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<p>Preface ix</p> <p>Acknowledgments xxi</p> <p><b>Part I The Convergence of Technology Production and Consumption</b></p> <p>Chapter 1 The New Monday Morning Quarterback 3</p> <p>Case Study: UPS—That’s Technology “Amore” 15</p> <p>Chapter 2 The “Industrialization” of Technology 25</p> <p>Case Study: HP—The Quest for a “10 Out of 10” Supply Chain 32</p> <p>Chapter 3 From Amazon to Zipcar: No Industry Untouched 39</p> <p>Case Study: Roosevelt—Innovation Island 49</p> <p>Chapter 4 Australia to Zanzibar: No Country for Old Products 57</p> <p>Case Study: Estonia’s “Tiigrihüpe”—Tiger Leap 66</p> <p>Chapter 5 Convergence, Crossover, and Beyond 71</p> <p>Guest Columns: Crossover Executive Perspectives 84</p> <p>Perspective 1: Tony Scott (CIO, Microsoft) 84</p> <p>Perspective 2: Vijay Ravindran (Chief Digital Officer, The Washington Post Co.) 86</p> <p><b>Part II Key Attributes for the New Technology Elite: Three Es, Three Ms, Three Ps, and Three Ss</b></p> <p>Chapter 6 Elegant: In a World of Flashing 12s 93</p> <p>Case Study: Virgin America—Redefining Elegance in Flying 103</p> <p>Chapter 7 Exponential: Leveraging Ecosystems 111</p> <p>Case Study: RIM’s Evolving Ecosystem 119</p> <p>Chapter 8 Efficient: Amid Massive Technology Waste 123</p> <p>Case Study: Facebook’s Hyperefficient Data Center 133</p> <p>Chapter 9 Mobile: If It’s Tuesday, It Must Be Xiamen 139</p> <p>Case Study: The Boeing 787 and HCL Technologies 149</p> <p>Chapter 10 Maverick: No Rules. Just Right. 155</p> <p>Case Study: Apple—A Thousand “Nos” and Ten Gutsy “Yeses” 163</p> <p>Chapter 11 Malleable: Business Model Innovation 173</p> <p>Case Study: Valence Health 186</p> <p>Chapter 12 Physical: Why Test Driving is Still Important Even in a Digital World 193</p> <p>Case Study: Taubman Shopping Centers 205</p> <p>Chapter 13 Paranoid: But Not Paralyzed 211</p> <p>Case Study: Wireless Aerial Surveillance Platform 220</p> <p>Chapter 14 Pragmatic: When Attorneys Influence Technology Even More than Engineers 225</p> <p>Guest Column: Legal Considerations in Technology Product Launches—Benjamin Kern 233</p> <p>Chapter 15 Speedy: In a New Era of Perishability 241</p> <p>Case Study: Corning—The Gorilla^®Glass Rocket Ride 248</p> <p>Chapter 16 Social: Amid Chatty Humans and Things 255</p> <p>Case Study: Lexmark Genesis—A Printer for Our Social Times 265</p> <p>Chapter 17 Sustainable: Mining the Green Gold 271</p> <p>Case Study: Google’s Green Initiatives 282</p> <p><b>Part III Outside Influences on the Technology Elite</b></p> <p>Chapter 18 Making Regulators More Tech-Elite 291</p> <p>Case Study: 3M’s “Periodic Table” 299</p> <p>Chapter 19 Society’s Changing View of Technology 305</p> <p>Guest Column: Smart Products Consumers Can Trust—Professor Mary Cronin 313</p> <p>Chapter 20 Market Analysts Morphing 317</p> <p>Case Study: Amazon 2010 Shareholder Letter 323</p> <p>Endgame: “Welcome to the NFL” 327</p> <p>Notes 333</p> <p>About the Author 367</p> <p>Index 369</p>

<p><b>VINNIE MIRCHANDANI</b> has been called "The King of Wow" for his keen eye for technology-enabled innovation. His blog, <i>New Florence. New Renaissance,</i> has cataloged 2,500 posts of innovative products, projects, and people in work, life, and play. His last book, <i>The New Polymath</i> (Wiley), was widely praised as an "innovation firehose." He is President of Deal Architect, a technology advisory firm. In prior roles, he was an analyst at Gartner, Inc., a leading technology research firm, and a global consultant at PwC, the advisory firm. He has keynoted at many business and technology conferences and has been quoted in the <i>Wall Street Journal,</i> <i>Bloomberg</i> <i>Businessweek, Financial Times,</i> and other executive and technology publications.

<p>Their zip codes are far from Silicon Valley. Their industry codes show retail, automobile, or banking. But industry after industry is waking up to the opportunity of "smart" products and services for their increasingly tech-savvy customers. Traditionally technology buyers, they are learning to embed technology in their products and become technology vendors. <p>Meanwhile in Silicon Valley, you marvel at the challenge of rolling out 25 million Apple iPads in the first year of the product, 20 million users for Google+ in its first month of service, and the infrastructure to support over 750 million Facebook users. They are considered "consumer" tech but have better technology at a larger scale than most enterprises do in their data centers, retail stores, application ecosystems, global supply chains, and design shops. They are the new best practice leaders in many categories. <p><i>The New Technology Elite</i> describes these two powerful trends—the "consumerization of enterprise technology" and, in contrast, "the enterprising of consumer technology." These trends are revising the definition of who qualifies today as a technology elite. The seventeen case studies and four guest columns throughout the book bring out these elite attributes in detail. <p>It is no longer about being able to talk geeky terms like HTML5 or SQL Injection or cloud architectures. It is now about: <ul> <li>Product design elegance</li> <li>Physical presence in strategic retail locations</li> <li>Ecosystems of developers and thriving app stores</li> <li>Social savvy</li> <li>Paranoia in the world of hacker groups such as LulzSec and Anonymous</li> <li>Pragmatism in a world where attorneys are even more influential than engineers</li> <li>Being able to fly to Xiamen or Xanadu at a moment's notice</li> <li>And much more</li> </ul> <p>Designed for business practitioners, CEOs, CFOs, CIOs, technology vendors, venture capitalists, IT consultants, marketing executives, and policy-makers, <i>The New Technology Elite</i> provides the essential building blocks your company needs to go from 0 to 60 on the innovation gauge by emulating the secrets of the technology elite.

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