Extending the Horizon - the CXO Perspective<br />The Chair of Emerging Economies and Technologies<br />
Workshop Agenda & Objectives<br />We will explore how emerging technologies are opening up new horizons for organizations ...
Whatdoes a CXO perspective look like?<br />What do the numbers mean?<br />What is their mindset about business?<br />How d...
Benefit Statement <br /><ul><li>An opportunity to discuss and analyze the relevance of our arguments;
A snapshot of how emerging methodologies and technologies are significantly changing how organizations interact with their...
A visioning framework to understand how these technologies might be used effectively in your own organization,
Current examples of how of how organizations have used these technologies to generate new business opportunities,
An invitation from Oracle’s Insight Team to demonstrate how your organization can transform the data at hand into business...
The White Paper<br />How canyourorganizationsbetter use the data at hand?<br />Develop an understanding of how emerging te...
What is the basis of managerial perspective?<br />Egyptian<br />Occidental <br />“Managerial perspective is as important a...
Draw me a picture of yourorganization<br />FInance<br />Regional<br />Retail<br />Begin with the figures<br />Add the fram...
Big Data<br />Working with very large data sets to improve your understanding of customer behaviour, market trends, and pr...
Breaking down Big Data<br />How will Big Data impact both your IT strategy and execution?<br /><ul><li>Figures – how do th...
Frame –  does the data support our theories about business?
Horizon – what patterns of interaction lie hidden in the data?
Leadership – should leaders focus on the big picture?</li></ul>“Thought leadership plays a fundamental role in providing a...
Cognitive Sciences<br />The cognitive sciences study human nature to discover how managers make decisions;<br />Decisions ...
Capitalizingupon Cognitive Sciences<br />How can cognitive sciences impact both your IT strategy and execution?<br /><ul><...
Frame –  what are the hidden biases of management?
Horizon – can we influence  consumer behavior?
Leadership – to what extent do we have to listen to what people mean?</li></ul>“If making mistakes is a fundamental step i...
Crowdsourcing<br />The promise of crowdsourcing lies in the potential benefits from outsourcing organizational activities<...
Capitalizing on Crowdsourcing<br />How will crowdsourcing impact both your IT strategy and execution?<br /><ul><li>Figures...
Frame –  is strategy in the network?
Horizon –  is the customer the future of the enterprise
Leadership – to what extent is a effective leader and excellent follower?</li></ul>“Value isn’t in the data itself, but in...
Social Network Analysis<br />SNA aggregates data to represent, and analyze how groups interact <br />The value is in helpi...
Sounding out Social Networks<br />How will SNA impact both your IT strategy and execution?<br /><ul><li>Figures – do some ...
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Extending the Horizon

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  • Extending the Horizon

    1. 1. Extending the Horizon - the CXO Perspective<br />The Chair of Emerging Economies and Technologies<br />
    2. 2. Workshop Agenda & Objectives<br />We will explore how emerging technologies are opening up new horizons for organizations in Hungary and abroad<br />We will focus on concrete examples of how companies have used these technologies profitably in the finance, telecom, distribution and transportation sectors<br />Using a unique framework for developing CXO perspective, we will demonstrate how these technologies can be harnessed to improve your business today <br />
    3. 3. Whatdoes a CXO perspective look like?<br />What do the numbers mean?<br />What is their mindset about business?<br />How do they see the immediate future?<br />For this group what is the essence of leadership?<br />Crushed by the imperatives of here and now, <br />many managers have lost their ability to learn from the past and to project reasonable courses of action for the future.<br />
    4. 4. Benefit Statement <br /><ul><li>An opportunity to discuss and analyze the relevance of our arguments;
    5. 5. A snapshot of how emerging methodologies and technologies are significantly changing how organizations interact with their customers;
    6. 6. A visioning framework to understand how these technologies might be used effectively in your own organization,
    7. 7. Current examples of how of how organizations have used these technologies to generate new business opportunities,
    8. 8. An invitation from Oracle’s Insight Team to demonstrate how your organization can transform the data at hand into business success. </li></ul>“The sheer quantity of data available now tests our ability to understand it.”<br />Prof. Lee SCHLENKER<br />
    9. 9. The White Paper<br />How canyourorganizationsbetter use the data at hand?<br />Develop an understanding of how emerging technologies can influence CXO perspective<br />Explore the foundations of a number of trends frombig data to the cognitive sciences<br />Anchor the arguments in case testimonyfrom a widevariety of industries and markets<br />
    10. 10. What is the basis of managerial perspective?<br />Egyptian<br />Occidental <br />“Managerial perspective is as important as the data itself, for it provides the visions that condition managerial thought.”<br />Oriental <br />Prof. Lee SCHLENKER<br />
    11. 11. Draw me a picture of yourorganization<br />FInance<br />Regional<br />Retail<br />Begin with the figures<br />Add the frame<br />Indicate the horizon<br />Illustrate the role of leadership<br />539 463 HUF Revenues<br />117 930 HUF Net Income<br />1,44% Dividend Yield<br />8 257 Employees<br />Crushed by the imperatives of here and now, <br />many managers have lost their ability to learn from the past and to project reasonable courses of action for the future.<br />
    12. 12. Big Data<br />Working with very large data sets to improve your understanding of customer behaviour, market trends, and product and service innovation.<br />Customers are generating endless streams of personal data from their cell phones, laptops, websites and other digital devices.<br />We offer examples in retail, health care, manufacturing, information services<br />Benefits include a better understanding of the impact of pricing strategies, advertising campaigns, management of the supply chain<br />“Big Data has given birth to a new kind of knowledge infrastructure<br /> that is both global and anchored in context and experience”<br />
    13. 13. Breaking down Big Data<br />How will Big Data impact both your IT strategy and execution?<br /><ul><li>Figures – how do the numbers fit together?
