Cisco’s John Chambers on the digital era
Chambers was recently interviewed by McKinsey for an article on the impact of the digital age, and his thoughts are vital for all business leaders everywhere. You can read the full interview and watch the video recording of it here, or read an extract below.
Cisco’s John Chambers on the digital era
Interview by McKinsey
If you’re a leader in today’s world, whether you’re a government leader or a business leader, you have to focus on the fact that this is the biggest technology transition ever. This digital era will dwarf what’s occurred in the information era and the value of the Internet today. As leaders, if you don’t transform and use this technology differently—if you don’t reinvent yourself, change your organization structure; if you don’t talk about speed of innovation—you’re going to get disrupted. And it’ll be a brutal disruption, where the majority of companies will not exist in a meaningful way 10 to 15 years from now.
This digital age is the connectivity of going from a thousand devices connected to the Internet to 500 billion. It will transform business. It will transform our lives, our healthcare system. Business models will rise and fall at a tremendous speed. It will create huge opportunities—probably $19 trillion in economic value over the next decade, incremental above what we’re seeing today. That’s the size of the US economy, plus some.
But it will also result in tremendous disruption. And this is where it’s so important — whether they’re countries or companies, regardless of their size — that you either disrupt or you get disrupted. Probably 40 percent of enterprise customers around the world will not exist in a meaningful way ten years from now. When I said that two and three years ago, my CEO counterparts said, “Hey, John, you called the other transitions right, but I think that’s way too aggressive.” I think now most CEOs would agree. If they don’t change, they get left behind.
When many people think about this, you want to think about the intelligence of an architecture, where you can get access to any data, any point and time you want. It’s simple to describe, but it really means you’re dealing with intelligent networks — a next generation of the Internet, if you will. But connecting 500 billion devices doesn’t get the job done. It’s the process change behind it. So you’ve got technologies like cloud or mobility and cybersecurity and the Internet of Things that are very important. That’s actually the easy part.
The hard part is how do you change your organization structure? How do you change your culture to be able to think in terms of outcomes for your customers? It’s all about speed of innovation and changing the way you do business. The majority of companies will be digital within five years, yet the majority of their digital efforts will fail, which speaks to what a CEO has to do differently.
She or he has to think much more outside the box. They have to reinvent themselves. They have to reinvent their company. Not stay doing the right thing too long, if you will. … [that’s what gets so many of us trouble, because we’re trained to get a 3 to 5 percent increase in productivity. To just crank it: do a little bit better each year; cut expenses a little bit; grow the top line. This is about exponential change.] … That’s what got companies in trouble in the past. But the rate of change then was much slower. Today, you’re talking about digitization being an integral part of the fabric of a company’s business strategy or the way it interfaces its supply chain with its customers. Not enabled by technology — technology will become the company.
Focus more horizontally on how things work together as opposed to silos. If all you do is have a bunch of silos in your company that don’t really talk to each other, you’re going to get displaced by, perhaps, a small company that has just a CEO and a CIO and has $1 billion in sales.
… We changed probably 40 percent of our top leadership over the last two years. That’s not something I’m terribly proud of, but it’s something that we had to do so that we disrupt as opposed to be disrupted. So, when I talk about, in theory, what CEOs need to do, this is what we did ourselves.
The sources of innovation have to move from being something you do on the fringe to something you have to do mainline. …
Companies fail to understand the implications of how quickly this technology will transform their business. And they underestimate what it really means to their economic growth or that of their competitors.
Source: McKinsey Publishing