Designing the Future: When Fact Meets Fiction

Technology Evolution vs Movie’s Integration

 – Head of Innovation

From Hoverboards to smartwatches, Jetpacks to autonomous cars, AI, AR and VR. Hollywood sets the bar high, then we try to deliver against this with real design, technology and innovation.

First presented at Smart IoT London, April 2016. This keynote references:

Apple
FBI
Her
The Terminator
I, Robot
2001: A Space Odyssey
Back To The Future
Tomorrowland
Minority Report
Lawnmower Man
The Void
Star Wars
Demolition Man
Disclosure
Johnny Mnemonic
Star Trek
Murder She Wrote
Mission Impossible
TRON: Legacy
Oblivion
BMW
Lotus
Roborace
James Bond
Total Recall
Tesla
Dick Tracy
Knight Rider
Iron Man
PYRO
Oculus Rift

How does this help you? Watch the presentation…

Gartner’s 2015 Hype Cycle for Emerging Technologies: Autonomous Cars In, Big Data Out In Gartner Hype Cycle

Gartner’s 2015 Hype Cycle for Emerging Technologies Identifies the Computing Innovations That Organizations Should Monitor.

2015 Hype Cycle Special Report Illustrates the Market Excitement, Maturity and Benefit of More Than 2,000 Technologies

The journey to digital business continues as the key theme of Gartner, Inc.’s “Hype Cycle for Emerging Technologies, 2015.” New to the Hype Cycle this year is the emergence of technologies that support what Gartner defines as digital humanism — the notion that people are the central focus in the manifestation ofdigital businesses and digital workplaces.

The Hype Cycle for Emerging Technologies report is the longest-running annual Hype Cycle, providing a cross-industry perspective on the technologies and trends that business strategists, chief innovation officers, R&D leaders, entrepreneurs, global market developers and emerging-technology teams should consider in developing emerging-technology portfolios.

“The Hype Cycle for Emerging Technologies is the broadest aggregate Gartner Hype Cycle, featuring technologies that are the focus of attention because of particularly high levels of interest, and those that Gartner believes have the potential for significant impact,” said Betsy Burton, vice president and distinguished analyst at Gartner. “This year, we encourage CIOs and other IT leaders to dedicate time and energy focused on innovation, rather than just incremental business advancement, while also gaining inspiration by scanning beyond the bounds of their industry.”

Major changes in the 2015 Hype Cycle for Emerging Technologies (see Figure 1) include the placement ofautonomous vehicles, which have shifted from pre-peak to peak of the Hype Cycle. While autonomous vehicles are still embryonic, this movement still represents a significant advancement, with all major automotive companies putting autonomous vehicles on their near-term roadmaps. Similarly, the growing momentum (from post-trigger to pre-peak) in connected-home solutions has introduced entirely new solutions and platforms enabled by new technology providers and existing manufacturers.

Figure 1. Hype Cycle for Emerging Technologies, 2015

Source: Gartner (August 2015)

“As enterprises continue the journey to becoming digital businesses, identifying and employing the right technologies at the right time will be critical,” said Ms. Burton. “As we have set out on the Gartner roadmap to digital business, there are six progressive business era models that enterprises can identify with today and to which they can aspire in the future. However, since the Hype Cycle for Emerging Technologies is purposely focused on more emerging technologies, it mostly supports the last three of these stages: Digital Marketing, Digital Business and Autonomous.”

Digital Marketing (Stage 4): The digital marketing stage sees the emergence of the Nexus of Forces (mobile, social, cloud and information). Enterprises in this stage focus on new and more sophisticated ways to reach consumers, who are more willing to participate in marketing efforts to gain greater social connection, or product and service value. Enterprises that are seeking to reach this stage should consider the following technologies on the Hype Cycle: Gesture Control, Hybrid Cloud Computing, Internet of Things (IoT), Machine Learning, People-Literate Technology, Speech-to-Speech Translation. 

Digital Business (Stage 5): Digital business is the first post-nexus stage on the roadmap and focuses on the convergence of people, business and things. The IoT and the concept of blurring the physical and virtual worlds are strong concepts in this stage. Physical assets become digitalized and become equal actors in the business value chain alongside already-digital entities, such as systems and apps. Enterprises seeking to go past the Nexus of Forces technologies to become a digital business should look to these additional technologies: 3D Bioprinting for Life Science R&D, 3D Bioprinting Systems for Organ Transplant, Human Augmentation, Affective Computing, Augmented Reality, Bioacoustics Sensing, Biochips, Brain-Computer Interface, Citizen Data Science, Connected Home, Cryptocurrencies, Cryptocurrency Exchange, Digital Dexterity, Digital Security, Enterprise 3D Printing, Smart Robots, Smart Advisors, Gesture Control, IoT, IoT Platform, Machine Learning, Micro Data Centers, Natural-Language Question Answering, Neurobusiness, People-Literate Technology, Quantum Computing, Software-Defined Security, Speech-to-Speech Translation, Virtual Reality, Volumetric and Holographic Displays, and Wearables. 