    14. 14. Frame – does the data support our theories about business?
    15. 15. Horizon – what patterns of interaction lie hidden in the data?
    16. 16. Leadership – should leaders focus on the big picture?</li></ul>“Thought leadership plays a fundamental role in providing a bridge between the data and our audience.”<br />
    17. 17. Cognitive Sciences<br />The cognitive sciences study human nature to discover how managers make decisions;<br />Decisions are less a consequence of observable data than of how the potential alternatives are framed<br />We offer examples in health care, finance, economics, and managerial decision making<br />Effective leadership requires less attention to slicing and dicing the data than focusing on how customers use the data to take decisions<br />“Human decision making is as much emotional as rational, effective leaders today are those who best understand their customers’ state of mind”<br />
    18. 18. Capitalizingupon Cognitive Sciences<br />How can cognitive sciences impact both your IT strategy and execution?<br /><ul><li>Figures – how do managers react to the numbers?
    19. 19. Frame – what are the hidden biases of management?
    20. 20. Horizon – can we influence consumer behavior?
    21. 21. Leadership – to what extent do we have to listen to what people mean?</li></ul>“If making mistakes is a fundamental step in innovation, should information technology push us to explore the basis of our errors?”<br />
    22. 22. Crowdsourcing<br />The promise of crowdsourcing lies in the potential benefits from outsourcing organizational activities<br />A diverse collection of independently-deciding individuals is likely to make certain decisions better than the experts<br />We offer ex amples from Proctor & Gamble, Lego, Innocentive, City government<br />Benefits include enhancing deepen managerial idea generation, concept validation, marketing, and product development. <br />The effectiveness of organisations is dependent more on the quality of relationships than the number of individuals.<br />
    23. 23. Capitalizing on Crowdsourcing<br />How will crowdsourcing impact both your IT strategy and execution?<br /><ul><li>Figures – how important is the wisdom of the crowds?
    24. 24. Frame – is strategy in the network?
    25. 25. Horizon – is the customer the future of the enterprise
    26. 26. Leadership – to what extent is a effective leader and excellent follower?</li></ul>“Value isn’t in the data itself, but in the ability of managers to develop perspectives that will drive business performance.”<br />
    27. 27. Social Network Analysis<br />SNA aggregates data to represent, and analyze how groups interact <br />The value is in helping managers navigate more effectively through increasingly complex and fragmented markets<br />We provide examples of project management, innovation, networked organizations<br />Benefits include promotion of the community, better integration of isolated members, a stronger group focus on strategic topics<br />“Social Network Analysis can play a critical role in helping people navigate through increasingly complex and fragmented markets”<br />
    28. 28. Sounding out Social Networks<br />How will SNA impact both your IT strategy and execution?<br /><ul><li>Figures – do some numbers count more than others?
    29. 29. Frame – how do ideas spread across a market?
    30. 30. Horizon – is there such a thing as incremental change?
    31. 31. Leadership – why do people « flock together »?</li></ul>Certain managers prefer looking at the numbers, even if it means they miss the horizon completely<br />
    32. 32. Augmented Reality<br />AR enhances our understanding of the world around us.<br />AR can provide levers to push engagement, innovation, and passion to a new level of experience.<br />We provide examples in knowledge management, education, design, marketing and sales. <br />AR encourages managers to focus on context and experience of the organisation<br />“Social Network Analysis can play a critical role in helping people navigate through increasingly complex and fragmented markets”<br />
    33. 33. Assessing Augmented Reality<br />How will AR impact both your IT strategy and execution?<br /><ul><li>Figures – are some of the numbers missing?
    34. 34. Frame – can technology provide a disruptive frame?
    35. 35. Horizon – can AR help managers see what others don’t see?
