2010, Newsweek was sold for one dollar. What other venerable
institutions — if not reacting to these mega-forces — will be sold for a buck?

Setting Strategy
The Challenge for the Next Decade: Building Enterprise 2.0
Global business dynamics of the sort just addressed are already driving enterprises
to reexamine their strategies for re-architecting work and re-deploying the workforce.
In short, we believe the overarching challenge for the next decade is in building the
next-generation workplace, or the so-called Enterprise 2.0. This approach, when prop-
erly applied, holds the promise of not only driving efficiencies and effectiveness by
leveraging the aforementioned four forces, but also increasing organizational speed
and innovation.


As a leader in your organization, how do you go about building Enterprise 2.0? How
do you makes sense of, and take action on, the four forces outlined above? The key is
in focusing on two powerful, and interrelated, issues: 1) the virtualization of work and
2) the consumerization of IT.
Through the virtualization of work, we’re witnessing a mass de-coupling of physical
work into a balance of the virtual and the physical. In much the same way that a typ-
ical millennial has found a balance — and enrichment — through a new physical/vir-
tual equation, winning companies of the next decade will do just the same. Today’s
ponderous end-to-end value chains — executed mostly locally and predominantly
with internal resources — can be disaggregated into networked collaboration, with
work being conducted in the right location, by the right people, at the right value
point. To be clear, virtualization does not equal a loss of control. In fact, with the
proper application of IT (through ERP backbones, infused with social technologies)
control and coordination are actually increased. In the same manner that social and
mobile technologies have established platforms of collaboration and engagement
in our personal lives (e.g., in a Facebook or Twitter model), in a corporate environ-
ment, these technologies will create new platforms of collabo-
In the same manner that ration and systems of engagement.
So how do we frame the issue? In looking to the work architec-
social and mobile technologies ture for Enterprise 2.0, the key questions to answer are, what
work remains physical (with co-location of employees) and what
have established platforms of work can go virtual? Which processes should be tightly held,
and which ones can we relinquish to others, and where are the
collaboration and engagement critical junctures we must manage with vigilance? Moving down
one level, within processes for which we retain responsibility,
in our personal lives (e.g., in a where are the value-adding (or risk-introducing) nodes, and how

Facebook or Twitter model), can we apply more of our total resource base at these strategic
inflection points? And for processes we relinquish, how do we

in a corporate environment, maintain visibility to ensure we continue to meet our mission-
critical obligations?
these technologies will create Turning from work to the work force, the first question to ask is,
where do we want physical presence, and where will we choose
new platforms of collaboration instead to deploy virtually? Going deeper, what kinds of people
do we want to deploy across key functions, and for which skills
and systems of engagement. do we need to hire and train? And as we look more closely at
virtual deployments, what digital systems are needed to power
virtual engagement, and who has the most need for them? And how will these
systems of engagement interface with and leverage both our enterprise systems of
record, as well as public networks and consumer-oriented services?
In this section, we will review three key elements for making sense of — and then
charting a course to drive value from — the future of work:
1. Powering knowledge processes with new systems
of engagement.

2. Managing the new core vs. context equation.

3. Understanding the new organizational model.

The Rise of the Knowledge Process
It is our contention that the creation of Enterprise 2.0 will occur at the process
level, with a particular focus on “knowledge” processes. These are processes where
value is created not by the creation, movement or management of physical goods
(such as managing the factory floor, logistics or service operations), but by the
creation and management of intellectual property. In today’s context, this focus is


