CapTech Trends

2021 Technology Trends: The Year of Acceleration

February 23, 2021 CapTech
CapTech Trends
2021 Technology Trends: The Year of Acceleration
Show Notes Transcript

In 2020, smart companies understood, almost immediately, that customers were adopting new technologies, prioritizing safety, and expecting value—and that they were willing to change their shopping behaviors to meet these shifting needs. As customer demands have increased, organizations need to understand gaps that jeopardize brand loyalty among competitors. In turn, they will have better insight around how to capture more market share during times of disruption.  The stage is set for 2021 to be the year of acceleration. Trends of the last few years are still relevant, but companies that have embarked on upgrading their technology strategy must now master it. To be successful in 2021, organizations must elevate and invest in technology with advanced architecture, strategy, integration and implementation. Learn more about the year of acceleration in this podcast.

Speaker 1:

Hello, and welcome to CapTech trends, the place where we meet with thought leaders and subject matter experts to discuss emerging technology design and project methodology. You may be wondering about the new voice. I'm your guest host today. My name is Dennis and I'm a principal with CapTech consulting. I founded our agile practice and I'm a long time technology and management consultant. But today we're discussing trends for 2021 and we're mixing it up and moving Vinny from host to guest. If you've listened to other podcasts, you'll know Vinnie as the CTO of CapTech and part of his team's responsibility is to forecast trends in technology and innovation. So let's dive in and talk about the trends for 2021. Welcome to your podcast.

Speaker 2:

Thank you. It's fun being on this side.

Speaker 1:

Yeah. So 2021 is going to be a much better year. We're all excited about it, but as we talk a little bit about 2020, this was a big year of uncertainty and change. That's not a news flash for anybody here. We had social unrest, political upheaval, and just massive life-changing interruptions. Thanks to COVID. Let's not talk any more about that. I think we've had enough.

Speaker 2:

Well, we have, we have, we have a couple of podcasts out about that. So if people do want to go listen to that, and I think one of the big takeaways that from, from this year that we can kind of move into our discussion on trends is that the, the organizations that had healthy methodologies and had healthy architectures and we can get into what that means. Um, we're well positioned, uh, to succeed, uh, you know, macro, um, conditions, you know, aside, right? I mean, if you're in travel and entertainment, obviously there's not much you can do, but for the, for, for the bulk of the companies, um, they were able to weather the storm and actually, uh, increase or improve, uh, their delivery for their customers in many ways. Uh, cause they were, they were set up to do so.

Speaker 1:

I totally agree. I mean, we've seen that that's part of our business. We get to work with lots of different organizations and see how they're adapting and help them with that change curve. Um, and in addition to, you know, being ready for change and being able to accept that change, I think we also had to all accept that the consumer behavior is changing, right? And I think that's something that is going to continue my guests. And also I'm feeding this because I read your paper. Um, but

Speaker 2:

By the way, by the way I do, uh, what, since you said that, why don't you plug the paper real quick,

Speaker 1:

A little plug. We won't take too long on it. What we're talking about today is that Vinnie has actually published some of these things and we're interviewing him. So the trends for 2021, you can find those on CapTech consulting.com/thinking it's right there in featured, but there's a fairly in a in-depth discussion of key trends. What we, what my interpretation, we're going to talk about this more today is Vinnie. You're trying to nail it down to some ubiquitous changes that we expect that'll affect a large portion of the listeners and the different organizations they work with it. There is a lot of other changes, but we're trying to nail this down to just something that makes sense for the audience. How would you change what I just described?

