Business Evolution

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The full business evolution story: http://frankdiana.wordpress.com/

Several key drivers have positioned the next decade to deliver a staggering – perhaps unprecedented - amount of change. The accelerating pace of business, the growing impact of digital, and several other major indicators suggest that a next generation enterprise is on the horizon. The first of these indicators is the level of societal change impacting everything from business to war. In the business world, the implications of this change can be seen in our employees, where for the first time in history, four generations of workers are in our work force. The associated challenges are coming into focus, as some of these workers are digital natives, but the vast majorities are digital immigrants. With customers, the shift of power to the individual has changed their role forever and placed them at the center of the company ecosystem. Other indicators include an intense focus on growth, which increasingly requires collaboration within and outside the four walls of the Enterprise. This growth agenda drives a new type of value ecosystem, enabling growth that in many cases is outside a company’s traditional business.

The search for effectiveness is an emerging indicator that promises to drive many future initiatives. Whereas the goal of efficiency is doing things right, effectiveness will focus on doing the right things. In parallel, and after hitting an efficiency wall, companies will focus on creating next generation efficiencies. The maturation and convergence of Social, Mobile, Analytics, Big Data, Cloud and the Internet of things will be key enablers. As commoditization across industries accelerates, companies will differentiate by creating consumer-like experiences, specializing, and effectively using insight. Perhaps the biggest indicator is the realization that future success is tied to Digital DNA – or those characteristics that enable companies to operate in a rapidly changing business environment. Internet Companies and start-ups have the DNA advantage and the barriers for new market entrants continue to collapse. But most companies are traditional companies and have a considerable gap to close. To do this, enshrined organizational policies, practices, processes and structures that inhibit Digital DNA will change. When we look back, this structural change will be viewed as the catalyst that enabled next generation enterprises.

The underlying driver of all of these indicators is Digital. It is for this reason that “Digital Enterprise” was chosen to describe the future state – and for discussion purposes, the focus is on the Enterprise of 2020. More specifically, the focus is on the Digital DNA required for the Enterprise to succeed in 2020. The key premise that supports this focus is the one certainty that likely drives future executive agendas: that is, in 2020, companies of all sizes must exhibit these key characteristics

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  • Slide 3: The next revolution
    The next revolution is upon us. Some call it the third revolution – others like the World Economic forum are calling it the fourth, as they view the advent of electronics, Information Technology and automated production as the third (I don’t agree)
    The two key drivers of this next revolution are:
    The convergence of paradigm shifts
    A new and emerging general purpose technology platform (GPT)
    Three elements must converge to form a new GPT: new forms of communication, energy, and transport
    The first revolution GPT
    The communication paradigm was altered by steam-powered printing and the telegraph
    The energy paradigm was altered by abundant coal and steam
    The transport paradigm was altered by locomotives on a national rail
    The second revolution GPT
    The communication paradigm was altered by telephone, radio, and television
    The energy paradigm was altered by centralized electricity and cheap oil
    The transport paradigm was altered by internal combustion and national roads
    The third revolution GPT is emerging
    The communication paradigm has been altered by The Internet and Social Media
    The energy paradigm will be altered by renewable energy, with enabling mechanisms like the Internet of Things and sharing economy
    The transport paradigm will be altered by Autonomous vehicles and the enabling mechanisms of The Internet of Things, Sharing Economy, and Artificial intelligence
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  • Slide 8: Future thinking grows in importance
    The First aspect of emerging paradigm shifts to consider is future thinking

    Speed: From mid 2014 until 2025, there will be seven 18-month “Moore’s Law” generations, potentially resulting in a 128-fold increase in raw computing performance. Many experts believe that this exponential trend will continue for some time to come due to continued nanoscale innovation.