increasingly important, for the Great Recession has exhibited that fortunes are be-
ing made (and lost) on the management of these core knowledge processes.
The key ingredient for a knowledge process is the moment of engagement: where
the right people — with the right information, at the right time, in the right context
— make critical decisions.
Each large organization has scores of these processes, and in knowledge-centric
industries, these processes are the central platforms of competitive advantage. For
example, in banking, loan decisioning and wealth management are key knowledge
processes. In insurance, underwriting and actuarial services serve as examples. In
life sciences, the processes of drug discovery and clinical trials sit at the center of
value creation.
The four forces we’ve described above will catalyze these knowledge processes in sig-
nificant ways. Knowledge processes, by definition, should be virtualized, tapping into
the best insights and capabilities wherever they may exist. In fact, it’s now becoming
clear that, to date, most knowledge processes have been architected and managed in
very limiting and expensive ways. Specifically, the application of industrial principles
(which made perfect sense in, say, managing the factory floor) to knowledge work
have been counter-productive in many ways. As such, we’re en-
tering a period in which the full potential of knowledge processes
is about to be unleashed. The key ingredient for a
How does one start to find the most appropriate knowledge pro- knowledge process is the
cesses for the Enterprise 2.0 model? The first important step is to
recognize this new landscape of “core vs. context,” to understand moment of engagement:
it in your environment, and to take action on it.
where the right people —
Redefining Core & Context
Core is what your firm does better than anybody else. Context is with the right information,
table stakes for your industry. The best organizations are clear-
headed about the two, while mediocre ones confuse them far at the right time, in the
too often. Today (due to the four forces), the water line between
core and context is rising faster than ever. Need a good explana- right context — make
tion of core vs. context? If you have an Apple product handy,
take a look at the back of it. The label reads, “Designed by Apple critical decisions.
in California.” Five simple words, but a wonderful articulation
of the expanding gulf between core and context. The label does not read “Made in
China,” which would reflect an industrial mindset. Apple, with its knowledge mind-
set, creates unique value through superior design and customer experiences (both
physical and virtual), and understands that — for it — most everything else is contex-
tual. Such clarity is vital in this emerging marketplace.
Business process strategy, in aggregate, continues to be an exercise in extracting
resources from non-core or context activities in order to repurpose what is core.
As ecosystems evolve, the core/context boundary is ever-shifting, so the extract/
reallocate exercise is dynamic, and the systems that enable it must be flexible.
What is relatively new in this process is the increasing need to transfer responsibil-
ity for processes that are non-core but still mission-critical. These are risk-bearing
responsibilities, wherein failure can be hugely consequential (think of the Madoff
investment scandal or the BP deepwater drilling disaster). Unfortunately, because
global business dynamics continue to force higher and higher return on assets,
businesses have little choice but to take on these risks — they simply cannot absorb
the low returns from the investments needed to keep these processes in-house.
At the same time, next-generation investments in core processes are also under
pressure. They must drive sufficient competitive differentiation to warrant a price
premium, or else they too do not generate sufficient return on assets.


The net of all this is that business process analysis around what is or is not core, and
what is or is not mission-critical, must become increasingly granular and precise. At the
same time, inter-process linkage and communication and remote process oversight be-
come fundamental to new process design. Again, the same four forces that underlie the
new opportunity for productivity and competitive advantage apply here, as well:

• Virtualization of processes. When it comes to business processes, virtualiza-
tion equates to “de-localization.” This means extracting the work process from a
specific locale, where historically it has been co-located with related processes in
the value chain, thus enabling its execution elsewhere and by others. This entails
envisioning each process as a service that can be invoked by a message and that
returns its output at a designated time and place. This is what is meant by the
disaggregation of the value chain.

• Globalization of processes. Once business processes have been virtualized,
their execution can be leveraged by internal and partner resources, globally. His-
torically this has been driven by labor wage arbitrage, but in the future of work,
it is more likely to be driven by centers of excellence that attract talent and in-
vestment far in excess of competing locales. In much the same way, we recognize
global centers of expertise in the traditional industrial economy (e.g., fashion
from Paris or Milan, carpets from the Middle East, consumer electronics from
Japan), knowledge-based centers of expertise are beginning to take form.

• Millennial mindset for processes. Peer-to-peer governance is critical to success
with a disaggregated value chain. Everything from putting in place the IT systems
that detect anomalies in the process, and the communication and collaboration
facilities needed to address them in a timely way, to building empowered per-
sonal relationships of trust needed to coordinate joint responses — all
of these activities unfold in ways that aren’t possible in a traditional
The net of all this is that command-and-control approach. Embracing the millennial mindset is

business process analysis a journey of cultural self-awareness that enterprises must undertake
to inform new ways of working. Understanding and then embracing

around what is or is not this mindset is not optional — for this new mindset is becoming the
new cultural and operating norm.
core, and what is or is not • Cloud infrastructure for processes. Public and private networks
mission-critical, must are the transport mechanism for business process exchange. For
all processes, they transmit the metadata needed to ensure the
become increasingly system is operating within designated norms. And for digital goods
and services, they are the delivery system, as well. Just as the In-
granular and precise. ternet and the Web were the fundamental enablers of the first gen-
eration of outsourcing, so the cloud will be to the next generation.