Speaker 2:

I, I wasn't, uh, w you know, we do this every year, you know, a large part of our job is to listen to our clients, uh, listen to our own development teams, account managers, business development, people, and kind of synthesize all that information, uh, against the good engineering discipline and rigor and usability standards that we know. Right. Um, what's interesting about this year is, uh, previous years were a little more direct and obvious meaning when mobile was coming out and replacing, uh, the desktop as a platform. Um, you know, we were ahead of the curve on that, but again, that's a new technology trend, same thing with smart speakers and machine learning and computer vision and augmented reality. We can make predictions based on those, um, and, and valid use cases over the last several years. This year, we're not predicting a new disruptive technology. Um, the way I'm looking at this year is that all of those things that we're cutting edge are now table stakes. Um, they've been vetted. Uh, people are using them. They have a good surprise and delight factor, a good brand factor. And it's more about a maturity and integration of those technologies. If you're doing voice without machine learning, you know, you need to consider adding that in because it gives you so much more effectiveness with it. Uh, and so it's really the integration of the trends and the maturity of the trends and the maturity of the platforms that done well are going to really increase the user experience and the value of the applications and services companies provide. Yeah.

Speaker 1:

Yeah. I think that should resonate with a lot of people who are in the technology world. We're not seeing major see changes in the technology that's being launched right now, but what we are seeing is opportunities to adapt and adopt and move your game to the next level. I think that was something I took from reading. You know, one of the terms that I think you might've used in here, if not, I apologize, but change surfer, right? So that's something that I wrote down in my notes of companies need to be able to surf on the change that is, you know, that we're all experiencing together, but the ones that are gonna be successful have certain qualities that they bring to the game. There's certain ways that they roll that is allowing them to be more productive. What are some of the things that you're seeing that are gonna allow us to capture this wave?

Speaker 2:

Yeah. And I take a kind of half step back from that. A lot of, um, organizations have a disconnect between, you know, reading a white paper, knowing that they have to change quickly, knowing that they should be agile. I don't like the term more agile because that is like, kind of abusing the term. Right. But, but fall agile more closely or, or implement it, um, consistently across an organization, right? So you can, you can have these ideas about failing fast and being flexible and being nimble. But if you don't have the, the, the architecture in place, if you don't have the methodology in place, the dev ops in place, if you're not in the cloud with, or private cloud doing instant, instant provisioning, you're asking, um, your teams to do things that you're not providing an environment for. Right. So it's really, really critical when you look at this, the companies that did well in COVID and the companies that will continue to do well now are ones that know that flexibility, agility, uh, you know, fast delivery of functionality comes from discipline, right? It comes from having a good architecture comes from good data governance, good data pipeline. It comes from good methodology. It comes from good dev ops. It comes from good design. And if you don't have that as part of your muscle memory, then that gets into the dysfunction and why teams don't perform well.

Speaker 1:

Yeah, I totally agree. I think that in the past, we've talked about the need for these kinds of changes and innovations in your organization, because they're going to help you go faster and get more product that's more innovative in the hands of your customers. But this has really highlighted for me that ed core, this lets you pivot, you can pivot and you can capitalize when changes like this are coming down the pipe, you can move quickly enough to get ahead of it. Uh, so I think that that's fairly, self-explanatory now looking in the rear view mirror. We see that with so many of the folks we work with, for sure. So there's no going back. The change we've experienced is locked in and it's going to continue to sail forward. But what we can talk about is how we use this moment to continue to accelerate. And there's four big trends that you called out, uh, in the, in the 2021 trends paper. Um, I'd like to hit each one of those and give people a flavor of what we're expecting in the space. The first one being more complete data will lead to leaps in actual insights. Unpack that for us.

Speaker 2:

Sure. Um, you know, every, everyone knows the five V's of data, right? Variety, velocity, veracity, and value, um, was that four or five, um, anyway, uh, Google it five V's of data, uh, but they're all important. Um, but what is happening now with IOT, and this is not just, you know, devices in manufacturing or things like that. I'm talking wearable technology as well, home automation, technology, uh, tons and tons of smart devices, IOT devices in a world now where 5g is available. So we can, we can push more to the edge. We can capture more at the edge. We can do more machine learning at the edge. So the, the amount of data we're collecting the accuracy of the data we're collecting, right? Uh, the, the amount of trust we can put into the data that we're collecting is all going up at the same time. So much, much, much more data coming in to organizations. Um, what that means is you can apply, um, machine learning models and AI against those data sets in ways that give you a much better, uh, accuracy in the predictions, in the results. So what's frustrating is when you see the data increase and you know, all the five E's increase and yet the value to the customer or the, the, the machine learning and AI does not, you know, I think one example that kind of resonates with most people is you, you buy something like, let's, let's say you buy a pair of running shoes. And then for the next, you know, four weeks Facebook and everything else is pummeling you with ads to buy running shoes, something you've already done. Right. Um, so it's like a, it's, it's frustrating that we don't have that. We have all the data that we need, and these platforms know a ton about us. I mean, they really, really do. Um, and yet they don't benefit us in a way. Um, that's more subtle and more valuable. It's, it's, uh, kind of a, a blunt weapon. They hit you over the head with, and they're often wrong and a big thing. It leads to frustration, not, not increased satisfaction,

Speaker 1:

Right. When it's done well, it's a helper and it's making your experience as a consumer better. But when that example that you gave, we've all lived through that. Thank you very much. I've got my running shoes. Um, and then you're going to hear about it for the next three months, but it's the, you know, when you look at the four V's variety, velocity, veracity, and value veracity is for me, that's the one that jumps out that we need to know that yeah, I know these things about my customer and I can connect them in such a way that I actually have a true picture of what it is they want. And it sounds like what, as I read through kind of your statements here, and, you know, use some of my own knowledge of what I'm seeing in the industry, that that's the piece that's been missing of being able to really have veracity in the data that you're looking at and the, your picture of the customer that you formed, because

Speaker 2:

Actually there are five volume was the fifth one. It just came to me. There you go. How to think about it. No, you're right with the, with the veracity, um, you have to trust the data and that actually plays into a trend. We didn't talk about in the paper, but we'll be talking about throughout the year and that's, you know, compliance and regulations as, as it relates to data. So, um, knowing what you have and knowing that it's accurate, um, is kind of a core value should be a core value for organizations that are relying on, on making decisions based on that data, as well as complying with, you know, new privacy regulations,

Speaker 1:

Right. And as we expand this data footprint, so yes, more volume, but also, you know, more truth in that data. As we look across the industry, what are some of the examples you see?

Speaker 2:

One of the ones I think about a lot is, is healthcare and wearables. Um, the amount of data that see that your body is throwing off all the time and, and subtle motions, um, can be used to make a lot of predictions about your, your, your health and wellbeing. Uh, for instance, uh, there's technology I've read about that. It can, uh, measure the gate and, and movement of an elderly person walking. How many stairs are going up and down the rate, they're doing it the way their body leans, et cetera. And there's, you know, sometimes, um, someone who's elderly can fall and break a hip, sometimes their hip breaks and they fall, right. So, um, what this information can tell you using that, that machine learning information is, you know, a week before you're going to fall and break your hip or break your hip and fall, the smart device is capturing all this information and saying, you're changing your behaviors in a way that's consistent with people who in the future will have this condition or this fall. So you can go in and start getting, um, you know, rehab services and, and, you know, physical training exercises to do at home to help prevent that before it happens.

Speaker 1:

That's a great example and sign me up, right? We all want the we're volunteering our data for a purpose. So that's the kind of purpose that people can get behind.

Speaker 2:

Right. And you could do other things with, um, all sorts of edge computing, edge devices, manufacturing, transportation. I mean, imagine the life cycle of, um, a perishable deliverable, right? We, we use, um, home chef or we've played it before where they send you a box of food and just the ingredients you need, and then you, the directions to cook them, imagine sensors on, on very affordable sensors on these boxes, that node, temperature, vibration, uh, duration at a temperature. You know, you can have a freshness value and predictor based on those things that would, you know, make a lot of people feel more secure about the food they're ordering.

Speaker 1:

Let's jump ahead to one of the next trends that you identified. So if we look at, uh, the second one in the paper, it was enhanced. Cloud capabilities will advance digital transformation. I think, you know, the way I process some of this is that, you know, everyone is aware, it's time to move to the cloud. There's a lot of benefits to doing that, but how do you actually get more value out of doing it other than just being in the cloud? What are some of the cloud benefits that aren't being utilized?