    36. 36. Leadership – can AR enrich the story you have to tell?</li></ul>“Augmented Reality AR can play a vital role in helping managers see beyond their dashboards and KPIs. “<br />
    37. 37. A CXO perspective<br /> Based on your experience, what challenges have you seen in management using the data to prepare for future business success?<br /> To what extent does organizational data reflect the facts needed for management to take pertinent decisions? <br />·In your opinion, can emerging technologies significantly improve managerial decision making?<br />·What role will leadership need to play to encourage management to use the data differently?<br />Erzsébet Antal<br />Partner at Budapest Consulting<br />
    38. 38. Case Testimony - Telecom<br />Giffgaff - gaelic for mutual giving reflected in their manifesto<br />Social CRM : member gets member, eVouchers, goodybags<br />Customer service is member driven<br />Giffgaff labs – crowdsourcing product testing<br />Payback for miles, cash or charities<br />Prof. Lee SCHLENKER<br />
    39. 39. Case Testimony - Banking<br /><ul><li>On line peer to peerbankingtargeting « freeformers »</li></ul>Risk categories according to their credit rating - lenders can decide the balance of risk against the return they require<br />Lenders can expect 20-30% higher returns than through traditional savings accounts<br />Actual defaults have been only 0.1% of total loans<br />Prof. Lee SCHLENKER<br />
    40. 40. Case Testimony - Transportation<br />KLM has sought to differentiate itself by offering a superior customer experience<br />Strategy of “Circle of Contacts” to make its customer relationships as intimate as possible<br />Facebook + Twitter = KLM Surprises and Fly2Miami<br />Staff of 16, 230 000+ fans, wide press coverage<br />Prof. Lee SCHLENKER<br />
    41. 41. Mobility and Big Data - Retail<br />How can retailers to capitalize on consumers’ use of mobile devices?” <br />Mobile payments for 2010 were close to $100 billion should reach $200 billion in 2011<br /> Innovative practices at Carrefour, Gaumont, Castorama<br />Fast fashion retailer Wet Seal has built a technology platform to react to market trends in three weeks<br />Prof. Lee SCHLENKER<br />
    42. 42. The CXO Perspective– The Figures<br /><ul><li>How well do the figures represent the reality of your company?
    43. 43. How well do they fit together?
    44. 44. In what sense do the figures represent a call to action?
    45. 45. Which emerging technologies might improve the impact of the figures?
    46. 46. What are the next steps?</li></ul>Finance<br />Regional<br />Retail<br />539 463 HUF Revenues<br />117 930 HUF Net Income<br />1,44% Dividend Yield<br />8 257 Employees<br />
    47. 47. The CXO Perspective– The Figures<br /><ul><li>How well do the figures represent the reality of your company?
    48. 48. How well do they fit together?
    49. 49. In what sense do the figures represent a call to action?
    50. 50. Which emerging technologies might improve the impact of the figures?
    51. 51. What are the next steps?</li></ul>Finance<br />Regional<br />Retail<br />539 463 HUF Revenues<br />117 930 HUF Net Income<br />1,44% Dividend Yield<br />8 257 Employees<br />
    52. 52. The CXO Perspective – The Frame<br /> d<br />Finance<br />Regional<br />Retail<br /><ul><li>What are the historic “truths “ of the market
    53. 53. How doesyourorganizationmake money?
    54. 54. What is your organization’s unique selling position?
    55. 55. What new threats will force us to refocus our approach to the market?</li></ul>539 463 HUF Revenues<br />117 930 HUF Net Income<br />1,44% Dividend Yield<br />8 257 Employees<br />
    56. 56. The CXO Perspective – The Horizon<br /><ul><li>Which “truths” about your business are not eternal?
    57. 57. Which challenges lie just over the horizon?
    58. 58. What new opportunities are being created today ?
    59. 59. Where will you find the data you will need in the near future?</li></ul>Finance<br />Regional<br />Retail<br />539 463 HUF Revenues<br />117 930 HUF Net Income<br />1,44% Dividend Yield<br />8 257 Employees<br />
    60. 60. The CXO Perspective – Leadership<br /><ul><li>What use does a leader have for the data?
    61. 61. What do you need to know about your customers and business partners?
    62. 62. What challenges are they trying to resolve?
    63. 63. Is the value of IT in the vision, in the technology, or as a tool?</li></ul>Finance<br />Regional<br />Retail<br />539 463 HUF Revenues<br />117 930 HUF Net Income<br />1,44% Dividend Yield<br />8 257 Employees<br />
    64. 64. Are you interested in continuing the conversation?<br /><ul><li>Oracle Insight team can help you to implement this approach in your organization, and justify what value would this bring to you by</li></ul>Understanding your current operation and processes<br />Understanding your architecture and maturity of your IT systems<br />Develop a list of actions you should consider and their possible value<br />

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