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June 2013Haydn Shaughnessy
How Do You Become More Innovative?What Does That Organization Look Like?Fit For The Future?How About The People In It?
“Normally when people think ofmaking music they think write,record, mix. We don’t do that at all.It is confusing and terri...
“He (producer Salaam Remi) startedgoing through his sample library and allthese different crazy drums. And therewere these...
FOR EXAMPLELaunching thisBefore this….Options, judgement
FOUR BIG SHIFTS
BIG SHIFT 1:EXTERNALIZATION
ServicesServices EmployeesEmployees TheCEOTheCEOExternalRiskExternalRisk1990-92 2007 - 102000-03 2004-06A Semantic Analysi...
What is Externalizable?
A Basic Enterprise Maturity ModelTHE PRODUCT OF THE 21STCENTURY IS Hardware-software- service- and-communications
Lab-based, drivenby oligopolies thatshape new marketsAttempts tointerpret andadapt to theserviceeconomyTheorganization ist...
THE BIG SHIFT 2 RADICAL ADJACENCYTHE REQUIREMENT TO GO OUT INTOOTHER MARKETS WITH NEWPRODUCTS, OR TO GO WHERE YOUHAVE NO T...
RADICAL ADJACENCYEXAMPLESApple into smartphones, and into retailMicrosoft into telephony and devicesGoogle into Mobile, Le...
The BIG SHIFT 3 THE DEVICE ECONOMYMORE AND MORE ACTIVITY ISMEDIATED VIA A DEVICE WHICH INTURN MEANS YOU NEED A DEVICESTRAT...
The Device Economy takes usfrom production to services todevice-software-service500 BILLIONNew devicebusinesses – socialco...
THE BIG SHIFT 4 – NARROWINNOVATIONMULTIPLE SIMULTANEOUSINNOVATIONS TO SERVE NEW,NARROWER MARKETS FORTHE GLOBAL MIDDLE CLAS...
Why is it important now?The new global middle class createsmassively differentiated needs, and lowcost, good enough goods9...
Narrow InnovationExample: SamsungOver 150 different types of phone inthe US aloneMakes every type of display – OLED, LCD, ...
The Big ShiftProduction Service ELASTICSiloed ITstructure,programmaticstrategy,closed R&D,five yearplans,clubbishPlug and ...
DECISION MAKINGWHAT DOES MY COMPANYEXPECT ME TO DO?WHAT IS THE RIGHT THING TO DO?HOW CAN I LEARN A NEW BASISFOR DECISION M...
DECISION MAKINGWHICH ARE THE RIGHT PARTNEROPTIONS IN THE GROUPS I DEAL WITH?HOW CAN WE DEVOLVE RISK?HOW CAN WE CREATE MORE...
NOW THAT WE CAN NOL0NGER SIMPLIFYEVERYTHING WHYDON’T WE REACH OUTTO NEW HORIZONSAND ACHIEVE OURDREAMS?
THE ENDHAYDN SHAUGHNESSYBlogs/forbes.com/haydnshaughnessyhaydn@cogenuity.com
The 10% ruleYou will not make your staff creative and innovativebut you may make 10% of them more so.LeanDecisionimproveme...
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The elastic enterprise and radical adjacency

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This describes four big shifts, among them radical adjacency, from a speech I gave in Sydney June 4th.