    Science and Technology: the sciences are converging in an unprecedented manner, while at the same time being information enabled. Example: Bioelectronics

    The key to an exponential explosion in innovation is our ability to combine a rapidly growing number of building blocks to create value. When the areas depicted on the chart converge, humans and machines will have merged

    Scale: 6Ds – Digitized, Deceptive, Disruptive, Dematerialized, Demonetized, Democratized

    An effective example of dematerialization: Navteq’s near -monopoly of the road sensor industry. In Europe alone, Navteq’s sensors covered approximately a quarter-million miles in thirty-five major cities across thirteen countries. Nokia was convinced that global, Navteq-powered, real-time traffic monitoring would enable it to both compete with Google’s growing presence in real-time data and fend off Apple’s revolutionary new product. That was the theory, at least. Unfortunately for Nokia, a small Israeli company called Waze was founded around the same time. Instead of making a massive capital investment in in-road sensor hardware, the founders of Waze chose instead to crowdsource location information by leveraging the GPS sensors on its users’ phones

    Within two years, Waze was gathering traffic data from as many sources as Navteq had road sensors, and within four years it had ten times as many sources. What’s more, the cost of adding each new source was essentially zero, not to mention that Waze’s users regularly upgraded their phones— and thus Waze’s information base. In contrast, the Navteq system cost a fortune to upgrade.
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  • Slide 34: Intersections amplify both power and impact
    While each future scenario represents a paradigm shift in its own right, intersection and ultimate convergence on and across the curves amplifies the power and impact
    The seven intersection scenarios highlighted by the visual are:
    The healthy life extension scenario serves as an accelerant for the connected healthcare scenario. To help us care for our elderly in an aging society, the smart home scenario becomes an enabling mechanism, leveraging the mobile component of the digital foundation, along with these innovation accelerators: internet of things and robotics
    As autonomous vehicles eliminate fatalities, the biggest source of organ donations disappears – driving an acceleration in the 3D printing of organs to fill the gap
    The resources required for a future in a scarcity society (vs. abundance) creates a convergence of several scenarios on the curve. Circular economy, maker economy, autonomous vehicles, and sharing economy converge in a way that reduces resource requirements. 3D Printing, renewable energy, and nanotechnology converge with these scenarios to deliver enabling mechanisms
    Renewable energy, nanotechnology, and the sharing economy converge to broaden adoption of alternative energy sources
    Renewable energy, nanotechnology, the sharing economy, and the Internet of Things, converge to enable an Energy Internet – changing the current energy paradigm
    Smart cities leverage smart parking and meters to drive revenue growth. But autonomous vehicles and sharing economy mechanism combine to practically eliminate the need for parking, eliminating that revenue
    3D Printing and the Internet of Things converge with autonomous vehicles and sharing economy mechanisms to create a logistics Internet, changing the current transport and logistics paradigm
  • Slide 34: Intersections amplify both power and impact
    While each future scenario represents a paradigm shift in its own right, intersection and ultimate convergence on and across the curves amplifies the power and impact
    The seven intersection scenarios highlighted by the visual are:
    The healthy life extension scenario serves as an accelerant for the connected healthcare scenario. To help us care for our elderly in an aging society, the smart home scenario becomes an enabling mechanism, leveraging the mobile component of the digital foundation, along with these innovation accelerators: internet of things and robotics
    As autonomous vehicles eliminate fatalities, the biggest source of organ donations disappears – driving an acceleration in the 3D printing of organs to fill the gap
    The resources required for a future in a scarcity society (vs. abundance) creates a convergence of several scenarios on the curve. Circular economy, maker economy, autonomous vehicles, and sharing economy converge in a way that reduces resource requirements. 3D Printing, renewable energy, and nanotechnology converge with these scenarios to deliver enabling mechanisms
    Renewable energy, nanotechnology, and the sharing economy converge to broaden adoption of alternative energy sources
    Renewable energy, nanotechnology, the sharing economy, and the Internet of Things, converge to enable an Energy Internet – changing the current energy paradigm
    Smart cities leverage smart parking and meters to drive revenue growth. But autonomous vehicles and sharing economy mechanism combine to practically eliminate the need for parking, eliminating that revenue
    3D Printing and the Internet of Things converge with autonomous vehicles and sharing economy mechanisms to create a logistics Internet, changing the current transport and logistics paradigm
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  • Slide 17: Purpose-driven industry transitions
    Industries have dominated in the era of hyper-productivity
    We are heading towards a world where industry boundaries are blurred to the point of disappearing. As this happens, a finite number of ecosystems will emerge (e.g., Wellness, Growth, Maker, Mobility, Shelter, Money, Resources, Comfort)
    Further still, as we head towards the planet motive, massive transformative purposes will define future organizations (e.g., harmony, abundance, equality, etc.)
    Massive Transformative Purpose: an MTP is the higher, aspirational purpose of the organization. Some organizations aim to transform the planet, others just an industry. But radical transformation is the name of the game. Purpose-driven and value-oriented organizations outperform their competition 15 to 1.
    53% of millennials would work harder if their organizations were focused on impacting the world positively
    Consumers want businesses to enact social and environmental change (68%) and greater accountability (81%)
    People seek brands that are socially and environmentally responsible (84%) and linked with a cause (90%)
    Examples of Massive Transformative Purposes
    TED: “Ideas worth spreading.”
    Google: “Organize the world’s information.”
    X Prize Foundation: “Bring about radical breakthroughs for the benefit of humanity.”
    Quirky: “Make invention accessible.”
    Singularity University: “Positively impact one billion people.”

