Read The App Effect Today

Almost overnight, display devices and multi-touch have become the normal user experience. The biggest constant however are our personal apps. In this book we sketch out these major developments in technology and human information behavior. And, in particular, focus on their business impact.

Apps on display devices are “merely” the heart of the issue. What really matters is that this irresistible force works in tandem to create new information behavior that already has begun to profoundly impact organizations. The App Effect will leave a lasting mark on our interaction with products and services.

“We shape our tools and thereafter they shape us.” Never has this been more true than in the present mobile revolution, as Paul Hermelin, Vice-Chairman and CEO of the Capgemini Group, states in his foreword to The App Effect. The following 10 fundamental App Effects and attendant business implications are highlighted:
1. Surprise: trans-sectoral innovation as threat and opportunity
2. Immediacy: your responsiveness must speed up
3. Empowerment: Digital Subcultures flourish
4. Attack: Countercultures starting confrontations
5. Gadgets: software updates and disposal on the increase
6. Perceptualness: less text, more vivid images and movement
7. Addiction: the power of attractive persuasive technologies
8. Personalization: new digital behavior and misbehavior
9. Dependence: our omniscient display device is in charge
10. Overload: we crave better filters

Whether you are a business leader, IT-executive, practitioner or just interested in all this magical technology, we sincerely hope this book will inspire you to go on your personal exploration to determine The App Effect for you and your organization. Digitally empowerd counter- and sub-cultures of diverse nature must be accommodated with transparency and engagement. They must be taken on board in the shift to a new Digital Commons situation, where social is the new capital. In both business and society!

Fortissimo Model


The Fortissimo Model: Fast Forward, Fun Factor, Fancy Farming, Frantic Focus

VINT has translated these insights into an eight-legged strategy on the intersection of technology and liberal arts as reflected in the illustration below. This model indicates the balls that organizations need to keep juggling when engaging in Mobile Persuasion activities and innovation for display devices and apps. The denominators are clockwise as follows: Fast Forward (developing new business), Fun Factor (using game elements and humor), Fancy Farming (supporting existing business in an intelligent manner) and Frantic Focus (being intensely focused on new opportunities). Each of the arrows is followed by the activities that go hand in hand with these denominators. These are: building on market leadership (Fast Forward), optimally positioning business services (Fun Factor), keeping existing core business well fed (Fancy Farming), and spotting new, trendy opportunities (Frantic Focus) within the framework of the other FFs.

Fortissomo Model

The eight-legged app strategy Fortissimo Model

Eight legs, ten emphases and ten questions

The common English term for innovation focused on and via display devices and apps is Appification. Usually the following foursome are mentioned in the same breath, Socialization, Localization, Groupification and not least Gamification. Obvious categories that arise by extension are Monetization and Viralization. With an eye to the future in the context of Mobilization, we can add Ecosystemization and Transsectoralization. And in this manner, we have allowed for ten conceptual emphases in our eight-legged model for the management of mobile app development projects. We must consider everything within the light of proven base models such as the Five Forces and Value Chain of Michael Porte, the Blue Ocean Strategy aimed at sidelining competitors, and not forgetting Six Sigma. This last approach is derived from Motorola, the company that co-innovates under the Google umbrella on Android devices and apps nowadays.

Cross-sector ecosystem innovation, in particular, must eventually play a major role on mobile platforms. Worldwide, there are currently more than eighty national broadband agendas that are being set with the aim of laying down the foundation for sector-crossing societal and economic digital innovations. Naturally, mobility plays a huge role. Many organizations will not wait and will develop their own strategy for display devices and apps. The following ten burning questions are the current guideline for creating the strategy for development, deployment and support:

• Is your business/sector model ready for the future?
• For which digital behavior do you still not have an answer?
• Is a surprise attack by new market intruders possible?
• Do you see any profit in a mobile business strategy?
• What does you customer want to do with your information at different locations?
• Do you want traffic that is one-way, two-way, or the community way?
• How “social” is your app strategy?
• Which partner will strengthen your mobile approach?
• What happens if you hand over partial control to others?
• How do your apps get the attention you want?



