The Business Revolution - #HIMC NYC 1/12

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  • Good stuff. Love to see a couple examples of companies/orgs doing it right re: tolerance point between awesome and profitable (slide 34). From the huge to the new.

    In the startup world, it seems like mostly anomalies/lotto winners instead of calculated plays...
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The Business Revolution - #HIMC NYC 1/12

  1. 1. The BusinessRevolution. Hyper Island Master Class© 2011 co:collective llc 1
  2. 2. Terrible time to IM with your assistant, great timeto though.© 2011 co:collective llc (psst - #HIMC) 2
  3. 3. Hi, I’m@darrellwhitelaw. Technology Experience Lead / co:collective© 2011 co:collective llc 3
  4. 4. We all have a past.© 2011 co:collective llc 4
  5. 5. 2 studiosa bunch of people lots of money 2 years © 2011 co:collective llc 5
  6. 6. © 2011 co:collective llc 6
  7. 7. Proof it works.© 2011 co:collective llc 7
  8. 8. Evolving BusinessModels.© 2011 co:collective llc© 2011 co: collective llc 8
  9. 9. The definition of “business model”A business model describes the rationale of how anorganization creates, delivers, and captures value.© 2011 co:collective llc 9
  10. 10. Every businesschanges, it’s just aquestion of howgracefully they do it.© 2011 co:collective llc 10
  11. 11. A short story.© 2011 co:collective llc 11
  12. 12. © 2011 co:collective llc 12
  13. 13. (©1888)© 2011 co:collective llc 13
  14. 14. © 2011 co:collective llc 14
  15. 15. At it’s peak.• pioneer in technology in the late 1800’s• built a digital camera by 1975• accounted for 90% of film sales in US in 1976• regularly rated one of the 5 most valuable brands• revenue of $16B in 1996• 145,000 employees© 2011 co:collective llc 15
  16. 16. Forecasted the deathof film would be2010 . . . in 1979© 2011 co:collective llc 16
  17. 17. Today.• will be bankrupt unless it sells off 1000 patents• restructuring into multiple business units• nine quarterly losses in three years• revenue of $6.2B• share price has fallen 90% in one year• ~1,450 employees© 2011 co:collective llc 17
  18. 18. © 2011 co:collective llc 18
  19. 19. © 2011 co:collective llc 19
  20. 20. Pretty much thesame leader asKodak in Asia.© 2011 co:collective llc 20
  21. 21. Today.• operating in several successful (new) markets• consistent YoY gains• 40% share of photofinishing market• 78,862 employees• generally not fucked© 2011 co:collective llc 21
  22. 22. © 2011 co:collective llc 22
  23. 23. The similarities• both companies• both made film at one point• both had their business rendered obsolete(I’d argue it stops there)© 2011 co:collective llc 23
  24. 24. KodakA culture of complacency:• took too long to make acquisitions• management held onto film business• perfectionist mindset in new business channels© 2011 co:collective llc 24
  25. 25. © 2011 co:collective llc 25
  26. 26. FujiAn early three-pronged strategy:• squeeze as much money out of the film businessas possible• prepare for the switch to digital• develop new business lines.© 2011 co:collective llc 26
  27. 27. Don’t be lazy.Don’t be irresponsible. Shigetaka Komori CEO - Fujifilm© 2011 co:collective llc 27
  28. 28. Kodak acted like astereotypical change-resistant Japanese firm,while Fujifilm acted like aflexible American one.© 2011 co:collective llc 28
  29. 29. The lesson is?© 2011 co:collective llc 29
  30. 30. What worked in 1912 won’twork in 2012. unless yourindustry is crochet.And then it’s probably automated, so there.© 2011 co:collective llc 30
  31. 31. © 2011 co:collective llc 31
  32. 32. Because change is hard, costs money and is risky.© 2011 co:collective llc 32
  33. 33. But I can assure you of 3 things.Death, taxes and the CMO willbe gone in 18 months.© 2011 co:collective llc 33
  34. 34. Innovate early, often andaggressively.Know your company CANchange.Predict market changesand act accordingly.Find a tolerance pointbetween awesome andprofitable© 2011 co:collective llc 34
  35. 35. Curation &Community.© 2011 co:collective llc© 2011 co: collective llc 35
  36. 36. 1934 - 2003 1989 - Present© 2011 co:collective llc 36
  37. 37. MCA built an empirebased on music as acommodity.It worked for years.© 2011 co:collective llc 37
  38. 38. Then the bottom fell out Uh oh.© 2011 co:collective llc 38
  39. 39. Matador on the otherhand focused oncurating a culture, andadding value to a sceneand community.It’s still working.© 2011 co:collective llc 39
  40. 40. Old media will adapt to find newmodels of consumption© 2011 co:collective llc 40
  41. 41. “The key discoveryis that we’re notjust driving digitalgrowth, we’redriving analoggrowth.”- Lisa Hsia, VP New Media Bravo © 2011 co:collective llc 41
  42. 42. Outlive© 2011 co:collective llc© 2011 co: collective llc 42
  43. 43. There is no silverbullet for longevity. (don’t sleep!)© 2011 co:collective llc 43
  44. 44. © 2011 co:collective llc 44
  45. 45. Netflix, July – November 2011© 2011 co:collective llc 45
  46. 46. Every giant will falland every innovatorwill make a mistake.© 2011 co:collective llc 46
  47. 47. But try to stay positive.© 2011 co:collective llc 47
  48. 48. The goal is to learn tochange rapidly torecover and thrive.© 2011 co:collective llc 48
  49. 49. Thanks! Get at me, @darrellwhitelaw or darrell@darrellwhitelaw.com if you’re legacy.© 2011 co:collective llc© 2011 co: collective llc 49

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