by Tom Goodwin
demographic shifts 178–83
artificial intelligence 181
death of the middle class 180–81
division of a tech-driven future 179
extremism 180
empathy, not technology 168–69
importance of looking further forward 166–67
the predictive web: the Th’Internet 173–74
privacy trading (and) 174–77
transparency and control 175
trust 175
value 175–77
second-order and adjacent technologies 169–70
smartness in the cloud 177–78
Primack, D 127
Ptolemy 72
Raymond, E 172
Renoir, P-A 210
reports (on)
maintenance costs of highways/bridges through 2030 (US Dept of Transportation) 21
Poorer than their Parents (McKinsey Global Institute, 2016) 181
return on investment (ROI) 86, 128, 156
robots 11, 46, 64, 108, 136, 169, 170, 182, 185
Rodriguez, A 5
Rometty, G (CEO of IBM) 182
Sacks, D 124
Sagan, C 170
Sawers, P 85
Sawhney, M 20
Schurr, S H 34
Schwartz, E 27
Silicon Valley 12, 68, 208
idiom – ‘building the plane while you’re flying it’ 4
Six Sigma 50, 54
Skype 70, 118
Slack 61, 70, 92, 96, 108
smartphones 13, 15, 18, 46, 61, 65, 81, 83, 113, 157, 158, 159, 168–69, 186, 187, 191, 198
Smith, A 5
Snapchat 12, 119, 171
social networks 171–72
Sonos 49, 69, 165
Spotify 82, 137, 154, 156
Stan, A 111
starting your disruption (and) 106–24
establishing a role 109–12
establishing a time to change 112–13
four ways to change 113–23
1. self-disruption 113–16, 118, 117
2. continual reinvention 118–20
3. measured bets 121–22
4. hedge fund 122–23
how vital is this change? 108–09
risk level 107
Steel, E 116
Stephens, R (The Geek Squad) 197
Strohl, D 84
The Structure of Scientific Revolutions 72 see also Kuhn, T
studies (on)
CEOs’ concerns on disruption/non-disruption of business models (KPMG, 2016) 12
CEOs’ concerns on risk to business models (McKinsey, 2013) 12
Sutherland, R 134, 195
Taylor, D 93
Taylor, E 121
technology, three eras of (and/and the) 46, 48–67, 47
how businesses can leverage power of post-digital age (by) 65–67
build around possibilities, not the past 66–67
build data literacy fast 67
change 65
making things simpler 66
mid-computer age 54–56, 56
mid-digital age 60–63
mid-electricity age 50–51, 53, 52
post-computer age 56–57, 58
post-digital age 63–65
post-electricity age 53–54
pre-computer age 54
pre-digital age 59–60
pre-electricity age 49–50
shortening cycles 57, 59
three phases 48–49
Tesco 169
dotcom operations 102, 104
Tesla 11, 30, 68, 70, 71, 115, 152
three eras of technology see technology, three eras of
today’s business dynamics see business dynamics today
tooling ourselves for the future (and) 185–99
audacity, decision-making and risk 198–99
comfort of properness and expense (and) 196–98
creativity – the need for constraints 197–98
rethinking education (and) 188–96
building empathy 194–95
curiosity 191
decisiveness 192–94
fostering agility 192
the power of creativity 195–96
relationships 190
unprecedented levels of unpredictability 186–88
Tran, N 209
Trump, D 20, 68, 187
Twain, M 68
Twitter 12, 119, 171, 183, 188
Uber 68, 70, 86, 87, 104
Unilever 108, 127
United Kingdom (UK) (and) 8, 21, 28
BBC 61
Channel 5 TV 149
the EU 187
transport in 82
use of canals 84
United States (US) (and) 35, 177, 181 see also New York
interstate highway system 21
presidential election (2017) 14
security 63
use of banks/cheques 104
unleashing the power of the paradigm shift (and) 68–88
avoiding the local maximum 75–76, 76
being different is scary 85–86
design as evolutionary funnels 73–75, 74, 75
don’t apply old models to new eras 86–87
don’t apply old thinking to new eras 86
don’t let experience or success kill you 85
leaps in design paradigms (and) 82–84
currency 83
phones 83
in shopping 83
in transport 82–83
lesson from the paradigm shift: breaking rules 84–85
a new theory for disruption 69–71
the paradigm leap in action 76–82 see also Apple; music and Sony Walkman
the CD player era 78
the streaming age 81–82
the worst MP3 players 78
power of the paradigm shift 71–73
value propositions 105
Van Buskirk, E 79
Walcutt, L 113
Walmart 120, 169
and Jet.com 114
Warhol, A 97
Watson, J 140
WeChat 83, 172
Weinmann, K 130
Welch, J 179
Wikipedia 69, 191
Willshire, J V 208
Winsor, J 129
and the ‘Hamptons Effect’ 129
Woloson, W 84
Wroblewski, L 10
Yahoo 171
Yglesias, M 85
YouTube 11, 62
Zipcar 70, 104, 148
Zuckerberg, M 120
“A fascinating dip into a disruptive future.”
Dylan Jones, Editor, GQ
“This finally answered many questions about innovation which have long haunted me. It’s one of those rare books that is worth reading twice.”
Rory Sutherland, Vice Chairman, Ogilvy & Mather Group, and TED speaker
“Goodwin cuts through the gobbledygook to offer down-to-earth, practical advice for transforming your business.”
Adam Najberg, Head of Digital Media, Alibaba
“A great map of the entire digital landscape, sprinkled with invaluable insights to act upon.”
Stefan Olander, former Vice President, Global Digital Innovation, Nike
Digital isn’t a thing, it’s everything. Digital Darwinism is your wake-up call to realize that incremental change in digital transformation isn’t enough. Faced with disruptive technologies, unprecedented speed of change and the advent of digital-first super-companies, your business will be left behind and become extinct unless it acts. This book takes an exhilarating look at disruptive thinking to inspire those who want to be the best at digital transformation and who want to survive these turbulent times.
With a growing abundance of decisions to make, data to process and technology that threatens to disrupt even the most established business models, businesses are facing forces that could destroy them. But with the right strategy in place, these forces could help you transform your company into a market leader. Digital Darwinism provides a guiding hand through the chaos of t
his moment, offering practical strategies as well as a call to action that sets a fire underneath complacency and inspires creative change.
Tom Goodwin shines a light into the future by exploring technology, society and the lessons of the past so that you can understand how to adapt, what to embrace and what to ignore. In order to revolutionize your mindset, Goodwin proves how every assumption the business world has previously made about digital is wrong: incremental change isn’t good enough and adding technology at the edges just won’t work. If you want your organization to succeed in the post-digital age, you need to be enlightened by Digital Darwinism.
Tom Goodwin is the Executive Vice President and Head of Innovation at Zenith Media USA. He has been voted the top voice in marketing and social media by LinkedIn in 2017, a must-follow by Fast Company and, with over 500,000 followers, one of 30 people to follow on Twitter by Business Insider. An industry provocateur and commentator on the future of marketing and business, he is a columnist for TechCrunch and Forbes, writes frequently for the Guardian, GQ, Ad Age, Wired, Adweek, Inc., MediaPost and Digiday and is a contributor to the World Economic Forum.
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