Autonomous (Stage 6): Autonomous represents the final post-nexus stage. This stage is defined by an enterprise’s ability to leverage technologies that provide humanlike or human-replacing capabilities. Using autonomous vehicles to move people or products and using cognitive systems to recommend a potential structure for an answer to an email, write texts or answer customer questions are all examples that mark the autonomous stage. Enterprises seeking to reach this stage to gain competitiveness should consider these technologies on the Hype Cycle: Autonomous Vehicles, Bioacoustic Sensing, Biochips, Brain-Computer Interface, Digital Dexterity, Human Augmentation, Machine Learning, Neurobusiness, People-Literate Technology, Quantum Computing, Smart Advisors, Smart Dust, Smart Robots, Virtual Personal Assistants, Virtual Reality, and Volumetric and Holographic Displays. 

“Although we have categorized each of the technologies on the Hype Cycle into one of the digital business stages, enterprises should not limit themselves to these technology groupings,” said Ms. Burton. “Many early adopters have embraced quite advanced technologies, for example, autonomous vehicles or smart advisors, while they continue to improve nexus-related areas, such as mobile apps.”

By 2018, 25% of CMOs and CIOs will have a shared road map for marketing technology

FRAMINGHAM, Mass.: IDC Reveals CMO / Customer Experience Predictions for 2015 | Business Wire | Rock Hill Herald Online.

The predictions from the IDC FutureScape for CMO/Customer Experience are:

1. 25% of high-tech Chief Marketing Officers (CMOs) will be replaced every year through 2018.

2. By 2017, 25% of marketing organizations will solve critical skill gaps by deploying centers of excellence.

3. By 2017, 15% of B2B companies will use more than 20 data sources to personalize a high-value customer journey.

4. By 2018, one in three marketing organizations will deliver compelling content to all stages of the buyer’s journey.

5. In 2015, only one in five companies will retool to reach line of business (LOB) buyers and outperform those selling exclusively to IT.

6. By 2016, 50% of large high-tech marketing organizations will create in-house agencies.

7. By 2018, 20% of B2B sales teams will go “virtual,” resulting in improved pipeline conversion rates.

8. By 2017, 70% of B2B mobile customer apps will fail to achieve ROI because they lack customer value add.

9. By 2018, 25% of CMOs and CIOs will have a shared road map for marketing technology.

10. By 2018, 20% of B2B CMOs will drive budget increases by attributing campaign results to revenue performance.

“CMOs must overcome the gravitational pull from the past, now. The tools of disruption, such as cloud-based marketing technology, predictive analytics, content marketing, and social media, are marching towards mainstream. IDC is confident that these ten decision imperatives pinpoint the nerve center of the marketing disruption. They represent opportunities for CMOs who are willing to step up to the next stage of leadership. Right focus will ensure that all the hard work will result in true transformation, and not just turmoil,” said Kathleen Schaub, Vice President with IDC’s CMO Advisory Service.

 

Children are ditching TV in favour of the iPad to watch shows | Daily Mail Online

Children are ditching TV in favour of the iPad to watch shows | Daily Mail Online.

  • Six in ten children use a tablet at home – a 50 per cent increase on 2013 
  • Meanwhile, televisions in their rooms have fallen by a third in five years
  • 11 per cent of children aged three and four now have their own tablet
  • Fewer children also have games consoles in rooms as tablets take over
  • Study on UK children was carried out by London-based regulator, Ofcom

Tablets are now more important to children than their TVs, with more than one-third of young people aged five to 15 owning their own device. Around 34 per cent of children in this category own their own tablet, which is up from 19 per cent last year, according to official figures.  And six in ten children use a tablet at home – a 50 per cent increase on 2013 – while the number of children with televisions in their rooms has fallen by a third in five years.

The rapid increase means that some preschoolers are using a tablet to surf the web, play games and watch video clips.

The report by UK regulator Ofcom found that 11 per cent of children aged three and four have their own tablet, up from three per cent last year.

