Associate Professor Kai Riemer, Chair of Business Information Systems, University of Sydney
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DAZE Melbourne 2015: Disruptive Technologies – Disclosing New Worlds
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Associate Professor Kai Riemer, Chair of Business Information Systems, University of Sydney
- 1. The University of Sydney Page 1 DISRUPTIVE TECHNOLOGIES Associate Professor Kai Riemer Chair of Business Information Systems The University of Sydney Business School Disclosing New Worlds
- 2. The University of Sydney Page 2 Since 2000 52% of Fortune 500 companies have disappeared
- 3. The University of Sydney Page 3 What makes new technology disruptive?
- 4. The University of Sydney Page 4 Disruptive Innovation according to Clayton Christensen A story about: - Products - Markets - Margins The theory doesn’t explain what makes technologies truly disruptive The “innovator’s dilemma” is that “doing the right thing is the wrong thing.”
- 5. The University of Sydney Page 5 Disruptive change is path-breaking change
- 6. The University of Sydney Page 6 Change and innovation are incremental: problem solving, making the product better, making production cheaper, à typically what business schools teach How do industries normally evolve?
- 7. The University of Sydney Page 7 – What do disruptors (entrepreneurs) do? – Follow an anomaly, ‘a hunch’, dabble with technology, experiment – New product/service is not bound by the established rules of the industry. – Does not make sense against current understanding of the industry The emergence of Disruptive Innovation
- 8. The University of Sydney Page 8 – More and more people start using the innovation – Its potentials are discovered in use – The world changes irreversibly, the industry changes its trajectory Disruptive Innovation discloses a new world
- 9. The University of Sydney Page 9 74% of incumbents react to disruption only 2 yrs after its occurrence – or later (data: Capgemini)
- 10. The University of Sydney Page 10 Another Example – in 2007: "The simple truth: convergence is a compromise driven by financial limitations, not aspiration. In the markets where multiple devices are affordable, the vast majority would prefer that to one device fits all." http://www.theguardian.com/media/2007/jun/29/digitalmedia.news Path-breaking change cannot be extrapolated...
- 11. The University of Sydney Page 11
- 12. The University of Sydney Page 12
- 13. The University of Sydney Page 13 Why do we have such a hard time dealing with disruption, even when it unfolds right in front of us?
- 14. The University of Sydney Page 14 Visibility Disruption happens gradually, but feels sudden.
- 15. The University of Sydney Page 15 Information Digital disruptors control information, not physical assets
- 16. The University of Sydney Page 16 Risk Risk adversity becomes the greatest risk.
- 17. The University of Sydney Page 17 Risk “Drop your Tools” (Karl Weick) – 1) Self-cannabalise, 2) Rethink incentive structures and 3) budgeting / management processes
- 18. The University of Sydney Page 18 Utility Fundamentally different, not just better.
- 19. The University of Sydney Page 19 Speed As a consequence, incumbents are often late. And slow…
- 20. The University of Sydney Page 20 V I R U S Visibility Information Risk Utility Speed kai.riemer@sydney.edu.au | @karisyd http://byresearch.wordpress.com Sources of picture materials available from the speaker upon request.
- 21. The University of Sydney Page 21 DISRUPT.SYDNEY www.disruptsydney.com Australia’s first disruption conference 23 September 2016 University of Sydney CBD campus