    Platforms: At a high level, concentrated players are those companies that maintain their competitive position by leveraging scale and scope economics to provide operational support to fragmented players. The trends toward fragmentation and concentration will reinforce one another as large players find ways to achieve even greater scale and scope by serving the needs of a growing arena of fragmented players.
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  • Slide 18: Scenario analysis – autonomous vehicles

    Future thinking begins with scenario analysis, and the sheer number of scenarios is accelerating. What’s interesting about this part of the discussion is the realization that people are not grasping the depth and breadth of impact. Let’s look at one particular example, the driverless car: What if autonomous vehicles reduce traffic accidents by 90% as Google predicts? Some information about this ecosystem:

    The current automotive ecosystem is worth $2 Trillion. U.S. Annual Numbers about the impact associated with human drivers
    33,000 lives are lost and a million injuries. Over 1.2 million lives per year lost around the world.
    $230 billion of accident cost in the U.S. (NTSB). About 2-3% of GDP.
    50 billion hours (or 1 trillion dollars) of people's time. Around 8% of GDP.
    50 billion gallons of imported gasoline (12-15% of the USA's CO2 emissions).
    Today 94% of car accidents are due to human error, according to NHTSA
    The three leading causes are alcohol, speeding or distraction.

    By 2035 there will be more than 54 million autonomous cars on the road resulting in:

    Saved Lives: Autonomous cars don’t drive drunk, don’t text and don’t fall asleep at the wheel.
    Reclaiming Land: 8X more autonomous cars on our roads, no parking spaces. 10% of the urban land in the U.S. devoted to ~600 million parking spaces, and countless more to our paved highways and roads. In Los Angeles, it’s estimated that more than half of the land in the city belongs to the cars in the form of garages, driveways, roads, and parking lots - 740 million parking spaces worth $13 trillion
    Saved Energy: Today we give close to 25 percent of all of our energy to personal transportation, and 25 percent of our greenhouse gases are going to the car. If cars don’t crash, you don’t need a 5,000-lb SUV driving around a 100-lb passenger (where 2% of the energy is moving the person, and 98% is to move the metal womb wrapped around them).
    Saved Money/Higher Productivity: Get rid of needing to own a car, paying for insurance and parking, trade out 4,000-lb. cars for lighter electric cars that don’t crash, and you can expect to save 90% on your local automotive transportation bill. Plus regain 1 to 2 hours of productivity in your life (work as you are driven around), reclaiming hundreds of billions of dollars in the U.S. economy.
  • Slide 19: Automotive future scenario
    Examples of the impact of this scenario:
    Incumbents are disadvantaged as the car shifts from hardware to software
    90% of auto insurance could disappear. This risk factor is already showing up in SEC Filings (e.g. Insurers: Cincinnati Financial, Mercury General and Travelers). Any crashes that do occur are the result of product failure - transferring the risk from individual owners to a product liability insurance requirement. Insurance - worth $198 billion a year in America alone - as cover switches from millions of consumers to a handful of fleet operators
    Hospital and health insurance revenue would be reduced – amounting to hundreds of billions in lost revenue
    Car related cases disappear for personal injury lawyers
    Body shops disappear due to lack of business
    Parking operators and municipal revenues are undermined. With cars in constant use, much less parking space would be needed. Parking accounts for as much as 24% of the area of American cities, and some urban areas have as many as 3.5 parking spaces per car; even so, people looking for parking account for 30% of miles driven in urban business districts
    Parts suppliers are disrupted as many parts disappear from cars. This risk factor is already showing up in SEC Filings (e.g. Car parts firm, LKQ)
    Hotels and restaurants affected as people sleep and eat in the comfort of their self-driven cars. America’s 3.5 million truck drivers sustain workers in other businesses, too, such as motels and restaurants.
    Drivers disappear, starting with taxis and truckers. Other workers stand to lose as well. Rio Tinto, a mining giant, is already using 53 self-driving lorries across three of its sites in Australia
    70% less cars needed - Google believes that shared, self-driving taxis could have utilization rates of more than 75%. If so, perhaps just 30% of the cars we have today would be needed to move the same number of people around
  • Slide 20: Creating a mobility ecosystem
    These potential outcomes contribute to the creation of a mobility ecosystem
    The value in car making will shift from hardware to software and from products to services
    The GM-Lyft partnership is a harbinger of what’s to come: driverless transportation networks. A study by Columbia University found that a fleet of 9,000 autonomous vehicles could replace all 13,000 taxis in New York - Uber’s first test vehicle was recently spotted on the streets of Pittsburgh
    Automakers offer insurance through their warranty operations
    Automakers become fleet operators
    Business models shift to services
    New services like food and design emerge, and the type of vehicle that pulls up will be designed for the intended experience (business, entertainment, long trip, etc.)
    Media-related services are already exploding, but data from driving related functions will enable new services – a point of differentiation for the auto manufacturer
    The dealership network will be re-purposed or disappear. Some have talked about an Apple store like role for the dealer – but over the air updates may make that obsolete as well
    Instead of OEM versus OEM, competition shifts to ecosystem versus ecosystem
    As the mobility ecosystem forms, new stakeholders will enter the ecosystem
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  • Slide 69: Thinking differently

    People who think differently exhibit certain characteristics:
    They are optimists
    Have an action mentality
    Surround themselves with like minded people
    Find company in uncertainty
    Value creativity over intelligence
    Take risks
    Set expectations high
    Believe in unlimited potential
    Dream of the future
  • Business Evolution

