Making Sense of Code Halos via the Crossroads Model: Epilogue, The New Code Rush As discussed in the previous installment, the Crossroads Model takes companies that embrace Code Halo™ thinking through a predictable five-step model that rewards winners with market relevance and growth and helps avoid Extinction Events. This final installment focuses on the new code rush.
At the end of the Crossroads, companies that have put in place a healthy database to integrate and decode Code Halos make fierce market progress. Code Halos shift mainstream expectations, propelling a rapid market shift. If your company is not prepared for this, it may well be on the path toward an Extinction Event. The transition is radically evident at this point, with brutal shifts in customer allegiance. When markets flip, the failed businesses find themselves pushed toward market irrelevancy. Code meeting code is the epicenter of winning businesses and encouraging technology-supported customer interactions. The Crossroads Model works in favor of companies that view customers as a sustainable source of data and not just as a short-term sales prospect. If your company is looking to apply Code Halo thinking, here are some things to consider:
• Enable
new organizational models on the principles of SMAC Stack (social, mobile, analytics and cloud) technology. (See our recent white paper, “Don’t Get SMACked”).
• Keep in mind that people inside and outside of the organization want to engage
with you in a dramatically different way. Create a reasonable and feasible plan to embrace this shift.
• As with any trade, there are risks associated with Code Halos. Issues of security,
privacy and the ethics of data management surround Code Halo sharing, but they are not impossible to overcome. Look for tangible process metrics — cost per delivery, cost per claim, clinical trial yield. Apply Code Halo thinking to these processes to connect codes and decipher meaning.
• Learn from failed initiatives that were too fast or too slow to let the Crossroads act on them. Begin seeing products, people, sales and communication as code.
The Crossroads Model: Winning with Code Halos
Market Capitalization
Ionization
Spark
Enrichment
Company A Focused on Assets
Company A The Extinction Event
Time
Figure 1
KEEP CHALLENGING
After theCrossroads Company B Winning the New Code Rush
Company B Focused on Code Halos
2
Crossroads
July 2014
Integration of code — customer, product, employee, partner and enterprise — makes for a successful and fail-proof business model. Success stories of Google, Amazon and Facebook that won over their long-established competitors had one thing in common: The companies were diligent in building resources for real-time analytics to make sense of their inbound Code Halos. In a world where data takes prominence over the physical assets of a company, the Code Rush becomes a critical factor not only for success but also for sheer existence.
To learn more about the Crossroads Model and how Code Halos transform companies — and entire industries — read our white paper Code Rules: A Playbook for Managing at the Crossroads, available on our Code Halos and Unevenlydistributed.com Web sites. Once you understand Code Halos and the Crossroads Model, you can begin crafting a strategy for winning the new “code rush.” In addition, check out our new app at the Apple App store and look for our book, “Code Halos… How the Digital Lives of People, Things, and Organizations are Changing the Rules of Business,” recently published by John Wiley & Sons.
About the Authors Malcolm Frank is Executive 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 leadership, 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
[email protected].
Paul Roehrig, Ph.D., leads Cognizant’s Center for the Future of Work and drives strategy and market outreach for the Business Process Services Practice. Prior to joining Cognizant, Paul was a Principal Analyst at Forrester Research, where he researched and advised senior IT leadership on a broad range of topics, including sourcing strategy, trends and best practices. Paul also held key positions in planning, negotiation and successful global program implementation for customers from a variety of industries, including financial services, technology, federal government and telecommunications for Hewlett-Packard and Compaq Computer Corp. He holds a degree in journalism from the University of Florida and graduate degrees from Syracuse University. Paul can be reached at
[email protected].
Ben Pring co-leads Cognizant’s Center for the Future of Work. He joined Cognizant after spending 15 years with Gartner as a senior industry analyst researching and advising on areas such as cloud computing and global sourcing. Prior to Gartner, Ben worked for a number of consulting companies including Coopers & Lybrand. His expertise in helping clients see around corners, think the unthinkable and calculate the compound annual growth rate of unintended consequences has brought him to Cognizant, where his charter is to research and analyze how organizations can leverage the incredibly powerful new opportunities that are being created as new technologies make computing power more pervasive, more affordable and more important than ever before. Ben graduated with a degree in philosophy from Manchester University in the UK. He can be reached at
[email protected].
MAKING SENSE OF CODE HALOS VIA THE CROSSROADS MODEL: STAGE 4, CROSSROADS
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About Cognizant Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process outsourcing services, dedicated to helping the world’s leading companies build stronger businesses. Headquartered in Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology innovation, deep industry and business process expertise, and a global, collaborative workforce that embodies the future of work. With over 75 development and delivery centers worldwide and approximately 178,600 employees as of March 31, 2014, Cognizant is a member of the NASDAQ-100, the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among the top performing and fastest growing companies in the world. Visit us online at www.cognizant.com or follow us on Twitter: Cognizant.
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