If you thought digital disruption felt like a storm brewing around you, you just might be right.
“It equates to the Tornado Scale that I think unfortunately too many people are familiar with, but if you know, the Tornado Scale goes from 1 to 5 and gets worse as you go up. We’ve applied the same sort of scheme to measuring disruption. … We think Subscription Business Models are a Level 3 disruption. … and something like the Internet or smartphones might be a Level 5 disruption.”
Gartner Research Vice President David Yockelson, co-author of the Gartner Research special report “Willful Disruption – Scaling, Operating, Changing the Digital Game,” rejoins us as we continue our discussion on the benefits of digital disruption. This time out, we look at how to measure the impact of digital disruption on your organization and how you can devise the right digital disruption strategy.
THE CONVERSATION RUNDOWN
- 00:41 — Measuring the impact of digital disruption
- 05:25 — Devising a disruption strategy
THE CONVERSATION CONTINUES
- Part 1: Turn Digital Disruption to Your Advantage
- Part 3: Tech Providers’ Digital Disruption Strategy
MEET DAVID YOCKELSON
David Yockelson (Twitter: @YockelsonD) is a Research Vice President on the Tech Go-to-Market and Sales Strategies team in the Technology and Service Provider Research organization. He provides research and advisory services on go-to-market strategies for technology providers, particularly focusing on product marketing and strategy, corporate strategy and sales enablement. Additionally, as every organization takes on a tech persona, Mr. Yockelson helps these organizations navigate strategic product go-to-market challenges associated with their delivery of digital business solutions that necessarily leverage cloud, mobile, social, analytical and IoT technologies. Mr. Yockelson has 30 years of high-technology strategy, technical and product marketing and research experience. He was a Research Director and led technology research services at Meta Group (acquired by Gartner in 2005). He held technical and product marketing leadership roles at both startup and F500 organizations, including Prodigy Services, Qumu and IBM, providing thought leadership, positioning, competitive intelligence, sales enablement, channel marketing, pricing and influencer/analyst relations strategy. His technology history includes enterprise and video content management, IoT, mobility, API management, business process and case management. He has also held senior positions in technology M&A as well as corporate strategy, both within investment banking and high-technology firms.
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