What We Do

Vitel empowers organizations to create and sell innovation.  With our cloud-based platform and services, organizations can now deliver sophisticated products and complex services that come with the smarts to guide customers to use them.  Vitel provides the passport for organizations to join the wisdom economy.  We shrink the time and effort it takes in learning to use new sophisticated products and complex services -- speeding their adaption and usage.

Vitel partnered with Microsoft, SherWeb, and Nerdio to create a cloud-based platform for developing intelligent digital advisors for guiding humans to use, maintain, and repair a wide variety of products (see Smart Home presentation) and services (See Higher Education presentation).  Organizations can also use this technology to support products and services for customers within their own organizations (see Energy Equipment Repair presentation and Project Budget presentation).  See this presentation for how we did it.  

These digital advisors can also incorporated into collaboration systems.  This provides a powerful way to capture the knowledge of experts and share that knowledge with other members of a team -- paving the way for becoming a learning organization.


Vitel assists organizations that want to ease into the wisdom economy by providing development services for building digital advisors.  We also build automated processes for capturing, preserving, and disseminating the human expertise that goes into the digital advisors.  

For organizations that want a more hands-on approach, Vitel provides training for building their own digital advisors and the processes for managing the human expertise of the digital advisors. 

Finally, Vitel provides change management consulting for organizations to join the wisdom economy.  We enable organizations to create sophisticated products and complex services that come with the smarts for guiding customers to use them. 


Why We Do It

Innovation of new products and services has steadily increased since the invention of the steam engine.  However, while our ability to innovate is accelerating, the adaption, or the diffusion, of our innovations is limited by our ability to learn how to use them.  In fact, our limited ability to learn how to use these new innovations is the reason for the delay in adapting them.  The problem is that we still rely on old methods -- education, training, and informal learning -- to learn how to adapt and use these new innovations.  Even newer forms of technology-enhanced learning, such as online instruction, still use many of the same old methods for teaching and learning -- only they are now delivered by computer.  As a result, only minor improvements have been realized for learning how to adapt and use new innovations. 

Starting in the mid-twentieth century, with the appearance of the first knowledge workers, organizations began employing more information technology to create more sophisticated products and complex services.  By the early twenty first century, this trend has been accelerated with the arrival of new artificial intelligence (AI) technologies that power new products and services.  Notable examples covered in the press include driverless cars, automated loan approvals, and pilotless drones.  However, as products and services become more sophisticated and complex, they demand more time and effort for customers to learn how they work, which delays their adaption and use.  That is because humans have to be able to understand how these new sophisticated products and complex services work before they can take responsibility for their actions.  And that is because only humans can assume responsibility for the consequences of using the products and services – machines cannot.

With Vitel’s products and services, organizations can accelerate the development of new products and services and speed their adaption and usage.

How We Do It

To solve the problem of delay in the adaption of innovation requires recognizing the nature of adaption.  The process of a society, industry, or organization adapting a new innovation is depicted with the “Diffusion of Innovation Theory,” first introduced by Everett Rogers in 1962.  His insight is that not everyone adapts a new innovation at the same time.  There are the very early adaptors, Rogers labels as “innovators,” who make up 2.5 % of the people who will eventually adapt the innovation.  They are followed by the next group that Rogers labels as “early adaptors,” who make up 13.5 % of the people who adapt the innovation.   They in turn are followed by the next group that Rogers labels as the “early majority,” who make up 34 % of the people who adapt the innovation.   And they are trailed by the next group that Rogers labels as the “late majority,” who make up another 34 % of the people who adapt.   Finally, Rogers labels the last to adapt as “laggards,” who make up the remaining 16% of the people who eventually adapt the innovation.

In Rogers’ theory, these categories of adaptors explain how the process of diffusion is realized by an organization, society, or planet.  Diffusion of an innovation begins with a small group of innovators (2.5%).  They influence a slightly larger group, the early adaptors (13.5%), to adapt the innovation.  Once these two relatively small groups have adapted an innovation (16%), it creates a tipping point as the rest of the potential adaptors follow suit and adapt the innovation. 

This process for the diffusion of innovation has been reported in countless areas of behavioral studies.  This means that the focus for the producers of products and services in the wisdom economy should not be to circumvent the diffusion of innovation process, but to shrink it.  This would create the opportunity for these producers to create new products and services and reduce the time it takes to create a market for them. 

 Intelligent digital advisors can shrink the diffusion of innovation process.  These intelligent digital advisors come with the product or service and advise new potential adaptors what it does, why to use it, how to use it, and when and where to use it.  Digital advisors jumpstart the innovators and early adaptors in the diffusion process and play their role with the followers in the process.  These digital advisors act as a human expert with the instincts of an instructor to guide users to the knowledge they seek for using a new product or service.  As a result of using a digital advisor, the diffusion of innovation process for a new product or service is greatly accelerated.

When and Where We Do It


Team with Vitel for delivering sophisticated products and complex services that come with the smarts to guide customers to use them.  We provide the passport for organizations to join the wisdom economy by shrinking the time and effort it takes customers to learn how new sophisticated products and complex services work and speed their adaption and usage.

Team with Vitel to get development services for building digital advisors.  We also build automated processes for capturing, preserving, and disseminating the human expertise that goes into the digital advisors. 

Team with Vitel to get training for building your organization’s own digital advisors and processes for managing the human expertise of the digital advisors. 

Team with Vitel for change management consulting for organizations to join the wisdom economy.  We enable organizations to create sophisticated products and complex services that come with the smarts for guiding customers to use them. 

This is your Projects Section closing paragraph. It's a great space to summarize the kind of work you do and invite your visitors to contact you to start working with you on a new project.

 

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1420 Rice Creek Rd NE
Minneapolis, Anoka County 55432
USA

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