    1. 1. 1Copyright © 2016 Tata Consultancy Services Limited Reimagining the Future: A Journey Through the Looking Glass Copyright © 2016 Tata Consultancy Services Limited
    2. 2. 2 What was the most significant development in human history?
    3. 3. 3 “It made mockery of all that had gone before it” Ian Morris - Historian The Steam Engine Source: MIT Initiative on the Digital economy First Industrial Revolution Second Industrial Revolution
    4. 4. 4 “The speed of current breakthroughs has no historical precedent. When compared with previous industrial revolutions, the Fourth is evolving at an exponential rather than a linear pace” Klaus Schwab, Founder and Executive Chairman of the World Economic Forum
    5. 5. 5 Will we surpass the impact of the first Industrial Revolution? Mindset Shift Third Revolution Transition 2016 Transition
    6. 6. 6 The Next Revolution General Purpose Technology Platform Convergence of Paradigm Shifts Linear to Exponential Shift
    7. 7. 7Copyright © 2016 Tata Consultancy Services LimitedCopyright © 2016 Tata Consultancy Services Limited General Purpose Technology Platform CommunicationsEnergyTransport
    8. 8. 8 Ownership to access Five generations of workers Rise of the Crowd Resource Scarcity Technological Unemployment Climate Change Increased Lifespans Fall in Working Age Population Power to the Individual The Rise of Independent Workers Rising Energy Demand Generation Z Population Growth Global Inequality Reverse Brain Drain Abundance Millennial Focus on Purpose Aging Population Growing Need for Elder Care Shifting Views of Retirement Urbanization The Changing Notion of Work Generational Differences Emerging Middle Class Decline in Fertility Rates Autonomous Vehicles Smart Homes Artificial Narrow Intelligence Connected Healthcare Automation of Everything Maker Economy Smart Grid Energy Internet Healthy Life Extension Next Generation Education Smart Cities Connected Car Circular Economy Logistics Internet Radical Life Extension Artificial Super Intelligence Sharing Economy Decentralization of Everything Human-Machine Convergence Artificial General Intelligence Human 2.0 Democracy 2.0 Money 2.0 Empowerment Economy Transport 2.0 De-Extinction Cyberwar Institution 2.0 Food 2.0 Science and Technology Foundation Innovation Accelerators Emerging and Future Accelerators Future Scenarios Social Mobile Cloud Big Data - Analytics Internet 3D Printing Renewable Energy Internet of Things Robotics Blockchain Cognitive Systems Nanotechnology Drones Genomics
    9. 9. 9Copyright © 2016 Tata Consultancy Services Limited Linear to Exponential Shift Time ScienceandTechnologyCapability Copyright © 2016 Tata Consultancy Services Limited 9 The Challenge of Pace Disruptive Stress or Opportunity Right BrainTime to Scale
    10. 10. 10Copyright © 2016 Tata Consultancy Services LimitedCopyright © 2016 Tata Consultancy Services Limited Critical Facets of the Next Revolution Structure Value Scenarios Ethics Viability Changing our belief system Future Thinking 10
    11. 11. 11 The Future is approaching faster than people think
    12. 12. 12Copyright © 2016 Tata Consultancy Services LimitedCopyright © 2016 Tata Consultancy Services Limited Future Thinking Grows in Importance Information-enabled Science & Technology Combinatorial Speed Scale Digital Copyright © 2016 Tata Consultancy Services Limited
    13. 13. 13 Autonomous Vehicles Smart Homes Artificial Narrow Intelligence Automation of Everything Maker Economy Smart Grid Energy Internet Healthy Life Extension Next Generation Education Smart Cities Connected Car Circular Economy Logistics Internet Radical Life Extension Artificial Super Intelligence Sharing Economy Decentralization of Everything Human-Machine Convergence Artificial General Intelligence Human 2.0 Democracy 2.0 Money 2.0 Empowerment Economy Transport 2.0 De-Extinction Cyberwar Institution 2.0 Food 2.0 Connected Healthcare Social Mobile Cloud Big Data - Analytics Internet 3D Printing Renewable Energy Internet of Things Robotics Blockchain Cognitive Systems Nanotechnology Drones Genomics Augmented Reality Virtual Reality Quantum Computing Energy Storage Precision Agriculture Vertical Farming Materials Science Synthetic Biology Bioelectronics Photonics Biophotonics Genetic Engineering Reusable Rockets Visible Light Communications Aquaponics Artificial photosynthesis Hyperloop Flying Cars Lab grown meat Brain-Computer Interface Solar Power Satellites Wireless Power Transmission Exoskeletons Regenerative Medicine Brain Scanning 4D Printing Cryonics Full Brain Simulation Emerging and Future Accelerators
