Unique business perspectives to inspire you



In other words, Big Data is turning into deep knowledge. A revolution is occurring in neuroscience, where scientists are working on understanding the human brain’s way of computing and processing information. This knowledge could be applied to technology, making the artificial intelligence in the movie Her a true possibility. Roughly 68 percent of the dark matter in the universe that scientists can’t see, is now capable of being analyzed, according to NASA—a literal expansion of our horizons. On a more personal level, technology brands are now tackling health challenges with data. A new app called Glow provides eager couples with fertility forecasts—and 23andme allows consumers to peek into the mysteries held by their DNA. In genealogy, websites are powerful enough to support the creation of a world family tree. This inspired the writer A.J. Jacobs to try and host the largest-ever family reunion next year. While observers like Edward Snowden (at SXSW recently) fear a loss of privacy with this plethora of data, we’re excited to see what new worlds will be opened up next by growing connections and search-ability.


    In a personalized space like mobile, apps that tap our deepest behavioral drivers will have an edge at winning our hearts—and dollars. Banking apps like GoBank and Simple are snatching up college grad accounts with slick interfaces and tools like “Fortune Teller” to make budgeting fun. Meanwhile established players like Citi are catching up to allow balance and transaction checks without needing to log in. In retail, Home Depot’s apps are creating greater engagement by helping customers learn about products, while Banana Republic is partnering with a body-scanning app to transform your phone into a personal shopper. And what about apps for the most personal experience of all, dating? Tinder is revolutionizing the singles scene—including among Olympians—by eliminating the risk of rejection and speeding up potential matches by gamifying date-selection. Its success has even spawned an app for use in recruitment, which can radically speed up referrals and potentially alter how people get hired. Much more than mere brand extensions, apps are already re-shaping our lives.


      2014 is the year of robotics. Google bought humanoid robot-maker Boston Dynamics (and Nest) and Amazon promises drone deliveries. They compete with myriad startup inventors. iRobot, the creator of Roomba—which saw its shares rise a whopping 85 percent last year—added a robotic mop to its line. A new window-cleaning Winbot robot also debuted, and a drinks robot named Monsieur is now available to help busy hosts greet guests with libations. Not only can Robots make our home lives easier, they may save lives. A DARPA-run contest challenged inventors to make robots to save mankind from disasters. Lest anyone be nervous about the new Iron-man prototypes of robots we often see, a crop of cuter robots is emerging, even including some of the drones that were an “it” gift for Christmas 2013. Retailers and robots are together for the long-term. We’re looking forward to the day a robot can be a man’s best friend to walk our original best friend, the dog.


        The computer keyboard is, by all counts, awkward, inefficient and confusing. Designed in the late 1800’s to avoid typewriter jams, the QWERTY layout—named for the top left keys—slows texting to a rate of 14 to 31 words per minute, while the average speaking rate is about 120 wpm. Countless other dinosaurs are ripe for reinvention, and brands are taking notice. Nest is a company that reimagines “unloved” home products. The brand’s smoke detector uses beautiful design and innovative functionality to build users’ affinity and connection with the device—to increase use, and ultimately, safety. The banking sector, known for embracing technology to constantly reduce costs, is finally rethinking the ATM. Bank of America just launched an interactive super-ATM featuring video-chat, integrating the services of both an ATM and an in-person bank teller. Coin is bringing credit cards into the 21st century, with a single device that replaces all other cards—and syncs with iPhones. The future awaits—which outmoded products will be reinvented next?


          Solar is not expensive, although many believe it to be. Similarly, China’s labor population is actually shrinking, not growing, and U.S. carbon dioxide emissions are on the decline, not the rise. These facts—and seven other stealth economic trends—highlight a lesson for brands: perceptions can exhibit a slow resistance to change, even when they are no longer correct. The NFL is trying to reach women. Yet, they kicked off an ad campaign last year featuring Condoleeza Rice in a Cleveland Browns jersey. The NFL based its campaign on the outdated perception of women as shoppers—instead of true fans who value game-time experiences. In a different way, Coca-Cola is working to move away from outdated perceptions of its brand. As its global brand value lags behind tech giants Apple and Google, the soft-drink maker is investing in clean drinking water. It is also rolling out water and internet kiosks, globally, that are dubbed “downtown in a box” in developing countries. With change being one of the true constants in life, which brands will always know what’s really going on?

