Photo of an old Nokia smartphone
Posted: Tue Dec 17, 2024 3:26 am
Smartphone even more important
Finally, I would like to touch on the role of the smartphone in and around the home. Because it has perhaps become even stronger than I could have imagined in 2011. Of course, streaming films and music from your smartphone to a smart speaker, TV or other device has become very normal for many people. The 'smart home' solutions for lighting, heating and curtains are also becoming increasingly common. And the smartphone is the 'hub' where all the settings for the smart home come together.
Something I also had no idea of almost ten years ago, is that your smartphone can also replace your house key and open and start your car. That you can pay with it at almost all stores, and that it has become a crucial instrument, especially in combination with a smartwatch. Like for sports and personal health. Steve Jobs was really right in that sense when he said: “ There's an app for that ”.
A lot was already possible in 2011
I said it at the beginning of this article: much of what I cambodia telegram data wrote in 2011 was already possible then. That was also the gist of some reactions. Manfred wrote that “for a few years now, technology is no longer the limiting factor”, but the “limiting factors today are: people […] and the organization”. Guido added : “It will probably take another 10 years before a real cultural shift has taken place towards the new way of working”.
This has certainly been true in recent years. Digital transformation is not primarily about technology, but much more about aspects such as digital skills, business models, organizational change and organizational culture. In many organizations, COVID-19 has accelerated this. After all, where many managers preferred to have their people in their line of sight, they have now learned that productivity does not necessarily suffer from remote working .
But we have also learned that personal well-being, engagement and culture are even more important than we might have thought. And that this requires very different things from organizations and managers with colleagues who work independently of time and place than when we used to all be in the office at half past eight.
Finally, I would like to touch on the role of the smartphone in and around the home. Because it has perhaps become even stronger than I could have imagined in 2011. Of course, streaming films and music from your smartphone to a smart speaker, TV or other device has become very normal for many people. The 'smart home' solutions for lighting, heating and curtains are also becoming increasingly common. And the smartphone is the 'hub' where all the settings for the smart home come together.
Something I also had no idea of almost ten years ago, is that your smartphone can also replace your house key and open and start your car. That you can pay with it at almost all stores, and that it has become a crucial instrument, especially in combination with a smartwatch. Like for sports and personal health. Steve Jobs was really right in that sense when he said: “ There's an app for that ”.
A lot was already possible in 2011
I said it at the beginning of this article: much of what I cambodia telegram data wrote in 2011 was already possible then. That was also the gist of some reactions. Manfred wrote that “for a few years now, technology is no longer the limiting factor”, but the “limiting factors today are: people […] and the organization”. Guido added : “It will probably take another 10 years before a real cultural shift has taken place towards the new way of working”.
This has certainly been true in recent years. Digital transformation is not primarily about technology, but much more about aspects such as digital skills, business models, organizational change and organizational culture. In many organizations, COVID-19 has accelerated this. After all, where many managers preferred to have their people in their line of sight, they have now learned that productivity does not necessarily suffer from remote working .
But we have also learned that personal well-being, engagement and culture are even more important than we might have thought. And that this requires very different things from organizations and managers with colleagues who work independently of time and place than when we used to all be in the office at half past eight.