    14. 14. 14Copyright © 2016 Tata Consultancy Services LimitedCopyright © 2016 Tata Consultancy Services Limited Intersections Amplify both Power and Impact Mobile 3D Printing Renewable Energy Internet of Things Nanotechnology Robotics Genomics Logistics Internet Circular Economy Maker Economy Energy Internet Healthy Life Extension Autonomous Vehicles Smart Cities Smart Homes Sharing Economy Connected Healthcare Connected Car Energy Storage 2 3 4 7 6 1 5
    15. 15. 15Copyright © 2016 Tata Consultancy Services LimitedCopyright © 2016 Tata Consultancy Services Limited The Bi-Directional Nature of Societal Factors Fall in Working Age Population Decline in Fertility Rates Technological Unemployment Aging Population Automation of Everything
    16. 16. 16Copyright © 2016 Tata Consultancy Services Limited Autonomous Vehicles Smart Homes Artificial Narrow Intelligence Connected Healthcare Automation of Everything Maker Economy Smart Grid Energy Internet Healthy Life Extension Next Generation Education Smart Cities Connected Car Circular Economy Logistics Internet Radical Life Extension Artificial Super Intelligence Sharing Economy Decentralization of Everything Human-Machine Convergence Artificial General Intelligence Human 2.0 Democracy 2.0 Money 2.0 Empowerment Economy Transport 2.0 De-Extinction Cyberwar Institution 2.0 Food 2.0 Artificial Narrow Intelligence Artificial Super Intelligence Artificial General Intelligence Source: Ray Kurzweil
    17. 17. 17 Structural change is inevitable
    18. 18. 18 Vertical to Horizontal Centralized to Decentralized Hierarchy to Enabled-Edge Unbundling - Fragmentation Asset-Heavy to Asset-Light Consumer to Producer Scarcity to Abundance Management Paradigms Organizing Principles Societal Shifts Operating Principles Economy Operating Environment Cultural conflict Pressure on Structure Transforming the Professions
    19. 19. 19 EducationHealth Government Law DivinityTax and Audit Management Consulting ArchitectureJournalism Institution 2.0 More change to institutions and professions in the next 20 years, than in the previous 300
    20. 20. 20Copyright © 2016 Tata Consultancy Services Limited AI - Analytics Automated production Robotics Communities of Practice Crowdsourcing Online Services App-based Support Do it Yourself Research Personalization Mass customization Virtual environments Decomposition of Tasks  Automated  Multi-sourced  Para-professionals Models for the production and distribution of practical expertise  Networked experts  Communities of experience  Para-professionals  Embedded knowledge  Machine generated expertise  Knowledge engineering Institution 2.0: Transforming the Professions Education Healthcare Law Tax & Audit Architecture Divinity Management Consulting Journalism Copyright © 2016 Tata Consultancy Services Limited 20
    21. 21. 21Copyright © 2016 Tata Consultancy Services Limited Vertical to Horizontal Shift Ecosystem Wellness Maker Resources Money Mobility Growth Shelter Leisure Purpose Industry Hyper-productivity Agriculture Accounting Advertising Aerospace Aircraft Airline Apparel Automotive Banking Broadcasting Brokerage Biotechnology Cargo Chemical Computer Consulting Consumer Products Cosmetics Dating Defense Department Stores Education Electronics Energy Entertainment Fin Services Fitness Food & Beverage Grocery Healthcare Insurance Internet Investment Legal Manufacturing Motion Picture Music Newspapers Pharmaceutical Private Equity Real Estate Retail SEC Service Software Sports Technology Telecom Transportation Venture Capital Copyright © 2016 Tata Consultancy Services Limited 21
    22. 22. 22 The Rising Billions Growing independence Knowledge and skills Accelerated learning
    23. 23. 23 The Value Shift Value
    24. 24. 24 Value Design Future Value increasingly accrues to consumers 1Source: Mckinsey Global Institute - playing to win: the new global competition for corporate profits Telecom Firms Consumers Skype $37 Billion1 Loss $2 Billion $37 Billion1 Gain
    25. 25. 25 The challenge is to rehearse the future and prepare for a range of possibilities Source: Fast Future Research Scenarios
    26. 26. 26 What if autonomous vehicles replace all drivers and eliminate car ownership?
    27. 27. 27Copyright © 2016 Tata Consultancy Services Limited 90% of auto insurance premiums could disappear Traffic accidents reduced by 90% Hospital and health insurer revenue could be reduced as car related injuries plummet Governments lose fines as cars obey traffic laws Parking operators and municipal revenues undermined Car-related cases disappear for personal- injury lawyers Body shops would mostly disappear for lack of business Many parts disappear from cars affecting many parts suppliers Hotels and motels affected as people sleep in the comfort of self-driven vehicles Car dealers are disintermediated by driverless cars sold as large fleets Increased vehicle utilization drives accelerated replacement cycles Criminal and terrorist activity accelerates 70 % of existing cars not needed in the future Future Scenario: Automotive Government New Entrants Health Insurance Software Developers Internet Companies Auto-Makers Car Dealer Parking Lot Operators Car Insurance Legal Oil & Gas Hospital Consumer Electronics Repair Shop EcosystemCrowd Staff-on-Demand Community Copyright © 2016 Tata Consultancy Services Limited 27