Speaker 2:

Yeah. So really what I kind of focus on on this one, isn't that moving to the cloud is good. I think that's, most people have made that shift in their brain, right. And there are cases when, when people shouldn't, I understand that I'm talking in the large majority, um, most of the companies we're working with, I actually, I don't know of one, that's not has some cloud footprint. Uh, so a lot of them work in a hybrid model and there's some, still some reason to have some things on prem, some are completely in the cloud, but it's usually a hybrid model. So people have adopted the cloud, right? So I'm not making that prediction for 2021, right. Um, electricity is going to take off, right? So you, right. You know, these things. But, um, what I am saying is that 10 years ago, eight years ago, five years ago, coming to the cloud meant some of your best architects, you know, had to roll their sleeves up and develop, uh, complex solutions in the cloud, um, and take advantage of new architectures, you know, really the same design patterns, but implementing them in new, new architectures and new ways. And, you know, there's some, um, some risk involved in doing that because you're creating a lot of the plumbing and infrastructure type code we've gotten to a place now where cloud is so mature that there's dozens and dozens and dozens of frameworks that do that for you. So in a lot of cases, you can just do configuration as code. And this means a lot of things, right? If you're doing application rationalization and you're trying to go from three different platforms down to three or four, you can look at software as a service, like, like a service now, Salesforce, Workday, um, using force.com from Salesforce to put some things on that platform and really have a much smaller, tighter set of architectures that you're deploying applications on that are robust, trusted, super sound architectures in the cloud. Uh, and a lot of that can be, uh, configuration based as opposed to having to develop everything from scratch. Um, the second thing that that really impacts is now you don't have to have your top developers doing that, that infrastructure work, they can be solving really difficult business problems, really focusing on the algorithms on the, on the machine learning models, et cetera. And some of your, your, maybe some of your people on the business side, um, strong business analysts who maybe have some technical background, they can start doing configuration in the cloud and start adding value in that tier. Whereas before it might've been a little bit too complicated or a little bit too close to the metal, uh, for them to be effective in that role.

Speaker 1:

Yeah. Well, let's take an example cause I always find that helps if we think about healthcare as an industry where they've gone through massive change recently, we all know why, how have you seen that change or do we predict that change to be manifest in 2021

Speaker 2:

From a cloud perspective? Yeah. Um, yeah, so for, for, for cloud, for healthcare, for me, uh, I'm not as close to the, uh, the last thing I talked about, which is the, the, the business analyst and such doing configuration work based in the cloud. But what I can say is that having API APIs that are available to collect all the information and have all the end points available to all interested, third parties and obvious skating, the complexity, it's very, it's a very, very complex technical environment, obfuscating that complexity behind a well-structured cloud-based microservices tier, uh, allows for that flexibility, adaptability, um, agility and delivering new services and functionality quickly to your population. So from a, from a healthcare perspective, I would go to the more traditional benefits of cloud. Right.

Speaker 1:

And doing so in a way that's HIPAA compliant and needs your regulatory concerns with any of that kind of data. Correct. That makes sense. All right. Let's jump ahead. Number three. So C-suites will embrace modern delivery.

Speaker 2:

Yeah. So you probably heard me, um, get on my soap box a couple of times, if you listen to these podcasts before. Yeah. About, about some of these, um, inconsistencies and large organizations, as it comes to modern delivery, uh, everyone has some level of dysfunction, uh, in terms of, uh, being on a modern architecture, uh, both data and application or modern methodology or modern dev ops. No, one's perfect. I guess is the way to say it. Right. So understanding where you are, uh, in that maturity curve really helps. The problem that we see often is misalignment. So people have different definitions within an organization across business units of what agile means or how it should be implemented or how the team should be structured, or how enterprise architecture should fit as a Guild with cross cutting concerns. These and that makes it difficult to predict accurate you're you're the agile expert. Um, so you'll fill in these gaps for me, but it makes it hard to, um, predict your velocity right. To, to, to accurately estimate story points to basically, uh, deliver reliably. Right. So one of the things, again, from a COVID perspective was organizations that had this figured out, well also had the side benefits of this, which is empowered teams, teams that know how to do estimations teams that know how to, uh, overcome roadblocks, uh, independently and, and, and, and have decision-making power. Right? So that lesson has now been learned by a lot of other companies who've had to force themselves into, uh, modernizing their methodology because of so much remote work. And they're starting to see the benefits of that. So that adoption, that growth and the maturity of methodology dev ops and architecture has to continue for these companies, or they will lag. Um, and a lot of that really is hard work, right? It really, it's not an easy thing to get people to agree, uh, in an organization on how these projects should run and, and, and how the teams should be built and, and what, you know, what the different terms and the methodology mean. Yeah,

Speaker 1:

We're a lot further along than we were a few years ago. Like if you look at the state of agile report from 2020, there's not a lot of saying that they haven't already adopted some aspects of agile, 95% of respondents to that survey said, yeah, we're practicing agile, but then you start to see differentiation 76% had dev ops in place. If in some form, we're not saying perfection, some form, right. And only 35% had moved to any form of scaling where you allow your teams to work together on big programs, more seamlessly. And at the same thing with the Forrester survey of 26% of the Forrester survey population of different businesses are quote, fully transitioned into an agile model. That's a big number, but that still leaves a lot of room for organizations to up their game. So it's not about saying, Hey, we're agile. We practice scrum at the team level. But thinking about how my organization can, you know, little, a be more agile, be more flexible and pick up some of the methodology and frameworks that allow you to chase ROI in a more efficient way. I think that I agree with your premise that that's going to continue rolling next year. Well, the last

Speaker 2:

20% is it gets increasingly harder. I don't know if it's logarithmic or a square or whatever, but, um, it's like when you try to, uh, charge a Tesla battery or any battery for that matter, the first 70 to 80%, it's fast. And then it's like, okay, I was able to charge to 70% in an hour and they get to a hundred percent, it's going to take six more hours. Right. So organizations can say, yes, we've, we've implemented, we're implementing agile. We're, we're doing dev ops. We're doing these things. And they're, they're 80% of the way there because they do have teams doing it. There are having some success, but that last 20% of really being a mature, uh, shop, that's really doing it exceptionally well, has huge value. Right. But it's also a huge lift because as you get closer and closer and closer percentage wise, uh, it's more subtle and more difficult to close that gap.

Speaker 1:

Oh, right. Yeah. The low hanging fruit is long since eaten up and gone. That's right. And you're, you're looking at entrenched culture process, mindset changes, and those are just difficult. Change is hard. So when, when leaders embrace this kind of change, I think it makes sense that we'll see an acceleration of the kind of outcomes that we saw in 2020 from a certain population of organizations that really Rose to the occasion. Um, w you know, they have to empower people. They have to encourage more iterative learning, more experimentation. You talked about failing fast, a hundred percent. You build it, test it, assess it, move on if it's not working. So I think one of the other things you talked about was the minimal lovable project, like you and I have talked about that a little bit. Yeah.

Speaker 2:

Yeah, sure. I mean, um, I'm not sure I came up with the, with the term, uh, but it's certainly one that we've, we've, we've, uh, batted around, um, you know, minimal viable product has been the term for, for so long. Um, the reason why I kind of liked the word lovable in there is it speaks to the human aspect of it right. Where we really believe that from a digital transformation perspective, um, engaging honestly, directly authentically with the user, uh, is what helps establish brand loyalty repeat business. Um, so it's not necessarily about having a 100% of the functionality in the early releases, and you could talk about minimal viable product in that way. Um, but from a minimal lovable product, you want to make sure that even the first things you're putting out, um, really are engaging. And now some of that's design some of that's brand standards, but a lot of it too, is this integration of all the technologies we've spoken about. Right? So if I am asking a smart speaker or a question, um, that's running through your services, and then I then pick up my phone to do something with your app. It should already know the problem I'm trying to solve. Right. That experience should be so seamless across this omni-channel platform. If I then make a request on the chat bot, right. It shouldn't ask me what my problem is. It should say, Oh, here I see you're working on this issue. Right? So that seamless integration of user experience, uh, is the lovable aspect of it. Um, there's surprise and delight. When you talk about things, uh, that you don't expect it to happen like that. Um, but from our research, our independent research, those things that it was technical innovation is embraced and loved as it serves a functional purpose. Not as, not, not as a standalone item,

