On May 6, Nvidia CEO Jensen Huang and ServiceNow CEO Bill McDermott joined CNBC’s “Power Lunch” to discuss the companies’ partnership. But something that Huang said about large-scale cloud service providers (i.e., hyperscalers) at the end of the interview stopped me in my tracks:
It’s not a data center that stores information. It’s a factory that produces intelligence. And these intelligence tokens could be reformulated into music, images, words, avatars, recommendations of music, movies, or, you know, supply chain optimization techniques.
What struck me wasn’t the claim about what data centers and AI could create—we’ve seen evidence of that already. It was the reframing of data centers from storage solutions to “intelligence factories.”
When leaders fail to lead, or even recognize that the business they’re in is different, even the best efforts at business transformation are doomed.
Because reframing is how Disruption begins.
Data Centers Are No Longer in the Data Business
Repositioning your company to serve a new job requires rethinking, redesigning, and rebuilding everything.
Consider the old adage that railroads failed because they thought they were in the railroad business. By defining themselves by their offering (railroad transportation) rather than the Jobs to be Done they solve (move people and cargo from A to B), railroads struggled to adapt as automobiles became common and infrastructure investments shifted from railroads to highways.
Data centers have similarly defined themselves by their offering (data storage). However, Huang’s reframing signals a critical shift in thinking about the Jobs that data centers solve: “provide intelligence when I need it” and “create X using this intelligence.”
Intelligence Factories Require a New Business Model
This shift—from providing infrastructure for storing data to producing intelligence, strategic analysis, and creative output—will impact business models dramatically.
Current pricing models based on power consumption or physical space will fail to capture the full value created. Capabilities mustexpand beyond building infrastructure to include machine learning and AI partnerships.
But Intelligence Factories are Just the Beginning
While Intelligence Factories will require data centers to rethink their business models and may even introduce a new basis of competition (a requirement for Disruption), they’re only a stepping-stone to something far more disruptive: Dream Factories.
While the term “Dream Factory” was coined to describe movie studios during Golden Era, the phrase is starting to be used to describe the next iteration of data centers and AI. Today’s AI is limited to existing data and machine learning capabilities, but we’re approaching the day when it can create wholly new music, images, words, avatars, recommendations, and optimization techniques.
This Is Happening to Your Business, Too
This progression will transform industries far beyond technology. Here’s what the evolution from data storage to Intelligence Factory to Dream Factory could look like for you:
- Healthcare: From storing medical records to diagnosing conditions to creating novel treatments
- Financial Services: From tracking transactions to predicting market movements to designing new financial instruments
- Manufacturing: From inventory management to process optimization to inventing new materials
- Retail: From cataloging products to personalizing recommendations to generating products that don’t yet exist
How to prepare for your Dream Factory Era
Ask yourself and your team these 3 questions:
- Is my company defining itself by what it produces today or by the evolving needs it serves?
- What is our industry’s version of the shift from data storage to dream factory?
- What happens to our competitive advantage if someone else creates our industry’s dream factory before we do?
If you’re serious about transformation, take a cue from the data centers: redefine what business you’re in—before someone else does.
After all, the key to success isn’t trying to stay a data center. It’s recognizing you’ve become an intelligence factory, and your long-term success depends on becoming a dream factory.
This reminds me of companies that integrated vertically. Take Nucor, the disruptive steel mini mill. As they got bigger and more profitable, they moved “Upstream” and now make more profitable sheet steel. At the same time, they moved “Downstream” and bought rebar fabricators, who were customers buying their steel. Now, startups developing products to replace rebar in concrete. Will Nucor jump into this business? I’d say it’s unlikely unless the new company (technology) gets traction.
Love this connection, Andrew! One of Clayton Christensen’s favorite examples of disruption! Nucor is certainly a great example in that they started in the low end of the market, making low-quality and low-profit products like rebar that the integrated mills were happy to let them do, and then slowly worked their way up to the high-quality, high-margin steel created by the integrated mills. It’s a true testament to the fact that industry specifics may change (steel vs AI), but industry dynamics and the humans behind them don’t