디지털 혁신 전략 컨설팅

Digital technology is continuing to advance at a rapid pace, presenting opportunities and threat in equal measure to companies in almost every sector.

From advanced smartphones connecting everyone at every time, to Cloud Computing offering unprecedented processing power and data storage for low prices, there is no denying the power of digital technology. Still, many companies and many executives are in denial, thinking that somehow they are immune to these powerful disruptive forces. Make no mistake; no one is immune. All industries can fall prey to commoditization and obsolescence.  And no one is moving fast enough to outpace threats and take advantage of opportunities. 

혼란은 종종 "한 비즈니스 모델에서 다른 비즈니스 모델로의 상대적 수익성 이동"으로 정의됩니다. 최근 이러한 현상은 일반적으로 기술과 디지털 혁신에 의해 주도되었지만 항상 그런 것은 아닙니다.

이동성과 결제 분야의 디지털 혁신

우리 시대의 가장 큰 파괴적 성공 사례 중 하나인 Uber를 살펴보겠습니다. Uber의 기술은 그 자체로 파괴적인 것이 아니었습니다. 모바일 결제, GPS 등 제품을 가능하게 하는 각 기술은 이미 존재했습니다. Uber의 파괴적인 점은 그들이 해당 기술을 공연 경제의 부상을 활용하는 새로운 비즈니스 모델로 활용하는 방식이었습니다.

According to Bill Gates, we have a tendency to overestimate the amount of change that is possible on a 2 year time frame, and greatly underestimate the amount of change possible over a 10 year time frame. Successfully navigating disruption requires a balance. It requires a balance of short and long-term thinking, and a balance of reactive and proactive action.

디지털 혁신의 경우 성공은 더 많은 성공을 낳습니다.

This success is characterized by Positive Feedback Loops, Zero Marginal Cost or significant Economies of Scale.  Take social media as an example. The more users there are on a platform, the more revenue that platform can generate through advertising. Additionally, the more users there are on a platform, the more likely others are to join.

더 많은 사용자가 더 많은 사용자를 유치하여 더 많은 수익을 창출합니다.

This positive feedback loop can be seen in several industries, whether its social media networks, PC operating systems, smartphones, ride-sharing applications, and others.  성공하려면 볼륨의 핵심 수준인 임계 질량을 확보해야 합니다.

때때로 혼란은 중간자를 제거하는 것을 의미하지만 항상 그런 것은 아닙니다.

In some cases, cutting out the middleman doesn’t work at all. For example, Massive Open Online Courses (MOOCs) weren’t successful when they tried to cut out the “middlemen” of universities. However, companies like Coursera successfully partnered with the universities to provide a disruptive service in education.

Examples of Digital Disruption are everywhere, in any industry you can think of, and everyone from New York City to Silicon Valley is talking about it. In a business context, the term has become so prolific since Clayton Christensen first introduced it in 1995 that many have complained that is has transformed from a revolutionary concept into an empty buzzword. While the word might have become a bit overused, the idea of disruption—as well as the dual threat and opportunity it provides, is bigger today than ever.

중단에 관한 다음 기사를 다시 확인하세요. “디지털 파괴의 전략과 린 리더십.”