Published in: Business, Technology

The elastic enterprise and radical adjacency

  1. 1. June 2013Haydn Shaughnessy
  2. 2. How Do You Become More Innovative?What Does That Organization Look Like?Fit For The Future?How About The People In It?
  3. 3. “Normally when people think ofmaking music they think write,record, mix. We don’t do that at all.It is confusing and terrifying tosome artists but we do all three atthe same time. Write, mix, openaudio files, throw things onto thephone….”Mike Shinoda Linkin ParkEclectic, knowledgeable, good decisions
  4. 4. “He (producer Salaam Remi) startedgoing through his sample library and allthese different crazy drums. And therewere these loud, obnoxious, justdestructive drums, and I was like, Yeah! Agirl on fire is loud and obnoxious anddestructive and just, like, totallyunrelenting and she’s free….”Alicia Keyes on writing Girl on Fire
  5. 5. FOR EXAMPLELaunching thisBefore this….Options, judgement
  6. 6. FOUR BIG SHIFTS
  7. 7. BIG SHIFT 1:EXTERNALIZATION
  8. 8. ServicesServices EmployeesEmployees TheCEOTheCEOExternalRiskExternalRisk1990-92 2007 - 102000-03 2004-06A Semantic Analysis of 20 years of business writing in The Harvard BusinessReview, source Haydn ShaughnessyTransitionpointTransitionpointINTERNALITIES EXTERNALITIESHow we are transitioning
  9. 9. What is Externalizable?
  10. 10. A Basic Enterprise Maturity ModelTHE PRODUCT OF THE 21STCENTURY IS Hardware-software- service- and-communications
  11. 11. Lab-based, drivenby oligopolies thatshape new marketsAttempts tointerpret andadapt to theserviceeconomyTheorganization isthe innovationCLOSE UP
  12. 12. THE BIG SHIFT 2 RADICAL ADJACENCYTHE REQUIREMENT TO GO OUT INTOOTHER MARKETS WITH NEWPRODUCTS, OR TO GO WHERE YOUHAVE NO TRACK RECORD OR CORECOMPETENCY.How come Apple is the world’s top retailer?
  13. 13. RADICAL ADJACENCYEXAMPLESApple into smartphones, and into retailMicrosoft into telephony and devicesGoogle into Mobile, Lending and AutosWalmart trying toopen a bank
  14. 14. The BIG SHIFT 3 THE DEVICE ECONOMYMORE AND MORE ACTIVITY ISMEDIATED VIA A DEVICE WHICH INTURN MEANS YOU NEED A DEVICESTRATEGY
  15. 15. The Device Economy takes usfrom production to services todevice-software-service500 BILLIONNew devicebusinesses – socialconnections,health,entertainment,reading, cooking,travel….
  16. 16. THE BIG SHIFT 4 – NARROWINNOVATIONMULTIPLE SIMULTANEOUSINNOVATIONS TO SERVE NEW,NARROWER MARKETS FORTHE GLOBAL MIDDLE CLASS.GoogleGlass willlaunch with2,000 apps
  17. 17. Why is it important now?The new global middle class createsmassively differentiated needs, and lowcost, good enough goods900 million – 2billion people by2030 = x 3 or x 7Unprecedented opportunity.
  18. 18. Narrow InnovationExample: SamsungOver 150 different types of phone inthe US aloneMakes every type of display – OLED, LCD, PLASMAMake computers, phones, tablets, TVs, whitegoods etc
  19. 19. The Big ShiftProduction Service ELASTICSiloed ITstructure,programmaticstrategy,closed R&D,five yearplans,clubbishPlug and playIT,Outsourcing,KnowledgeManagement,Services,Agile, OpenmanagementPlatform andCloud,Mobility, APIs.Externalized.Ideation,Crowd, ElasticResourcesNarrow,RadicalAdjacency
  20. 20. DECISION MAKINGWHAT DOES MY COMPANYEXPECT ME TO DO?WHAT IS THE RIGHT THING TO DO?HOW CAN I LEARN A NEW BASISFOR DECISION MAKING CENTREDON EXTERNAL RELATIONSHIPS?
  21. 21. DECISION MAKINGWHICH ARE THE RIGHT PARTNEROPTIONS IN THE GROUPS I DEAL WITH?HOW CAN WE DEVOLVE RISK?HOW CAN WE CREATE MORE OPTIONS?ARE THERE ANY ECOSYTEMOPPORTUNITIES AVAILABLE?
  22. 22. NOW THAT WE CAN NOL0NGER SIMPLIFYEVERYTHING WHYDON’T WE REACH OUTTO NEW HORIZONSAND ACHIEVE OURDREAMS?
  23. 23. THE ENDHAYDN SHAUGHNESSYBlogs/forbes.com/haydnshaughnessyhaydn@cogenuity.com
  24. 24. The 10% ruleYou will not make your staff creative and innovativebut you may make 10% of them more so.LeanDecisionimprovementDelegate budgetDelegate BIFind your 10%

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