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FY14 1016 Code Halo Supplement A5 booklet V7 Lowres.pdf


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Mastery of Code Halos is the key to
outperformance
Leading companies that apply Code Halo
thinking form a trillion dollar club*
Code Halo
Company

2003 Value
(in Billions)

2013 Value
(in Billions)

Industrial
Model
Competitor

2003 Value
(in Billions)

2013 Value
(in Billions)

Amazon

$23.90

$180.20

Borders

$1.78

Bankrupt

Apple

$8.90

$515.40

Nokia

$87.50

$30.30

Facebook

Not yet
founded

$132.00

MySpace

$0.58

$0.04

Google

Private, four
years old

$355.20

Yahoo!

$29.60

$37.50

Pandora

Private,
three years
old

$6.00

HMV

$1.25

Bankrupt

Netflix

$1.5

$21.70

Blockbuster

$4.00

Bankrupt

Total

$34.30

$1,210.50

Total

$124.71

$67.84

What separates today’s high-flying
outliers—such as Apple, Google,
Amazon, Netflix and Pandora—from
fast-followers and wannabes? It’s
the ability to disrupt markets by
capturing customer insight and
market meaning from the flood of
data around us.
The data that accompanies people,
organizations and devices contains
a richness of potential business
meaning that far outstrips the

value of bricks, mortar and other
physical assets that have historically
powered market leadership.
The business model pioneered by
today’s top performing companies—and
which has toppled numerous marketleading incumbents—is transferable
to many other areas of commerce.
Put simply, we are on the cusp of a
new commercial era in which value
is derived more from information
than from physical assets.

“The impact of Code Halo thinking isn’t purely a born-digital
phenomena. Companies worldwide, across the industrial
landscape, are now embracing SMAC Stack technologies to
distill and apply meaning from Code Halo intersections. The time
to recode the enterprise is now.” Malcolm Frank, Executive Vice
President, Cognizant

A game-changing basis of competitive advantage

* “Code Halos: How the Digital Lives of People, Things, and Organizations are Changing the
Rules of Business,” by Malcolm Frank, Paul Roehrig and Ben Pring, published by John Wiley
& Sons. April 2014, http://www.wiley.com/WileyCDA/WileyTitle/productCd-1118862074.html.

No longer is business success based exclusively on size, scale and scope of factories
and steel, glass and cement of the industrial landscape. The traditional factors of
production, such as raw materials, labour and capital, no longer form the basis of
competitive advantage. While we have clearly been in the “information age” for
some time, we are entering a new phase in which information is no longer simply
a bolt-on to existing competitive assets but has become the competitive asset. We
are in the early days of an economy in which wisdom, insight and commercial value
all originate from how the data surrounding people, organizations, processes and
products interacts.