The number of five to 15-year-olds who use a tablet to go online has doubled to 42 per cent since last year, while the proportion of children using the internet via a PC or laptop fell for the first time, by three per cent, to 88 per cent.

As well as replacing TVs, fewer children also have games consoles in their bedrooms as tablets take over the role.

The number who have radios in the bedroom has halved from 32 per cent in 2009.

Meanwhile, 20 per cent of children are watching TV on a tablet 33 per cent watch on-demand TV.

The report also revealed that girls prefer more ‘sociable’ media, sending more texts and making more mobile calls than boys, during a typical week

Almost half of older girls claim that a mobile phone is the device they would most miss, compared to 29 per cent of older boys.

But girls and boys aged 12 to 15 are equally active on social media, with 71 per cent having a profile.

That said, girls are more likely to use Instagram, Snapchat and Tumblr.

Just one social media site – YouTube – attracts more boys, who are nearly twice as likely as girls aged 12 to 15 to use it.

Ofcom said nine in 10 parents whose children go online were taking steps to help their children manage risks when using the internet.

The most popular methods included supervising their children online, talking to children about managing online risks and having rules in place about use of the internet.

Separate research earlier this week found that the iPad has now overtaken household names such as McDonalds and Disney to become the number one brand among American 6 and 12-year-olds.

The annual study, conducted by research firm Smarty Pants, ranks more than 250 brands each year.

‘iPad’s number one status among kids represents the culmination of the ‘tablet takeover’ – a movement from shared screens and TV network dominance to curated content on personal devices,’ said Wynne Tyree, president of Smarty Pants.

‘Kids increasingly turn to iPad for games, TV shows, videos, books, homework help and communicating with friends and family.’ 


Read more: http://www.dailymail.co.uk/sciencetech/article-2786712/Children-ditching-TV-favour-iPad-One-three-15s-use-OWN-tablet-watch-shows.html#ixzz3FoJsj3cc
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Les agences médias font leur mue (4e édition des Rencontres de l’Udecam)

Bertrand Beaudichon, président de l'Udecam.

INTERVIEW – Pour Bertrand Beaudichon, président de l’Union des entreprises de conseil et d’achat média (Udecam) dont les 4es Rencontres se tiennent ce jeudi à Paris, le numérique transforme le métier et donc le lien avec les annonceurs

Notre métier est en pleine mutation, c’est une donnée évidemment centrale. D’un côté, les marques médias, grâce à l’audience numérique, n’ont jamais été aussi puissantes et, de l’autre, les nouvelles technologies et la big data permettent une amélioration de l’efficacité des campagnes et une meilleure connaissance des consommateurs. C’est cette innovation et les opportunités qu’elle porte que nous souhaitons célébrer lors de la 4e édition des Rencontres de l’Udecam. D’acheteurs d’espace, les agences médias sont devenues des entreprises de conseil où la technologie et les performances marketing ont pris une part très importante. Cette transformation exige des investissements très lourds que les agences ont consentis. Mais leur modèle de rémunération, encore trop souvent fondé sur une commission sur les investissements nets investis, est aujourd’hui inadapté. La rémunération baisse mécaniquement sous l’effet du recul des investissements, mais aussi parce qu’elle ne reflète plus ce que les agences font aujourd’hui pour leurs clients. Les services de ciblage ou de performance ne peuvent plus être rémunérés comme quand on achetait des médias classiques.

Ensemble de l’interview: http://www.lefigaro.fr/medias/2014/09/04/20004-20140904ARTFIG00047-les-agences-medias-font-leur-mue.php

 

Future of Press: New York Times Adds Audience Development Position to Its Masthead

New York Times Adds Audience Development Position to Its Masthead.

The New York Times has named a new assistant manager in charge of growing its audience and engagement, as the paper of record continues its post-Jill Abramson efforts to develop digital properties.

Alex MacCallum has made the rare shift from the business side of the company to the editorial masthead and will report directly to executive editor Dean Baquet and editorial page editor Andy Rosenthal, who authored a letter announcing the move.

MacCallum is being asked to “build a team devoted to using search, social and other strategies to draw more people to our news articles and editorials,” they wrote.

MacCallum’s new position is one that had been called for in the leaked “innovation report” that the Times assembled to address its digital shortcomings.

“There should be a senior newsroom leader in charge of Audience Development, but this effort should be everyone’s job,” the report stated.

“Audience Development needs to be a goal for the whole company. But the newsroom, in particular, must seize a leadership position,” the report stated.