    28. 28. 28Copyright © 2016 Tata Consultancy Services Limited Creating a Mobility Ecosystem Copyright © 2016 Tata Consultancy Services Limited 28 Business models shift to car servicesLand once reserved for parking repurposedChina races ahead to avoid building infrastructureDriverless taxis extend mobilityCars sold to transportation network companiesNew services like food and design emergeCoordination across fleet eliminates battery range problemsUber becomes the central dispatch for driverless taxisA technology giant drives operating system for the car platformThe car intersects with healthcare through health monitoringAs an open platforms apps make the car more productiveMobility service providers accelerate the spread of driverless cars
    29. 29. 29 We must take control of creating our future Ethics
    30. 30. 30 Our Thinking will be a hybrid of biological and non-biological thinking Humanity and technology are intertwining, but technology does not have ethics Our future likely brings unintended consequences
    31. 31. 31 1995 – 2015 57% gone from Fortune 500 50% of 2025 Fortune 500 not born yet 7,000 more $1 Billion companies in next 10 years $30 Trillion annual consumption in emerging markets by 2025 45% of Fortune 500 come from emerging markets by 2025 Life expectancy 15 years – and declining rapidly Viability The convergence of multiple shifts challenges viability
    32. 32. Copyright © 2016 Tata Consultancy Services Limited 32 Future Scenario Innovation Next Generation Productivity Digital DNA Emerging Platform Enablers The looking glass and the mindset shift Next Generation Experiences
    33. 33. 33 Structural change Ecosystems Extended organization Collaboration culture Descriptive to prescriptive shift Sense and Respond Simulation, prototyping, learning Adaptive core Systems of Engagement Core-edge integration Automation of everything Thinking differently. Enablers Purpose-driven Relationship-based Autonomous, lean, simple, asset-light Emergent, adaptable and resilient Effective and efficient Insight and foresight-driven Entrepreneurial and innovative Open, agile and collaborative Experiential and engagement driven Responsive, adaptive, and scalable Fast, iterative and experimental Powered by knowledge, Ideas, and learning Powered by creativity and design Digital DNA
    34. 34. 34Copyright © 2016 Tata Consultancy Services Limited Emergent, Contextual, Personalized Focused business type Business model innovation Value ecosystems Collaboration excellence Digital DNA Innovation Differentiation Focused business type Value ecosystems Emergent Emergent Foresight-driven Insight via ecosystems Experimentation Innovation Digital foundation Structural change Analytic maturity Software competence Context-aware Expectations Consumerization Commoditization Environmental Complexity Consumer Needs Collapsing Barriers and Boundaries Edge-Based
    35. 35. 35Copyright © 2016 Tata Consultancy Services Limited Emerging Platform Internet of Things Combinatorial Innovation Complementary Innovation Rapid Adaptation Exponential Progression Capacity to Innovate Capacity to automate Speed of Innovation Exponential Technology Robotics Artificial Intelligence Blockchain Re-skilling Rising Billions Explosion of Data Simulation and Testing Speed of idea flow Re-skilling Measuring Value and Growth Innovation in Economic Metrics Productivity Wall Productivity Lag Emerging Platform Capacity to Automate Capacity to Innovate General Purpose Technology
    36. 36. 36 Digital DNA Enterprise Employees Adaptive Core Cloud Edge Mobile Face Social Ecosystem EcosystemServices Sense & Respond Core-Edge Integration Cloud Cognitive Systems Analytics – Big Data Communication Energy Logistics Internet of Things Systems of Engagement Value Ecosystems
    37. 37. 37 We cannot solve our problems with the same thinking we used when we created them - Albert Einstein … are optimists. …believe in unlimited potential. … value creativity over intelligence. …take risks. …have an action mentality. …dream of the future. …surround themselves with like- minded people. …find company in uncertainty. …set expectations high. People who think differently… Source: Adapted from Thomas Corley, Steve Siebold
    38. 38. 38Copyright © 2016 Tata Consultancy Services Limited Copyright © 2016 Tata Consultancy Services Limited Thank You

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