            ROCKING THE BOAT

            With ever-advancing digital technologies, there are huge opportunities for small players and bold behemoths like Apple to become agents of creative destruction in any given sector. Take AirBnB and Lyft, stars of the sharing economy, which are empowering individuals to disrupt the car rental, taxi and hospitality industries. Traditional, “too big to fail” consumer banking is also ripe for change. Ex-Citi CEO Vikram Pandit recently joined other Wall Street execs in putting his bets on peer-to-peer lending, investing $100 million in a grad student loan startup. Even beyond tech, complacent brands beware. In the staid yogurt category, Chobani is usurping longstanding leaders for total domination even if consumers aren’t ready for it. The challenge for brands seems to be how to stay ahead without throwing spaghetti at the wall like Samsung? Nokia’s rapid fall reminds us that brands are not as resilient as they once were in today’s period of hyper change. Rather than getting too comfortable or fearing risk, companies who see disruptions as opportunities stand not just to survive, but to thrive.


              MAKING MEMORIES

              Scientists at MIT recently brought us into the future of movies like “Eternal Sunshine of the Spotless Mind” by emotionally tweaking the memory of a mouse. Specifically, they figured out a way to attach positive and negative feelings to neutral memories. This science fiction-like news raises exciting possibilities for brands. For decades advertisers have used the power of nostalgia and memories to influence decision-making. Recall Don Draper of “Mad Men” and his now classic pitch that rendered Kodak executives speechless by connecting the ache of memory to a product. Today brands from Nordstrom to Netflix are using our digital footprints to read our behaviors, eliciting mixed reactions from customers. Could a day come when customers actually want to opt in to brands reading our brains? Consider a fitness chain cueing us to work out more regularly based on experiences we’ve enjoyed before, or a clothing store knowing exactly what we want upon entering their doors. When that future comes, which brands will be ready to know their customers’ deepest desires?


                ORDERING CHAOS

                Data used to mean numbers, but these days it is increasingly unstructured, text-heavy and difficult to organize—think social media pages and video content. What to do with all this information? Brands that have made heavier upfront big data investments are seeing better ROI, generating algorithm-driven insights predicting which products will win or fail, improving marketing strategies, and driving cost reductions. Some are even taking advantage of big data to inform person-to-person interactions. Amazon is winning customers over with warmer service. Google’s people operations department is using unstructured data intelligence to influence decisions in leadership, management, hiring and teamwork. How useful data is, for companies and citizens alike, ultimately depends on how easy it is to understand, fueling a whole new field of data visualization. Like this snarky, but beautifully re-designed NSA PRISM PowerPointthis much is clear: simplicity reigns.

                  PRINTING FILL-IN-THE-BLANK

                  The notion of “fast food” is about to reach a whole new level. As Stephen Colbert recently reported, NASA is funding the creation of a 3D printer capable of printing pizza—for astronauts on extra long missions—using cartridges filled with carbohydrate and protein powders in lieu of ink. Technically known as additive-layer manufacturing, 3D printing works by building up layer upon layer of material to make solid objects. In design and manufacturing, the nascent technology is already making waves with the world’s first ready-to-wear item, a threadless bikini, and GE’s mass production—or rather, mass printing—of jet engine parts. Many observers believe the process is too complex and expensive to run for most products, but Staples has plans to introduce the first consumer 3D printing service in-store, and 3D printers for the home may hit the market for just $347. With the tipping point for widespread accessibility closer than we think, what will innovative brands—and consumers—dream up next?

                    GROWING UP TOUCHSCREEN

                    With Google Glass available this fall, we may see the world through Google’s eyes right out of the crib. Sound scary? A recent Atlantic article investigates technology’s impact on toddlers’ brains, weighing concerns about creating zombies against ensuring children don’t fall behind their peers. Being a digital native does not necessarily mean being passive, though. Take 17–year–old Nick D’Aloisio, who started playing with his first Macbook at age 9 and created Summly at 15 out of frustration studying for a history exam. Rather than question technology’s impact, we may need to help children sharpen their problem-solving skills and ability to innovate. For brands, these inevitable changes are blowing open doors of opportunity to interact with children at even younger ages. But the bar is high. Those brands that create numbing, boring experiences will be tossed aside, challenging brands to up their creativity through ever more engaging sites, apps and other online media.

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