The New Organization Model for Enterprise 2.0
The future of work will have a dramatic impact on traditional organizational struc-
tures. Most companies are organized based on assumptions or constraints that ex-
isted in the 1920s, ‘50s, ‘70s or ‘90s. However, in today’s environment, many of these
models are antiquated and counterproductive. As we discussed, the classic pyramid
of hierarchy will give way to a more networked model requiring new management
approaches and systems. Also, the asset-heavy, vertically-integrated structure is
giving way to a model of true partnership and virtualization.
Specifically, this means focusing the enterprise on critical moments of engagement
— encounters that make or break business success, and doing everything possible to
maximize the organization’s impact precisely at these moments.
In engineering-oriented product leadership strategies, these are often moments of
adoption, where customers, fatefully, either do or do not buy into the new paradigm.


In sales- and marketing-oriented customer intimacy strategies, they are more likely
to be moments of trust, when customers or partners either pull you in or shut you out
from their next set of actions. And in supply chain-oriented operational excellence
strategies, they are more often moments of risk, where success equates to higher
margins, and failure means expensive scrap and rework. But in all strategies, critical
processes come to a head in moments of one kind or another, and companies can and
should organize to make sure the best of their capabilities are in play at these times.
Again, the four forces come into play:

• Virtualization of the organization. To overprovision during strategic moments
of engagement, one must be able to extract resources from other uses. This is
not a new idea (Bill Davidow’s The Virtual Corporation, for example, was pub-
lished in 1992!). What is new is taking virtualization to a whole new level by
leveraging systems of engagement. This next generation of communication and
collaboration technologies permits enterprises to operate in a far more inter-
dependent way than before, thereby reducing context work and freeing up re-
sources in each of the companies involved. Each company must still retain and
maintain a process management layer, to be sure, but the assets to execute can
be redeployed for competitive advantage.

• Globalization of organization. In a virtualized economy, it Networked structure, or
is more important to organize around markets than supply
chains. The great domestic markets of the 21st century will
be in the developing economies, and corporations will need
peer-oriented organization,
to get their marketing and R&D as close as possible to these
new sources of wealth. This will entail systems of engage-
will become synonymous
ment for internal use to keep all the members of the global
enterprise flying in formation.
with global operation.
• Millennial mindset on the organization. While governments may still maintain
a we/they, here/there, import/export mindset focused on maintaining borders
and balances of trade, global corporations and their customers will be operating
in a world unified by global communications, where connectedness is omnipres-
ent, transparency unavoidable and market responses swift. The idea of running
such an operation out of corporate headquarters is simply a non-starter. Net-
worked structure, or peer-oriented organization, will become synonymous with
global operation.

• Cloud infrastructure in the organization. The best way to think of the cloud in
this context is that the Earth is sprouting a new nervous system that will enable
emergent behaviors we have never before witnessed. This, to be sure, is both an
opportunity and a threat, but first and foremost, it is an inevitability. 21st century
corporations must invest in systems of engagement needed to plug into this emer-
gent order or risk the marginalization that must follow from being displaced.

From Setting to Implementing the Strategy
The road to Enterprise 2.0 will run through your key knowledge processes. To get
started, take inventory of these key knowledge processes and determine the most
appropriate ones for key systems of engagement. In asking the simple question,
“If we were to establish this process today, how would we do it?” many revealing
answers are often provided. Quite often, this simple exercise leads to the answer
of, “We shouldn’t be running this process — or at least portions of it — any longer.”
Thus, the focus on knowledge processes will lead to the second key strategic cor-
nerstone: focusing on the new core vs. context.


Once you begin to implement Enterprise 2.0 in the context of a key knowledge pro-
cess, the foundations of the new organizational model will begin to unfold. Once the
better-faster-cheaper attributes of the new model are operationalized at an atomic
level (in the context of well-understood processes), the power of the network model
— infused into the traditional hierarchical organizational model — begins to be well
understood.

Setting Forth
Because Enterprise 2.0 is so deeply entwined with the future of IT, and in particular
with the deployment of systems of engagement, it is here that the journey forward
must begin.

