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Jeanne Ross, MIT CISR | MIT CDOIQ 2019

Jeanne Ross, Principal Research Scientist at MIT CISR joins theCUBE hosts Dave Vellante (@dvellante) and Paul Gillin (@pgillin) live from MIT CDOIQ in Cambridge MA #theCUBE #MITCDOIQ #WomenInTech ‪@siliconangle‬ https://siliconangle.com/2019/08/05/b... Beating big tech at its own game: practical advice for running the digital race Challenging the contemporary notions of capitalistic economies, big tech has come under threat in recent months with politicians, including Democratic presidential candidate Elizabeth Warren, proposing to break up today’s giants of industry. While some think punishing a company for beating out the competition goes against the capitalistic ethos of the Western world, others are concerned about homogenization of the marketplace. In the past, companies mostly stayed within one industry, becoming leaders within their niche. Today’s tech giants set their sights higher, bypassing traditional industry divides to expand wherever they see opportunity. Rich in consumer data, tech is replicating a digitized business model across seemingly disparate verticals. Take the “big five” tech companies: Amazon started as a seller of online books. Now it sells just about anything, from groceries to dinnerware, original video content and a device to watch it on — not to mention Amazon Web Services Inc.’s cloud infrastructure portfolio and the programmable artificial assistant Alexa. Facebook and Apple are moving into finance, Google’s pushing enterprise infrastructure services and Microsoft has expanded into the gaming world. Can anything naturally inhibit this mass diversification? “We studied complexity at length, and complexity is a killer,” said Jeanne Ross (pictured), principal research scientist at the MIT Center for Information Systems Research. “Every company we’ve studied gets a little overanxious and becomes too complex, and they cannot run themselves effectively anymore.” Ross spoke with Dave Vellante and Paul Gillin, co-hosts of theCUBE, SiliconANGLE Media’s mobile livestreaming studio, during the MIT CDOIQ Symposium in Cambridge, Massachusetts. They discussed the process of digital transformation and practical ways in which companies can safeguard success in a digital future (see the full interview with transcript here). This week, theCUBE spotlights Jeanne Ross in its Women in Tech feature. Focusing on enterprise architecture Ross received her bachelor’s degree from the University of Illinois in 1974. That same year, the Massachusetts Institute of Technology founded the Sloan School Center for Information Systems Research, which Ross now leads. She has a master’s degree from The Wharton School and a doctorate in Management Information Systems from the University of Wisconsin at Milwaukee. After being awarded her doctorate, Ross moved to Massachusetts to join the academic team at Worcester Polytechnic Institute as an assistant professor. Five years later, she was invited to join the MIT Sloan School of Management as principal research scientist. This led to her current post as director of the MIT-CISR lab, which falls under the purview of the Sloan School. For the past two decades, Ross’s research has been focused on enterprise architecture. This is, she said, “the design of people, process and technology so things happen in the way they should happen when they should happen.” Digitized isn’t the same as digital In 2006, Ross co-authored “Enterprise Architecture as Strategy: Creating a Foundation for Business Execution.” The book gave companies prescient advice, encouraging agility and the creation of reliable, disciplined and predictable core processes. “What we didn’t know is that we were explaining digitization, which is very effective use of technology in your underlying process,” Ross said. Unfortunately, not many companies were able to act on the advice. “Today, when somebody says to me, ‘We’re going digital’ … they’re often actually saying they’re finally doing what we thought they should do in 2006,” Ross said. The issue is a confusion between the terms digital and digitization. Digitized doesn’t mean a company is digital, according to Ross. She describes a digitized company as one that has achieved operational excellence, but a digital company can maintain the rapid innovation pace that is required to stay on top of today’s marketplace. While becoming digitized is a good short-term fix, becoming a digital company that disrupts the marketplace to achieve dominance is the long-term requirement. Unfortunately, businesses that are only now starting to digitalize are behind the curve, according to Ross. “Digitization is a long journey,” she said. “[Companies] don’t have six to 10 years; they get this done now, or they’re in trouble.” ...