Cascading impacts from the inability to communicate information & data

Gil Meyer – DuPont Director of Global Issues Management & Trend Analysis

Gil Meyer – DuPont Director of Global Issues Management & Trend Analysis

Forum Host Bill Raisch:  Gil, you’re charged with looking at global issues for DuPont.  The firm is active in a diversity of industries from agriculture to electronics and has a presence in over 90 countries.

What do you see as one of the most important disruptors facing global corporations, markets and/or wider society?

Gil Meyer:  Cybersecurity – Civil society and world economics rely on electronic systems in so many ways that a successful cyber-attack could seriously cripple our functioning. Few people seem to recognize how reliant we are on electronic systems and therefore how vulnerable our lifestyles are.

Bill Raisch:  What are the potential impacts of this disruptor?

Gil Meyer:  One example is that our ability to communicate information and data could collapse, which would undermine everything: emergency response, basic business transactions, all aspects of transportation, etc. The secondary and tertiary effects could be enormous.

Bill Raisch:  What strategies would you suggest to address this disruptor – to either mitigate negative impacts and/or to capitalize on potential opportunities?

Gil Meyer:  Society apparently assumes that the only way to operate the internet and other electronic systems is in a generally wide open fashion. That unchecked freedom is ideal for those who desire to disrupt. Eventually we will come to the realization that greater levels of control are needed. In all probability, that realization will only come after a major event.

Posted by Bill Raisch, Host – Global Disruptors Forum

Business Models

We welcome insights on disruptions in Business Models including but not limited to the following key areas:

  • Technology Jumps Across Industry Sectors
  • Low-Cost-Provider Expansions to Premium Markets
  • Novel Competition from Unexpected Sources
  • Game Changing Approaches to Established Production Processes
  • Your Customer as Competitor
  • Volatile Intellectual Property Regimes (Patents, Trademarks & Copyrights in play)
  • Counterfeiting Offensives
  • Potential Social Media Disintermediation
  • Surprise Alternatives to Existing Products