The Renaissance of Corporate IT
Between 1960 and 2000, corporate IT was at the vanguard of technical innovation.
Very simply, it was where the real action was in the application of computing. Yet,
the past decade has represented a “dark ages” in terms of innovation in corporate
IT. After the Internet bubble burst, corporate IT has been characterized by austerity
programs, where the overriding mantra has been “keep it cheap, secure and stable.”
This has also been reflected in the IT vendor community as well, given the accelera-
tion of industry consolidation compared with the snail’s pace of innovation.
In the next five years, it is our position that corporate IT will awaken from these dark
ages and enter a renaissance. By enabling the new enterprise models, fueled by
knowledge processes and held together by social technologies, IT will return to cen-
ter stage. For too long, CXOs have often thought of “strategic com-
puting” as an expensive oxymoron. In the future of work, that will all
The new IT strategy change, as IT will not only be more efficient, but also truly strategic
and innovative in nature.
is all about diverting The new IT strategy is all about diverting investment from systems
investment from systems of record in order to fund and deploy next-generation systems of
engagement.
of record in order to The Rise of Systems of Engagement
fund and deploy next- For the past 20 years, companies have focused on building out their
systems of record. By systems of record, we mean all the compute-

generation systems of oriented OLTP database systems that have been at the heart of en-
terprise IT for the past four decades. They are the interstate highway

engagement. system of global commerce, the sine qua non for being a global en-
terprise, but they are now largely deployed, and the focus must shift
to maintaining them. This is, indeed, a mission-critical responsibility,
but it does not warrant anything like the IT budget required in the past — hence the
most recent decade’s intense pressure on IT to reduce costs.
These systems include many different varietals of application — ERP, CRM, HR, etc. — on
many different platforms, from mainframes, to client/server, to global single instances,
to SaaS. But these all served the same purpose — to order, structure, control and ac-
celerate the movement of data through the extended enterprise (including business
partners and customers). The work of systems of record is now largely done.
Systems of engagement are the communication-oriented collaboration systems
that enable distributed teams to work effectively in tandem. This is the nervous
system of the global value chain, and it needs an upgrade. First-generation sys-
tems were fundamentally document-centric, but as the consumer IT revolution has
shown us so dramatically, next-generation systems are session-centric. They orga-
nize around end users in the present moment to fundamentally empower them to
connect, engage and transact without friction. As such, these are core to the strate-


gies of companies seeking to collaborate more effectively in B2B relationships and
engage more compellingly online in B2C interactions.
There are four fundamental pillars that enable IT organizations to migrate funds
and staff from systems of record, to systems of engagement, as follows:

• Virtualization of IT. Well under way in most enterprises, virtualization of soft-
ware and infrastructure (PCs, servers and networks) extract resources from cur-
rent (and more importantly, future) IT spend to free up staff and budget for
next-generation investments. If you have not virtualized your IT environment,
you are spending too much money on IT infrastructure. It is just that simple.

• Globalization of IT. Also well under way in most enterprises,
globalization helps further extract resources from the IT bud- By enabling the new
get by transferring non-core work to lower-cost developing
economies. This further frees up staff and budget for next- enterprise models, fueled
generation investments.
by knowledge processes
• Millennial mindset in IT. The guiding principle of systems of
engagement, the millennial mindset stands for the transition and held together by social
from a hierarchical, command-and-control system of relation-
ships, to a collaborative, peer-to-peer orientation. Problem technologies, IT will return
solving is inherently team-oriented, and instant communica-
tion is core to the exercise. The consumer IT experience is the to center stage.
touchstone for this paradigm.

• Cloud infrastructure for IT. Whereas systems of record were architected for
independent enterprise data centers, and for the most part will be content to
remain there for years to come, systems of engagement are
architected for cloud deployment, be it public, private or a Systems of engagement are
hybrid of the two. Because collaborative business models
are inherently inter-enterprise, participants need a common the communication-oriented
ground on which to connect. Thus it is in the cloud that the
future of work will unfold. collaboration systems that
To attain the future of work, IT strategy is all about diverting enable distributed teams to
investment from systems of record to fund and deploy next-gen-
eration systems of engagement. work effectively in tandem.
Moments of Engagement
The history of IT makes clear that in every technology adoption lifecycle, four mo-
tives evolve in sequence to drive and reward investment in disruptive technologies.
They are:
1. Competitive advantage, from being first to deploy a game-changing capability
(think Amazon in bookselling).

2. Fixing a broken process by being first to apply next-generation technology to ad-
dress a hitherto unsolvable problem (think GPS RFID tags for tracking livestock).

3. Broad productivity gains from participating in a wholesale market transition to
next-generation infrastructure (think laptops, cell phones and Web sites).

4. Cost reductions from established technologies as they benefit from Moore’s
Law and learning curves (think storage, servers and LANs).