Speaker 1:

Right. And that's, I think that's the connection point here of, you know, we want to be iterative in our delivery, but we also want to fund and support products that work and thrive and not be afraid to prune off what isn't working. Correct. So, awesome. Well, we got one more here. Okay. Number four, rising user expectations will continue to impact customer loyalty. How are we going to captivate our customers moving forward?

Speaker 2:

So there's the obvious. And then, and then, you know, there's a little bit of vagueness after that. The obvious thing is, uh, w and we, this, this came in, in our, in our brand survey as our customer survey as well, uh, which is the way it was phrased. I disagree with it. The way it was phrased is that brand people don't have brand loyalty anymore. That that's dead. I don't think that's true. I think people care about brand every bit, as much as they did before. However, I think the, the factors that impact how you value a brand have changed, right? So, so there's a change in expectation from customers that if you don't follow, they're not going to like you, the way that they used to their, their expectations, what would they value in a brand has, has shifted under your feet? Right? One of the first ones that we've seen, um, not surprising, but interesting, uh, is sort of a, a social mindedness about this. So, um, customers care about how a brand or an employer treats their employees. So if you're going into a grocery store, if you're going into a restaurant, if you're going, you know, something from the state, government, whatever, and at a time of COVID, the employees don't look like they're in a safe environment, right. Um, or that they're not being treated well affects brand greatly. And so you wouldn't think that how you treat your employees has a direct and measurable impact on brand loyalty to your customers, but it really, really does.

Speaker 1:

Social awareness is big. And I think our criteria change

Speaker 2:

It did. And, and, uh, also things like customer service has often been thought of as a human touch points, right? We learn this, uh, pre COVID. We were working with different, um, hotel chains. And I noticed this as a business traveler. Uh, there was a, there was a point in time when the PR person helping you, uh, check into the hotel was behind the counter. And then at some point in time, it switched to they'll walk around the counter and interact with you directly without that physical barrier, trying to increase customer service. But in fact, it's, it's creepy. It kind of breaks a social norm that I'm expecting there to be this, this desk between us. Right. So what's happened with COVID now is real expansion of that. People don't want you interacting with them face to face. They want curbside pickup. They want, um, contact list delivery, right? They, they want more voice-based, uh, uh, smart speaker services. They don't have to go somewhere and talk to a physical person. So doing that well while maintaining your corporate voice, like your company, voice, your persona, who you are still making it fun, still making it an enjoyable experience, uh, is really important, uh, in brand. And so how do you do these things without it being sterile? How do you do these things, uh, while still, uh, demonstrating that you kind of get it, or, you know, do you want your customers to feel part of something?

Speaker 1:

Yeah. And just a quick reference for our listeners of the survey you referred to as captivating consumers during COVID-19. We did a survey and we have a paper out on our paper. If anyone's interested. I think there were some good metrics in there. If you know, 72% of consumers are now comfortable with new tech, that is a, that is a greatly increased number. Um, we're all having to move into this world, but the other things you talked about of, you know, safety and cleanliness now being part of brand definition, um, and you know, the way you treat your, you know, your, the social awareness and the treatment of your employees is now part of your brand. But additionally, convenience, like we've all been trained in this period of our bank, our buying patterns, and the motivators for buying have completely changed. It's not going to go back anytime soon and often these changes become a lot stickier than you think they might be. Our situations will change, but it's going to stick this way.

