Mark Skilton    Copyright 2019  ©

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From research in the writing of the “Building the Digital Enterprise”  Books  - Palgrave macmillan , Author , Prof. Mark Skilton

  1. “Collected experience” is the transactions that are generated by the user activity on mobile devices. Most of this is just transactional tasks specific to the mobile device function (talk, search, photo, text, pay..) – NOT interacting with the place or context.  Contactless payments and wearable / AI alerts are only just emerging but have NO strong connectivity with the person identity+place+usability.
    There is also a large amount of “hidden” passive data collected by the location, cell network data and partner network interactions.    Users may be consciously “aware” of this but often are passive “interactees” with the plethora of mobile apps and content activity being transmitted back to cloud services. Most of this data maybe “ignored” or “sold on” to other uses. 
    The other 90% of “white space is the other activities in a typical 24 hour day of human activity (traveling, working, sleep, socialising, eating, learning, chores, nurturing etc) and in parallel simultaneously, there is the “virtual day” and machine and internet time activity that works behind-the-scenes and is multiplicity in nature (concurrently going on) and never sleeps (this means that filtering this “noise” is needed to better improve value of this smorgasbord of opportunities, distractors, and to counter attention challengers from competition and cannibalizers).

  2. Loyalty is generated through the “mix” of the physical space and virtual services found in the “Usability” of the service. “User cadence” (the rate of effort applied) is often limited by the static nature of the content and services

  3. Typically 20% of common living activities are lost opportunities for augmented mobile services.  Activating home appliances,  using office spaces more productively, interacting with rooms and building services (“subscribing to a building or a place”)..

  4. 30% of productivity is lost in wasted effort in planning the “present” activities , not utilizing the “past” same tasks to reduce effort; reduced effort in searching, finding, comparing, and provisioning, consuming, reducing waste, removing waste ..

  5. 40% lost opportunities to social intelligence and personalized service from poor human factors (ergonomic) design, lost “hand-off” design of broken UX and CJs (Customer Journey outcomes); 

  6. “There is huge potential in “making real” the “quantified self” and “quantified life” movement that is about the value over the “internet of things” used in the “life spaces”.  We are seeing unprecedented explosive traffic growth of usage data and social data on the internet that is mindboggling ushering in the “exascale era” and not too long zettabytes.  The fall out of this plethora of data is the current privacy issues but there is also a massive “digital land grab” going on  to automate and create value from data. This is from the “data aggregators” to specific vertical sector services that are potentially life enhancing, wealth creating, reducing emissions and increasing sustainability, through to exciting new frontiers of VR and  crowd sourced and co-created digital art and state-of-the-art entertainment to name some high profile examples.

  7. The ability to join up horizontal services is the “big nirvana” that disrupted industries (notably Fintech, retail, transport, utilities, media and several others less obvious with higher tactile and creative content including healthcare, electronics / engineering and lifestyles) are worried about that may “blow them out”. To explain, this involves exploring how health care, social and business networks – the “white space” around people cuts across industries and reduces them to “services”. There are digital business models that are now actively seeking to “own these (horizontal) spaces”; to disintermediate verticals and service suppliers like Telco's, utilities and amenities.  We explore many examples of companies seeking to “curate these spaces”.  Perhaps two extremes of this parallax is the “new economy” and the “sharing economy” players immerging today.    “new economy” are the Uber, Airbnb , Facebook, WeChat and others who are  “servicing” physical and data assets into business models that run over existing players.   Yet much of this “traffic” to drive their NPS is through telecoms…  
    The “Sharing economy” is the local-global phenomenon of being able to scale and cluster your business and consumer needed to potential many virtual touch points.  Again, many examples exist of digital startups scaling into new forms of sharing and innovative business models often using a blend of open data, derived data and  often old devices and sensor ideas used in new ways (Kickstarter and VCs, Angels are replete with examples.). Yet much of the network coverage and presence that make local-global work is only possible through telecoms…

  8. The possibilities to collect a wide range of personal activity data becomes a opportunity  and challenge to provide new forms of lifestyles , health and the wider economic and social impact. How this is collected and the ability to co-create the “performance” with persons and crowd is a fact of modern life. There are many instances of content and choreography enabled through digital platforming to deliver new experiences for customer retention, increase click through, sentiment and location based attribution improvements.

  9. The ability to travel+work in-transit and in cases not travel and telecommute is not a new idea but this creates the next generation of movement spaces enabled often by telecoms who are uniquely placed to follow their customers via mobility devices.   “The home goes with you”,  “from  home-to-office”, from “hotel to home-from-home” often fit well with cultural sensibilities to be able to virtually access your personal needs and positions and “home” remotely.

  10.  The battle for digital spaces will play out in the ownership of knowledge as the ubiquity of transactions and incremental subscriber models give way to add-value services on top of the products/content and service transactions augmented with new innovations in “experiential” technology such as VR/AR/AI. Two key ways to think of this is the “self-knowledge” that becomes possible (fitness trackers to expert insight on your lifechoices), to “wider knowledge” that enables consumers to “see further” into the current and range of possibilities. These may be through technologies we see in Virtual reality to augmented experiences, to embedded apps that drive “assistive services” such as software avatars to agents, smart surfaces and active signage (QR , ibeacons).   
    How knowledge is used is the insight and intelligence that creates meaning and context from that knowledge. This  creates further value enhancement opportunities for “generated data” found in aspects of “soft” AI described as weak AI  uses statistical analytics and number crunching to enable narrow but highly powerful focused “superhuman” insight and scenarios. Examples such as batch to real-time marketing to smart assistive services where days shrink to minutes have massive implications for dynamic data driven marketing and social influence.  Real-time ethnographic and psychological profiling have new potential when applied in ethical and assistive ways to further build truly personalized and equitable service experience. 
    Hard AI , is the mimicry of human thought and again several immerging examples in early stage development include natural language processing,  real-time translation to expert insight and advisory automation creating “superintelligence”.