In this context, the adoption of systems of engagement are for the most part still in
stage 1 of the lifecycle. As such, they will return the greatest rewards to enterprises that


focus their deployment on gaining competitive advantage. So how is that best done?
It begins with getting clarity about wherein lies your specific enterprise’s core dif-
ferentiation. The question to be answered is, what activity that has customer value
do we intend to do so well and with such commitment that our direct competitors
either cannot or will not match us? What, in short, is our claim to fame?
We call answering this question declaring your core. Once declared, the core serves
as a pole star to set a return on investment standard for any initiative’s impact on
strategic competitive advantage. As such, the core is invaluable in negotiating in-
evitable trade-offs in the budgeting and staffing process. The key IT question here
is, How would any proposed system enable or amplify our core?
To answer this question, business and IT analysts must work together to deter-
mine the precise moments of engagement where core differentiation can have its
greatest impact. To appreciate what these moments might look like, here are a few
examples:

• Amazon has a customer intimacy strategy based on using IT analytics to create
personalized offers and services. Three key moments of engagement in its strat-
egy are:

1. E-mail promotions that present offers that its analytics have determined
are most likely to appeal to you.

2. Real-time up-selling that presents additional offers to you every time you
put a product in your shopping cart or on your wish list.

3. Shipment tracking alerts that keep you apprised of your order’s delivery
status until it is safely in your hands.

• Contrast the above with Apple, another consumer icon, but one whose strategy
is focused on product leadership more than customer intimacy, or what its CEO
Steve Jobs likes to call “insanely great products.” Its key moments of engage-
ment include:

1. Your first impression of the product, be that through an ad or an in-store
encounter, which is why Apple’s ads are so gorgeous and why its stores
look more like exploratoriums than retail sites.

2. Your first product question, which is answered by a knowledgeable sales
associate who is deeply familiar with the Apple product line.

3. Your first software purchase, which is “insanely easy,” by virtue of inte-
grating iTunes and the App Store directly into the product.

• Now let’s contrast both of the above, which are focused on B2C markets, with a
strategy that is focused on B2B relationships. Here we will use Cognizant as an
example. Three of our core moments of engagement are:

1. Project commits, where we make sure with our Two-in-a-Box management
structure that we understand the request clearly in the customer’s terms,
and we have the capacity and capability to fulfill that request on spec, on
time and on budget.

2. Solution finding, where we are able to leverage our Cognizant 2.0 system
of engagement to tap into both the wisdom of experts and the wisdom of
crowds.


3. Problem escalation, where we leverage technologies like telepresence to
meet face-to-face (virtually) to address mission-critical issues in real time.

Since core is unique to every company — at least relative to its direct competitors
— each enterprise’s moments of engagement represent a kind of signature for its
strategy. Excelling in these moments is the most effective and efficient way for a
company to communicate its strategic positioning and capitalize on its competitive
advantage. So, with that in mind, how exactly do systems of engagement help?
Systems of engagement empower people present in the moment of engagement.
They do so by extending their reach across the entire enterprise and its ecosystem
of partners to bring the best resources and most up-to-date information to bear on
the issue at hand. Examples include:

• An enterprise Facebook that allows colleagues across the
enterprise (including partners and customers) to publish
their expertise and allows the community to validate it.
Since core is unique to every
• An enterprise Google that lets people search secured
company — at least relative to
databases in conjunction with accessing public ones.
its direct competitors — each
• An enterprise Wikipedia that lets corporations make their
core IP readily available to their own teams without expos-
enterprise’s moments of
ing it to competitors. engagement represent a kind
• An enterprise YouTube that lets technical managers ex- of signature for its strategy.
plain complex topics via a medium that is compelling and
effective.

• An enterprise Twitter that lets people in crisis situations keep the enterprise
abreast of late-breaking news.

A key point to reiterate with these five suggestions is they must be tied to your core
processes. Implementing social tools in the absence of process (what we call “giving
Facebook to the kids”) is mildly productive, today’s equivalent of giving Windows
users their Solitaire game so they could learn how to use a mouse. The adoption of
these approaches, and the new levels of business value, come from doing meaning-
ful work — via your core processes — with new approaches and new tools.
All systems of engagement have the goal of increasing the reach and the bandwidth
of communication and collaboration. The problem they pose for IT leaders is that
they do so in ways that challenge enterprise commitments to confidentiality, secu-
rity, brand protection, liability avoidance, regulatory compliance and the like. This is
why the business world is still in stage 1 of the technology adoption lifecycle.
To make the first steps forward, IT initiatives must be highly focused and enthu-
siastically sponsored. The focus will ensure they provide exceptional capabilities
in the core moments of engagement, thereby ensuring a high return for the in-
creased level of risk they entail. And committed executive sponsorship will ensure
they don’t get bogged down negotiating for the innumerable exceptions needed to
see the light of day. Stage 1 is no time to “major in minors.” This is a time to either
go all in or fold and wait for another hand to play.
For at the end of the day, IT initiatives in stage 1 of the adoption lifecycle are a bet.
Your job is to make sure a) the bet is worth making and b) you are doing all you can
to risk-reduce the effort.