Speaker 2:

Yeah. One thing we found in that survey was that consumers are much more willing to try a competitor now than they ever have been. And that kind of does speak to that brand is less important aspect. So I'll give that some credit there, but if you don't feel safe going somewhere, you will go somewhere else. If you don't think that someone has your values today, you'll go somewhere else. And, um, that's been a huge change.

Speaker 1:

Yeah. I think that's the important distinction. It's not that brand is no longer important because it is if I'm choosing between a brand, I know when a brand, I don't know the brand, I know typically wins unless there's one of the other criteria that's out of whack, but it's less important than it used to be. Now it's about all these other factors we talked about. It's about the convenience and it's about the experience. How easy can you make this for me as a consumer?

Speaker 2:

See, I argue that that is now still a brand, that those things, because it's shaping your opinion because it's shaping how you feel about a company that becomes part of their brand. So it is semantics, it's semantics and it's subtle. Uh, but that's sort of the point I'm trying to make that brand is every bit, 100% as important as it was before. It's just the ground has shifted underneath it. And the things that you, the influence, your brand opinion,

Speaker 1:

I've changed that, thank you. That that's actually really interesting for me, cause I don't normally think of those things of brand, but they are like, your logic is sound. We're all seeing it. That the way we define the accompany has a lot to do with our impressions of them, our experience with them and in different ways than we're used to. Right. All right. So let's, let's wrap it up and talk about from a conclusion standpoint, you know, we're starting to see that the trends that we're in, that we're moving forward before, it's not new, it's acceleration and deepening of some of these items. Um, the four trends we just talked about.

Speaker 2:

Yeah. If I, if I was going to bring it down to two words, uh, it would be well, maybe three, uh, accelerating, uh, maturity and amplification. And what I mean by amplification is, you know, if you, if you have like a small wave in the ocean that comes by you jump it and two small waves come by, you jump it. But when those two waves hit at the same time, you go super high. Right. And so, or, you know, get a couple of them and you've got a massive wave. And so that's amplitude. Um, so when you look at technologies like machine learning and voice and IOT, it's not about those individual individual waves. It's about them hitting at the same time, at the same moment for a user and creating that amplified effect of, of, of a really positive user experience, um, from an acceleration and integration and maturity standpoint, it's just that last 20%, maybe the last 40% for some people, but it's most people are in the game now. Now it's about getting tight, getting, uh, getting, you know, like, think about a sports team, right? You got, you got all the players on the, on, on the field or on the court. Now it's making sure that everyone is, is, is crisp. They know their position. They know how to interact with the other players and the coaches and executing at a high level. You can't just have cloud and a couple, uh, software as a service and think you're done it's. Those are the players on the field. How do you make sure that the players in the field of executing at a high level,

Speaker 1:

Right? You need to execute us at a high level, but you also have to race that 20%. Everyone is racing you for that 20% right now. That's right. Get there first. And I think the other thing I took from the paper, uh, that, you know, just get your opinion on to see if I'm reading this right. But all of these things are accelerators. All these things are trends that we're seeing that are going to be differentiators for organizations, but even with more complete data, more truthful data, genuine innovation is still the only way to continue to thrive and please your customers. Did I get that right?

Speaker 2:

I would agree. And I would say, um, consider innovation in the broad sense. A lot of times people think of innovation in a small technical sense of a new of a technology. That's doing something that wasn't done before. And while that is innovative, there's a lot of processes that are also innovative. There are a lot of user experiences that are innovative or the way that you can kind of connect with and transact with people can also be very innovative,

Speaker 1:

Innovative products. Aren't just limited to tech. Right. All right. Well, thank you Vinnie for your time today for walking us through this, we will have in the show notes links to both of the articles we listed as well as we'll have a link to your paper for 24 21 trends.

Speaker 2:

Thanks Dennis, enjoyed Jordan. Appreciate

Speaker 1:

It. Thanks everybody for joining us. If you haven't had a chance, please go ahead and subscribe. And that way you won't miss any of our future episodes, and we will see you next time.

Speaker 3:

[inaudible]

Speaker 2:

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