The perfect storm, an economic and cultural tornado

The post-PC era is characterized by the app effect. First, the impact of mobile apps has affected the products and services of the hardware, software, and telecom sectors, and, apps have gained wide acceptance among the public and other industries. Communication, marketing, and digital business between individuals and organizations have increased globally. Data traffic for every conceivable configuration has intensified and become more personal. This is a trend we were already familiar with from the Internet. We have already experienced the app effect in recent years through the flood of mobile personal display devices.

Apps bring display devices to life

The apps that we select from an online store bring our display devices to life. They are fast and immediate. It is a considerable shift from the elaborate and time-consuming effort needed to install software on a PC. This new enjoyment is experienced primarily through the use of touch controls, display quality and sensors extending our own perception. Apps are integral to display devices just like the web and the PC. First came the desktop and then the laptop. The laptop is along for the ride in the post-PC era, integrating itself with all the new developments. Even the desktops that remain will work with apps and multi-touch. As will the touch tables and walls that are on the verge of introduction. Post-PC is, therefore, PC-plus, just as Microsoft correctly concluded. In fact, there will be a much more diverse gamut of devices and the controls will feel much more natural to use. These will harmonize with our senses and also with our higher faculties such as speech and movement. And, eventually, with our subtle body language and thought processes. As we go to press, experiments are being carried out to use a brain interface for our original “mobile” device, the car. Multi-touch is already a killer app. Research performed by Pixar Animation Studios and U.C. Berkeley show that multi-touch is twice as fast as using the mouse to click on menus and windows.

Exactly the bit that we want

The web effect became dominant in the PC era. We carried out small, practical tasks using the mouse and keyboard within comprehensive software application suites. We were able to share our work via email. Web 2.0 brought us communication and task domains, Salesforce, Facebook, Twitter, YouTube, LinkedIn, Google Docs, Microsoft Office 365, and so on. Contact between us became much more immediate. Apps providing practical functionality on mobile display devices intensify our experience and enthusiasm for the app experience. In no time at all, apps and their icons came to symbolize the freedom that we had always wanted with our multimedia toolbox. During the Web 2.0 phase of the PC era, our tools became more accessible, more personal, and increasingly delivered in real time. The web became that platform where all of today’s popular social applications were built. Mobile apps offer us the luxury of sharing a part of our rich digital universe by hitting a button at any time and place we choose. And we are continuously up to date about the state of the world thanks to the newspapers, our Twitter timeline, a SAP dashboard, and so on.


The evolution of the Web 2.0 platform into a combination of platform specific native apps and web apps can be considered a new dimension in All Purpose Programming (what’s in a name?). HTML5 is the standard-bearer of this movement and apps can be regarded as nano-platforms. In addition to HTML5, there are many more new, interlocking standards, such as CSS, SVG and WOFF. And these have led to a proposed name for the emerging platform, NEWT, for New Exciting Web Technologies.

The evolution of gadgets

The key to the social relevance of the app effect is the personal and social immediacy of mobile display devices, including new devices like Amazon’s Kindle Fire, new laptops such as Google’s Chromebook, and so on. A lot could be said about the device side of this evolution. In the PC era, we had a desktop or laptop with a mouse and keyboard. Now, in the post-PC era or PC-plus era, we have sophisticated mobile display devices equipped with touch controls and apps, regardless of whether they have keyboards. Remarkable as it may be, what this is really about is the evolution of gadgets consisting of hardware and software that satisfy human needs. At the core of this evolution are two trends that have always existed and have a huge socio-economic and societal impact on the future and therefore require special attention, regardless of the issues of the day.