Embracing Systems that Think
Corporate IT is about to experience a renaissance. Our rationale: Not only will IT
erect the foundational infrastructure for Enterprise 2.0, but it will also act as the
company’s central nervous system, once it’s up and running. The keys to this transi-
tion will come from focusing finite IT resources on virtualization of the organization
and bringing consumer IT technologies and principles to the enterprise. In short,
corporate IT needs to make the Monday morning computing experience not only
equal but superior to the personal Sunday evening computing experience. For the
past 20 years, corporate IT has succeeded (on average) in

In short, corporate IT needs implementing a highly functional backbone of operational
systems. These, in short, are systems that “do” (for as sys-
to make the Monday morning tems of record, they have simple inputs and outputs). For
the next decade, corporate IT needs to shift its focus to
computing experience not only putting in platforms of collaboration that, in the context of
knowledge processes, will become systems that “think.”
equal but superior to the The key is in putting these systems of engagement in place
in a “crawl, walk, run” manner. First, introduce social tech-
personal Sunday evening nologies in a fairly vanilla manner, one that employees will
recognize from their personal lives but are architected and
computing experience. implemented in an organizational context. Second, begin to
marry these social platforms with key knowledge processes.
Third, once the system of engagement becomes the default location for process
execution, the overall organizational model can be revamped to support this new
operating reality. Through such steps, Enterprise 2.0 starts to take form.

Building the Future of Work, Today
The Great Recession will be remembered as an important “shift point” as the four
forces of globalization, virtualization, cloud computing and the millennial genera-
tion begin to greatly change the fortunes of individuals, corporations and even
whole societies. As a senior manager, it’s incumbent upon you to understand these
shifts in the context of your industry and your organization in order to build a next-
generation workplace. As the old expression goes, “When it comes to the future,
there are three kinds of people: 1) Those who made it happen, 2) those who let it
happen and 3) those who wonder what happened.” Hopefully, with some of the
perspectives in this white paper, you will safely be out of the third category. The
opportunity — and the hard work — is now in making it happen.


About the Authors
Malcolm Frank is Senior Vice President of Strategy and Marketing at Cognizant. In
this role, he focuses on Cognizant’s brand, driving business through the company’s
business units and overseeing Cognizant’s corporate strategy, including its cloud
initiative. Malcolm has authored articles in several leading industry publications, is
the subject of a Harvard Business School case study on management and leader-
ship, and was named one of the 100 Most Influential People in Finance in 2005 by
Treasury & Risk magazine. He earned a B.A. in Economics from Yale University.
Malcolm can be reached at Malcolm.Frank@cognizant.com.

Geoffrey Moore is a Managing Director at Silicon Valley consultancy TCG Advisors
and a venture partner at Mohr Davidow Ventures. Recognized as a leading author
and business consultant, Geoffrey divides his time between advising senior execu-
tives on strategy and developing mental models to support this practice. His most
recent book, Dealing with Darwin: How Great Companies Innovate at Every Phase of
Their Evolution, is considered a seminal work on the topic of business transforma-
tion. Geoffrey’s previous best sellers, Crossing the Chasm, Inside the Tornado, The
Gorilla Game and Living on the Fault Line, are required reading at leading business
schools. He can be reached at gmoore@tcg-advisors.com.

Footnotes
1
http://www.myefficientplanet.com/tag/engineering-graduates-by-country-statistics-offshore/
2
http://www.pri.org/business/middle-class-booms-in-india-china2400.html
3
Gartner Group, IT Priority studies, 2008, 2009, 2010
4
http://online.wsj.com/article/SB122680388282631287.html?mod=googlenews_wsj
5
http://pewresearch.org/pubs/1501/%20millennials-new-survey-generational-personality-
upbeat-open-new-ideas-technology-bound

6
http://arstechnica.com/apple/news/2010/10/ipad-adoption-rate-fastest-in-electronics-product-
history.ars

7
http://www.newsweek.com/2010/10/03/how-android-is-transforming-mobile-computing.html
8
http://www.siliconrepublic.com/business/item/18341-the-digital-business-week/


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© Copyright 2010, Cognizant. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, transmitted in any form or by any means,
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