Let me start with the thesis of the book. The industrial system as we know it has been morphing for some time. Now it may have reached an inflection point.

Ubiquitous connectivity (e.g. cell phones and PCs), digitization, convergence of technology and industry boundaries (e.g. consumer electronics, computing, communications), and the emergence of social networks have collectively put a turbo charge on this transformation. This transformation is affecting all industries.

The change is not just in new businesses such as Google or eBay. It affects, in a fundamental way, traditional industries such as logistics (UPS), insurance (Norwich Union), or shoes (Nike). The sources of value are rapidly shifting from products to personalized experiences; from dependence on a firm to a network of suppliers; and from firms deciding unilaterally what consumers can have and should expect to cocreating value with the active involvement of consumers (e.g. design your own shoes, design your own newspaper by sourcing content from multiple sources, or create your own music portfolio). Has this trend impacted the music and the newspaper industry? Obviously, it has.

This transformation will change the way firms create value. Further, this trend will accelerate.

If this trend is already transforming a wide variety of industries, it is prudent to ask: “How will it impact me and my work”. I suggest that we focus on the following questions:

a. How are these trends playing out in your industry? Obvious impact (e.g. advertising, music industry) or subtle but significant (e.g. insurance) or weak signals for now but accelerating (e.g. shoes)?

b. Is there an emerging consensus among your colleagues on how it will transform the way you work? The way you approach your customers?

c. How will it impact the work of CIO/CTO/HR professionals? How well prepared are you for the changes needed in the basic approach to the function and the new skills needed (e.g. global project teams, flexible and resilient business processes)?

d. Will the nature of relationships between the CEO, business unit managers, and CIO/HR change? Should it?

e. Do your colleagues see IT as strategic or do they still persist in believing IT does not matter?