Persuasive technologies and culture clashes

Let us begin with persuasive technologies. These persuade and tempt with tools, technology and media, and may consequently prove to be addictive. These go hand in hand with culture clashes. On the one hand, excessive persuasion (marketing, advertisements and peer pressure) will provoke reflection and opposition. On the other hand, persuasive technologies – particularly in the form of Internet gadgets – contribute to personal responsibility and decisiveness, by offering information at your fingertips. We can now directly participate in discussions, stand up for ourselves, and organize. The intensification and personalization traits of modern persuasive technologies also turn culture clashes into a common occurrence. And these certainly do not fall neatly within democratic and organizational boundaries. Persuasive technologies and culture clashes go in partnership and are both the result of multimedia-based, intelligent (or smart) “augmentation” of human behavior. These fast-moving and continuous developments can be seen as a perfect storm.


Toward the Digital Commons model

The “tornado” illustrates how persuasive technologies, characterized by hyper-marketing, and cultural clashes, characterized by hyper-competition, arise from the continuous development of media, gadgets and smart applications, and how these generally support human capabilities and appetites (augmentation). The basis for this continuous development lies in the powerplay between Science, Technology and Innovation.

The real question is: Which institutions, organizations and sectors are going to realize the Digital Commons model via the tornado of tools and technologies currently being nourished by hyper-marketing and hyper-competition? All sorts of entities, at all levels of government, business, groups, private enterprises and so on, will be built up and knocked down in the dynamics of this tornado, all according to their specific convictions concerning our society and economic structures. This is how we will advance, whether we can envision it or not. The status quo will continue to shift regardless.

The following picture illustrates the universal culture clash of our institutionalized Systems with the Countercultures they provoke and the Subcultures that exist. Today, the main ambition is to move the Digital Countercultures and Digital Subcultures from the existing System toward the new and palatable Digital Commons situation. Consider, for example, digital government, the Smart Grid, and e-Health. In the new digital or smart ideal, situations, processes must run like well-oiled wheels and interests must be managed without any damaging clashes. Chapters 2, 3 and 4 of this book discuss this dynamic from different perspectives.


Post-PC Empowerment 2005 > 2015
From “Smartphones” via Web + Mobile + Apps to Smart Web/App Ecosystems



App Effect Workshops (Dutch)

Data en locatie

8 maart: Sogeti, Diemen – aanmeldingsformulier
12 maart: Sogeti, Vianen – aanmeldingsformulier
13 maart: Van der Valk, Nootdorp – aanmeldingsformulier
14 maart: Kasteel Maurick, Vught – aanmeldingsformulier


12.30 ontvangst met broodje
13.00 start workshop
16.30 einde workshop

Deze workshops zijn een initiatief van VINT en de Sogeti-divisie Mobile Business Solutions, die gezamenlijk de begeleiding verzorgen.

Wat doen we daar?

Na een App-Effect-introductie vanuit VINT gaat een groep van maximaal 20 personen aan de slag.

Om de strategische plannen van organisaties voor applicaties (apps) op smartphones en tablets goed te laten aansluiten op de bedrijfsstrategie en daaraan gerelateerde doelstellingen heeft Sogeti de App-Strategie-workshop ontwikkeld. We brengen omstandigheden in kaart, ontwikkelen gezamenlijk scenario’s en concrete ideeën voor apps. Die worden getoetst aan de inzichten die het VINT-boek Het App‑Effect biedt.

De workshops geven inzicht in en creëert brede awareness voor app-opportunities. Het resultaat is een eerste aanzet tot invulling van een organisatiespecifieke app-strategie.

App-Effect-rapport 2012

Het bevindingenresultaat uit de vier landelijke App-Effect-workshops zal compleet met een lijst van deelnemers en organisaties vanuit VINT in rapportvorm worden teruggekoppeld aan alle deelnemers.

Vervolg – App Strategie voor uw situatie

Wilt u weten wat de impact op uw organisatie is? Wilt u een inhouse seminar, neem dan contact op met: Khalid Hafid 088-6606600 + nakies 2992, khalid.hafid@sogeti.nl.