The Times has had a tumultuous few months after the sudden firing of Jill Abramson, the paper’s former executive editor.

The innovation report leak was followed by an earnings report that detailed a decline in ad sales that had not been covered by the company’s new subscription products. The launch of mobile-friendly subscription apps NYT Now and NYT Opinion garnered plenty of attention but not enough subscribers to offset its advertising struggles and prevent profit from falling.

MacCallum, who worked on the company’s new cooking vertical, will now need to increase subscriber numbers for those apps as well as the broader site.

RTL Group Acquires $144M Stake In Video SSP SpotXchange

RTL Group Acquires $144M Stake In Video SSP SpotXchange.

Updated with additional comment from SpotXchange CEO Mike Shehan and RTL.

European entertainment network RTL Group announced Thursday it will acquire a 65% stake worth $144 million in video supply-side platform and programmatic marketplace SpotXchange.

Depending on the performance of the company, RTL could acquire additional stake in the company through the terms of an earn-out agreement. Read the press release.

The deal comes weeks after Facebook acquired competing sell-side video advertising platform LiveRail, underscoring the race to acquire a piece of the programmatic video pie.

In a recent interview, SpotXchange founder and CEO Mike Shehan alluded to the company’s future as a standalone sell-side video platform — or not. “If we considered strategic partnerships, it would be in a form that would allow us to pursue our vision on the supply side and continue to offer our services so as not to conflict with the buy side,” he told AdExchanger.

According to Shehan, “Instead of selling to a major US technology company, and becoming one feature in a giant ad tech stack, we’ve taken a route that will allow us to operate independently while becoming a core part of RTL’s global business and strategy.”

Elaborating for AdExchanger about the deal, Shehan said, “We honestly [didn’t] think there [were] many, if any, other companies that would help SpotXchange achieve its goals of successfully penetrating each and every European market…RTL is twice the size of Yahoo and four times the size of AOL.”

The deal is inherently about owning the content, distribution and delivery method while simultaneously allowing the publisher to monetize those assets.

Through the terms of the deal, RTL will appoint three members to the company’s board, while Shehan and Steve Swoboda, founder, COO and CFO, will continue to manage the day-to-day operations of the company, according to the release.

“Video is going to be the battleground between the traditional TV companies and the digital companies,” said Dave Morgan, founder and CEO of Simulmedia. “Display and search weren’t because those were largely the businesses the print companies had. Print companies lost that battle in users. But the TV companies haven’t. The TV company viewership is strong and they have really robust balance sheets.”

RTL Group is an $8 billion-TV, broadcasting and cable conglomerate owned by German media company Bertelsmann. Some might know RTL for its content production division, FremantleMedia, which distributes such popular titles as The X Factor and American Idol. RTL operates 54 TV channels and 27 radio stations.

The SpotXchange investment is not the company’s first foray into digital video monetization. RTL last June entered into a strategic partnership with BroadbandTV, a tool that helps media companies monetize videos containing their IP which are uploaded to YouTube.

According to Sorosh Tavakoli, founder and CEO of European video ads platform Videoplaza, “RTL knows programmatic trading will be important for the TV advertising market in the future and it’s clear they wouldn’t want that market developing without their participation.”

SpotXchange helps publishers ranging from Hearst to Mail Online and News Distribution Network monetize. The company’s goal is to provide “holistic yield management,” in Shehan’s words, to manage all opportunities from direct-sold to programmatic.

This deal, in Tavakoli’s view, is about “RTL future-proofing themselves for when programmatic trading becomes a reality for broadcasters. The SpotXchange acquisition will allow RTL to tap into the mid-and-long tail part of the market, complementing their strong position in premium.”

Other industry insiders agreed.

“Digital video is an entirely different ecosystem than traditional TV,” commented Scott Ferber, chairman and CEO of Videology. “To play big in the future of TV, TV companies need to buy, build, or partner to obtain digital video technology. RTL is a great ‘TV-plus’ media company who has a lot to gain (or lose) from TV and digital convergence.”

In response to SpotXchange’s future autonomy for existing publisher clients, RTL provided this comment for AdExchanger: “RTL Group is and always has been a decentralized company and we have a proven track record in demonstrating that our businesses are run autonomously. We do believe that SpotXchange will benefit from RTL Group’s operations and vice versa…we will invest to grow SpotXchange’s business development resource to help forge strategic partnerships with rights owners and continue the investment in the best-in-class technology platform and partner support team.”