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Across my 35-years as a Social Scientist, technologist, evangelist, inventor, startup-tragic, researcher, and corporate executive, the two circles of a 1980s Venn diagram labelled ‘business’ and ‘technology’ have become one. We now live in the era of a socio-technological singularity. In this new world, where we are deeply reliant on machines, there are less code problems, and more people problems.

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The arrival of the world-wide-web in the late 1990s strapped a rocket on that trend – customers could now buy products and services anywhere in the world, people were now armed (using a mobile phone) with more information than your very best salesperson. Mastering technology became mandatory for any organisation in a world where we now had ebusiness, ecommerce, email, etax, and esports.

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In the 1980s and 1990s, big business ate small – survival mostly meant fending off the barbarians at the gate. Now fast business eats slow – although ‘slow’ and ‘big’ are easily conflated. It does not have to be that way.

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As a social scientist for ºÚÁÏÃÅ, it is my job to equip organisations with the tools and thinking that can accelerate them to become a modern digital businesses – seamlessly managing online to offline in a post-customer, more human-centric world. New capabilities around speed to market, comfort with technology being at the core, use of experience design, applying data for intelligence-driven decisions, plus a productivity-centric delivery mindset, are all mandatory.

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I am currently writing a book SuperProductive: startup to changeup to scaleup, where I make the case for starting that capability leap with better management, to promote resilience, invention and operational excellence. It threads together the last 2 decades of my work at ePredix, a successful Silicon Valley dot com; the turmoil of transforming from a book publisher to something relevant to 21^st century travellers (clue: you learn a lot from failure); then 7 ½ years leading technology and R&D at in Australia.

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Gifted the moniker ‘godfather of agile’ in Australasia by ºÚÁÏÃÅ' founder Roy Singham for the work done at Lonely Planet to build a diaspora of agile people making work better globally, I now also work within the community, which grew from Toyota’s methods of making workplaces healthy and productive.

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Outside of work I maintain a strong interest in the people who have not harvested the web’s benefits in the last two decades, through my work supporting the teams at charities like , and Australia’s .

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