Voor meer informatie: klik hier.

Video – What’s Appening


Watch video by Sogeti VINT related to The App Effect:

Video – Exploring the Post-PC Era


Watch video by Sogeti VINT related to The App Effect:


Michiel Boreel CTO Sogeti Group
Arnd Brugman Innovation Consultant Sogeti
Luciano Floridi Professor of Philosophy at the University of Hertfordshire
Hank Greely Director of the Center for Law and the Biosciences at Stanford University
Wim Hofland Mobile Consultant Sogeti
Chris Kelly Former Chief Privacy Officer Facebook
Peter Leyden CEO Next Agenda
Renoud Mouterde CTO Sogeti High Tech
Kia Nobre Director of the Oxford Centre for Human Brain Activity and Head of the Brain & Cognition Laboratory at the University of Oxford
Erik van Ommeren Director VINT USA
Arjan Postma Research Director FreedomLab Future Studies
Chris Riley Former Director of Strategy Apple Inc.
Jonathan Spalter Chairman Mobile Future
Amanda Spink Professor in Information Science at Loughborough University
Linda Stone former Strategist at Apple Computer and former Director Virtual Worlds Group/Social Computing Group at Microsoft Research

About VINT


About VINT

It is an arduous undertaking to attempt to keep up on all developments in the IT field. The state-of-the-art IT opportunities are often very far from the workings of the core business. Sources that provide a deeper understanding, a pragmatic approach, and potential uses for these developments are few and far between. VINT provides a meaningful interpretation of the connection between business processes and new developments in IT.

A balance is struck between factual description and intended utilization in every report drawn up by VINT for the investigations it carries out. VINT uses this approach to inspire organizations to consider and use new technology.

About Sogeti


About Sogeti

Sogeti is a leading provider of professional technology services, specializing in Application Management, Infrastructure Management, High-Tech Engineering and Testing. Working closely with its clients, Sogeti enables them to leverage technological innovation and achieve maximum results. Sogeti brings together more than 20 000 professionals in 15 countries and is present in over 200 locations in Europe, the US and India. Sogeti is a wholly-owned subsidiary of Cap Gemini S.A., listed on the Paris Stock Exchange.

The organization is simple, clear and stable; businesses are operated on an entrepreneurial basis, defining their own formula for business success, while line management ensures proper transfer of know-how and a solid sense of belonging. The whole approach builds on a strong emphasis on client satisfaction, enabling Sogeti to beat its competitors in many published industry rankings.

• Stands for the delivery of top quality IT services
• Is located close to its clients
• Has a strong bond with its clients and its employees – a people-centric organization
• Is flexible and entrepreneurial, and can therefore respond very quickly to client requests and changes in the market.

The team of experienced IT professionals works closely with clients to design, develop and deploy adaptable solutions that address the unique needs of a client’s business and industry. We deliver practical services, built on more than 40 years of global experience.

Sogeti operates in a decentralized and entrepreneurial way, while at the same time joining forces in an informal international network. In addition to its expertise in High Tech-Engineering and IT services, Sogeti is also the founder of ViNT (The Institute for the Analysis of New Technology), which looks at the implications and impact of emerging technologies in business and in our day-to-day life. Since its creation in 1994, ViNT has published a large number of books, translated into many languages and organized numerous events.


About the Authors


Jaap Bloem and Sander Duivestein are senior analysts at VINT.

Menno van Doorn is the Managing Director of VINT.

Andreas Sjöström is the Global Mobility Practice Director at Sogeti.
All four authors provide advice on a wide variety of IT issues, speak at conferences, and provide organizations with guidance on how to develop their mobile processes and media strategy in relation to technology goals and business objectives.



Click the hyperlinks to read more about the models.

The perfect storm, an economic and cultural tornado


Post-PC Empowerment 2005 > 2015: From “Smartphones” via Web + Mobile + Apps to Smart Web/App Ecosystems



The Fortissimo Model

Fortissomo Model