Pandemic (Greek Πανδημία – “the whole nation”) is an epidemic,
characterized by the spread of infectious disease
throughout the country, territory
neighboring countries, and sometimes many countries in the world.
By modern standards, more than 15 years ago, in 2004, Nicholas Carr published a high-profile article (“Does IT Doesn’t Matter” in Harvard Business Review) and then a book (“Does IT Matter?”) IT turns into some kind of everyday life like electricity or
water supply system with sewerage. These things at one time revolutionized, but then became commonplace and are no longer perceived as a competitive advantage. At the dawn of the new millennium IT, in particular
automation, were on the crest of a wave, and the article elicited mixed reviews – someone agreed, but most argued. Now computers and special information systems are available to everyone, from the big ones
corporations to private entrepreneurs. The automation seems to have covered everything from the factories to the cleaners at the hotel, which mark the tidy rooms on the iPads.
It would seem that we have achieved what Nicholas Carr wrote. But here the automation came to be replaced by digitalization, which is often called digitalization from English digital, or digital
a transformation that promised business not only accounting and savings, but also new ways to make money through information technology and numbers. And literally in a couple of years with no one known
words, as an epidemic, spread throughout the world, in all industries and fields not only business, but also public administration and in general to all spheres of daily life. now about
digitization and the digital economy are talked about in evening news on television and discussed in bars and hairdressers.
Is this a new industrial revolution and a change in approach to everything we know, or is it another marketing move to push money for obscure technologies?
During the widespread automation, the information flows were affixed to the side, long established since the last (third) industrial revolution, and said that now
material flows should always be accompanied by them because it helps accounting and management. Indeed, thanks to automation and the emergence of information flows, transparency has increased
manageability of the business. And at the subconscious level, everyone continued to believe that material flows are much more important than information – because real money is there, in materials. Even if the server
“Flight”, the shipment can be done on paper invoices, and enter the system later – in business, this will not affect.
But suddenly we saw examples of withdrawing money from purely information flows. Everybody knows examples of Uber – the largest taxi without a single car, booking.com and Airbnb.com – the hotel business
without hotels and apartments and more.
This “virus” struck the minds of those who made money on old material flows. After all, they also have information flows, but they do not bring money. Sometimes companies share their information
with an outside company that can make money. Nobody noticed how it happened when at first the information was worth nothing and then suddenly it became clear that it could be earned
But what is information that differentiates it from data and knowledge? What is it and what does it follow? By the way, there is still no single answer, and various sources interpret these concepts
differently, but it is important that people began to distinguish between data and knowledge.
CDO: Heracles or Munchausen?
Without going into the definition, knowledge can be extracted from the data, but not all data is suitable for acquiring knowledge from them. And then there were experts in extracting knowledge from the data. the first
CDO incarnation (which is Chief Data Officer) – ie Chief of Data. As a rule, they grew up with marketers who are in the company and so responded to the relevant for the company but abstract
questions like “what do you need in the market?” based on unclear data sets available to the company. They became responsible for all the data collected in the company, so that they were collected and
were processed in such a way that in the future it was possible to extract knowledge.
In the well-fertilized field of information technology, a second CDO incarnation, Chief Digital Officer, has emerged. They emerged as a result of the evolutionary development and interaction of the CIO and
the first CDO. Before the new CDO was set a simple and clear task – to perform feats. In Ancient Greece, Heracles was tasked with clearing the Augean stables. Hercules came up with an innovative one
method of clearing the stalls with running water. So, CDOs are doing similar tasks now, just instead of pus in their mountains of data and business processes. And their task is even more difficult – not easy
clean them out, and reap some benefits and profit. And to do it day by day, from nine to six.
There was another mythical character who performed the feat every day – known to all Baron Munchausen. His talent is now appreciated even more – he was able to tell about his accomplishments
a feat so that everyone around him believed in his need, exclusivity and irreplaceability.
All modern CDOs are divided into Heracles and Munchausen. Some feats are accomplished, while others embellish their stories in such a way that it is no longer possible to distinguish truth from fiction. To
Unfortunately, we hear the stories more often. A feat, like a true digital breakthrough, is quite rare, and it is simply not possible to put it on the stream in every company.
Digitization sometimes produces technologies, although useful, but not transformational for the company. In large companies and government agencies, a large request for
digitization. The company data has really accumulated a lot, and the trend of accumulation is growing exponentially. And according to the law of F. Engels and
materialistic dialectics, Quantity should once go into quality. But, unfortunately, not everyone is destined to remove the cream from this process and not everyone knows how to do it. However, everyone wants it. That’s it
it turns out that once there is a demand for something abstract and not fully understood – there will be a lot of fraudsters ready to cash in on it.
The revolution is being made by those who have nothing to lose
The problem is not so much that companies are a big believer in scams and paying them money, but also that the concept of digital transformation is being devalued. Under the brand of digitalization sell and
The Internet of Things, and blockchain, and robotics, and a host of other technologies that are good in themselves, but not about transformation, but about evolutionary development.
Digital transformation is a revolution. When it comes, it sweeps away all those who have evolved evolutionarily. It is useless to automate a taxi business, improve business processes and reduce costs.
When Uber and Yandex arrive, they change the landscape and stay underneath them to adjust or die. No blockchains or sensors in cars in a separate taxi park will save him unless he starts
play by the rules of Yandex. Taxpark can hire a CDO, but it will not make it more digital than Yandex. The example of “Taxovichkov” in St. Petersburg is therefore confirmed.
The digital pandemic has already transformed several sectors of the economy, no one knows where and when the next transformation will take place. But so far history shows that it comes not from the industrial
market players, but somehow out of the corner, where you don’t expect at all. The revolution is being made by those who have nothing to lose.
digital transformation, digitalization
Business in number
IT-Manager Magazine [№ 01/2020],
Chief Information Officer, Metsä Group. Russia