An extra complexity factor comes from TAIC-SIMO™ business model. TAIC stands for Technology – Access – Interest – Channel and SIMO for Screen – Internet – Media – Operator. Just when you thought that future device and gadget business is all about inventing and applying new technologies or software development is all about code, agile and lean methods somebody disturbs your comfort zone by telling that the future is logarithmically miraculous. That’s what TAIC-SIMO is about.
Picture “TAIC-SIMO™ business model”, Juhani Risku 2012. Today´s media and ICT businesses has four dimensions: Screen & Internet & Media & Operator businesses SIMO or in other words TAIC Technology – Access – Interest – Channel (SIMO-TAIC™ model PDF). TAIC model equals with SIMO model (Screen – Internet – Media – Operator). If a company dominates all dimensions like Apple or Google they´ll survive. If a company has only one dimension under control like Nokia = Screen, Facebook or Linkedin = Access, Disney or CBS = Interest, Vodafone = Channel, they need to join or form a holistic joint venture to survive. We are going to see fumble actions towards TAIC-SIMO model arrangements (Samsung, IBM, Microsoft…). As an example if you place Nokia in the tetra vertexes and set the right pointer in place you have a company with –50 in Technology-Screen-OEM dimension. Apple has +50…+100 in all four dimensions.
- T = Technology = Screen = Gadget = [easy + pleasant] = [iconic instrument, UI, usability]
- A = Access = Internet oases = [access logic] = [data sort/filter engine, search provider + relevant search result, walled-garden-door-key]
- I = Interest = Media = [content, people, ideas, news, blogs, opinions, literature, music, films, media companies]
- C = Channel = [operators, cable/satellite companies] = [channel/medium/highway].
Combining T+I or S+M (Technology + Interest or Screen + Media) we get the Media Screen chart (below):
Chart Media Screen trends, winners and losers. Today’s screens start from small phones ending up to wide screen TVs. In the near future media screens scale from watchets and glasses to future libraries and future cities. Samsung has the widest portfolio of screens followed by Sony and Apple. Some of the big screen actors have a positive grip to the future. On the contrary, some former big actors have fallen (like Nokia, Blackberry and Motorola).
Today the leading companies in TAIC-SIMO business are Apple and Google, partly Amazon. Microsoft is trying to built its own TAIC-SIMO consortium through Nokia, Yammer, Skype, Office, Windows, Bing and Linkedin. Compared to Apple and Google, Microsoft has all respective components for a B-class system (despite Office, Skype and Linkedin). Verizon is the most potential TAIC-SIMO winner because of the 1) footprint through Vodafone acquire, 2) customer and media base through Yahoo.
People talk about “ecosystems” (which is not so good analogy) but better name for this pervasive business system could be Systemic Media-Technology business environment. Systemic means to include all (ALL) essential dimensions (vertexes) under ownership and governance of one company or consortium. Systemic also means imperative interdependence, impact and linkage to each vertex. In systemic approach you are the winner if all pointers of the sliders are close to +100. This makes all attempts to enter the complete model very difficult. Therefore we have seen HP struggling with Meego and CEO problems as well as Nokia struggling with Symbian, Windows Phone, CEO and CDO problems. When big corporations don’t know what to do, it is called leadership problem, which is normal in global TAIC-SIMO business – there is only a handfull of possible leaders. The first TAIC-SIMO leader was Steve Jobs, the second is Jeff Bezos, third is Brin-Page and there are only four free and available ones left. Mark Zuckerberg never came up to the business and Brin-Page is already falling (as seen on chart “Interest Machine evolution”). Notice that Apple, Google, Sony, old media corporations and telecom operators all need TAIC-SIMO level leaders but only four are competent and available! Companies who need TAIC leaders don’t even listen, understand, believe or care about the future. Lucky them.
TAIC-SIMO business model losers are all mobile carriers (operators) and the Old Media. Mobile carriers turn to plumbers and old media dies in all cases. The most interesting thing is that which ones of the operators and old media corporations start to build their own Systemic Media-Technology consortium. As a guestimate, Orange, Verizon and TeleNor are the active ones not to lose their businesses in front of “the plumbers”. As an example, News Co. and Sony are potential losers because teh giant News Co. loses both relatively and absolotely, and Sony has lost its product creation leadership since the Walkman. Apple seems to share Sony’s faith after Steve Jobs’s era: willpower and leadership left the Apple building.
Design + User Experience = InterestMachine™ + TAIC-SIMO™
Designers and UX professionals are wizards and rainmakers in creating Interest machines and concepting viable TAIC-SIMO models. The only requirement for them is that they join forces and start to be rather first movers than fast followers. Of course the complexity of the machine and TAIC-SIMO are way bigger than any Use Case and Task Flow ever. A totally new modus operandi and leadership model are needed to build 1-2 forerunners for new systemic solutions. It is hard to imagine that any engineer is able to envision and sketch such systems which represent more drama, beauty and meaning than technology and business. This is a well-timed possibility for designers to start to lead technology.
TAIC-SIMO™ applied to media, network manufacturers and network operators
TAIC-SIMO tetra model applied to network–operator/manufacturer–media-business’ (the Trio’s) positions. In the Trio’s fightback they join their forces and build a new format and access to the Internet, and they override today’s advertisement money hijackers. This requires abstraction shifts, startup culture, new leadership and rapid actions from the Trio. The tetra shows direct connections between edges (e.g. O–M collaboration), the tetra face (triangle) show a combined business area (e.g. M–O–J). The missing part of the tetra can be established on a new abstraction level (e.g. M–O–J Internet Access). This MOJ Access is a spin-off of a network–operator/manufacturer–media house consortium. The idea to establish an own Internet Access spin-off instead of acquiring an existing one is about creating a new actor in this business environment. This actor can disrupt the present business models and offer the users and consumers a combination of more interesting and fair services.