Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Lalo Huber - El impacto de la Economía Digital - Econ2017

408 views

Published on

Lalo Huber - El impacto de la Economía Digital - Econ2017

Published in: Economy & Finance
  • Be the first to comment

  • Be the first to like this

Lalo Huber - El impacto de la Economía Digital - Econ2017

  1. 1. El impacto de la economía digital en las organizaciones Prof. Lalo Huber www.facebook.com/LaloHuberCoachSpeaker www.youtube.com/user/visionholistica ​https://ar.linkedin.com/in/lalohuber​ lalo.huber.coach@gmail.com
  2. 2. Economía Digital “Economía digital” es un concepto que hace referencia a un sistema económico en el cual la creación de valor está significativamente basada en la aplicación de tecnologías digitales.
  3. 3. Cambio radical
  4. 4. Direct Your Digital Future In six years Airbnb grew to one of world’s largest hotel companies. Without owning any hotels. 10M new autonomous vehicles per year could be driving on U.S. roads by 2030. In 2000 starting an Internet company cost US$5M. Today it’s less than US$5,000. Uber, Lyft, and Sidecar slashed 65% of San Francisco taxi rides in only 15 months. 47% of U.S. employees are at risk of being replaced by artificial intelligence within 10 years.
  5. 5. Velocidad de adopción
  6. 6. Empresas afectadas por no innovar a tiempo ✓ Blockbuster ✓ Sony Ericsson ✓ Sega / Atari ✓ Pan Am ✓ Kodak ✓ Olivetti ✓ Daewoo ✓ Nokia ✓ IBM en los 80
  7. 7. Interdependencia total en la nueva era de “digital business” Business Technology Business-aligned Technology Technology-enabled Business De “alineación Negocio – TI” a “integración Negocio – TI”
  8. 8. Digital Future EXPONENTIAL PROGRESS TIME YOU ARE HERE
  9. 9. Tendencias sociales, económicas, del mercado y de TI (I) ✓ Incremento de la clase media ✓ Consumidores más informados ✓ Demanda de personalización ✓ Mayor competitividad - Necesidad de innovación continua ✓ Sustentabilidad
  10. 10. Tendencias sociales, económicas, del mercado y de TI (II) ✓ Real Time computing / Información en tiempo real ✓ Omnicanalidad / Connected customer experience ✓ Business networks ✓ IOT - Hiperconectividad ✓ 3D printing ✓ Cloud Computing ✓ Blockchain ✓ IAAS / PAAS / SAAS ✓ Big Data ✓ Mobile ✓ Realidad virtual / Realidad aumentada ✓ Redes sociales / Sistemas colaborativos ✓ Inteligencia artificial / Machine learning ✓ Conversational systems ✓ Tecnologías predictivas
  11. 11. Tendencias sociales, económicas, del mercado y de TI (III) ✓ Mayor volatilidad de la fuerza laboral ✓ Millenials ✓ T-shaped talent ✓ Home office ✓ Liquid workforce ✓ Neurociencias ✓ Servitization ✓ Internables ✓ Nanotecnología ✓ E-Business ✓ Digital Business / enterprise ✓ Digital boardroom / Live business ✓ Digital economy / Digital government ✓ Des-intermediación
  12. 12. Artificial Intelligence
  13. 13. IOT
  14. 14. Virtual and augmented reality
  15. 15. Blockchain
  16. 16. Conversational systems
  17. 17. Big Data
  18. 18. Impactos sobre las organizaciones ➢ En los líderes ➢ En la cultura organizacional ➢ En el proceso de planeamiento estratégico ➢ En los modelos de negocio ➢ En las estructuras organizacionales ➢ En los procesos de negocio ➢ En las metodologías de TI | 2-speed IT | Agile ➢ En la seguridad de TI ➢ En la gestión de RH ➢ En los planes de selección ➢ En los planes de entrenamiento y carrera
  19. 19. Negocio Digital Según Gartner: “Negocio digital” es un concepto que hace referencia a la creación de nuevos modelos de negocio, desdibujando la línea de separación entre los mundos físico y digital.”
  20. 20. Modelo de Negocio (Business Model Canvas, by Alexander Osterwalder) Alianzas Clave Actividades Clave ¿qué actividades son fundamentales para el servicio? Propuesta de Valor Segmentos de Clientes ¿quienes reciben los servicios? Recursos Clave / Información ¿que recursos son fundamentales? Relacionamiento con los Clientes Canales ¿cómo se entrega la propuesta de valor? Ingresos ¿cuáles son las principales fuentes de ingreso? Egresos / Costos ¿cuáles son las principales fuentes de egresos / costos?
  21. 21. Where Will The Self-Driving Car Take Us? Link toSources The 1.2 billion cars on the roads are used just 4% of the time. That’s 8.2 trillion hours of nonuse per year. Annual savings in the U.S. alone: $1.3 trillion – 8% of the U.S. GDP. Cost of adding self-driving technology to a vehicle: US$8K−$10K and dropping. Software will make up as much as 40% of a car’s value.
  22. 22. Drones: Tomorrow’s “I” In The Sky Cargo drones could turbocharge economic development in Africa, where only 16% of roads are paved. The first GPS receiver weighed 50 pounds and cost more than US$100,000. Today, a 0.3-gram GPS chip costs less than US$5. 50lbs Solar-powered drones will provide Internet, Wi-Fi, and telecom services to people in remote places on earth. The global market for commercial drones will rise from $15.22M in 2014 to $1.27B in 2020: tripling every 18 months, faster even than Moore’s Law. 800 million people worldwide have limited access to emergency services due to weak transportation infrastructure. Link to Sources
  23. 23. Makers Shake Up Manufacturing Peer-to-peer e-commerce site Etsy’s revenue nearly quadrupled in only 4 years − from US$525 million in 2011 to US$1.9 billion in 2014. Crowdfunding campaigns generated US$11.08 billion in 2014. The market will grow to US$93 billion by 2025. By 2025 the 3D printing market will quadruple to US$12 billion. In 2006 the San Francisco MakerFaire attracted 65,000 enthusiasts. In 2014 130,000 attended, and another 85,000 attended in New York.
  24. 24. Bitcoin’s Blockchain: A New Model for Trust Link toSources The Bitcoin blockchain — the digital ledger of transactions — is growing exponentially and doubled to 40GB from August 2014 to August 2015. The first worldwide conference on applying blockchain technology was held on May 28, 2015. Honduras began creating land titles based on blockchain technology in May 2015. B
  25. 25. Blending The Best of People and Machines Link toSources Image and speech recognition technologies are advancing quickly and could soon equal human abilities. The number of Internet of Things sensors will grow from 14.8B in 2015 to 50B by 2020. There will be 200B Internet-connected things in 2030. The robotics market will grow 9.5% per year to US$66.9B by 2025. Military and industrial uses will be 60% of the total. Commercial and personal uses will grow even faster. Tactile technology is improving rapidly due to research and development in robot-assisted medicine.
  26. 26. Enveloped by Ambient Intelligence Link toSources 1 trillion sensors will be connected to the Internet by 2022. Appliances and home automation will account for more than half of household Internet traffic by 2024. The first “smart city” with Internet-connected, automated roads, services, and utilities will emerge by 2026. Fabrics that can charge electronics – or incorporate them – already exist. Over 8 billion ambient intelligence smartphone apps will be downloaded in 2020.
  27. 27. Making Sense of Sensors Experts predict there will be up to 100 trillion sensors by 2030. Image, speech, and voice recognition will advance to near 100% accuracy by 2025. The speed of analytics will grow thirty-fold by 2030, with 95% of queries answered in milliseconds. Sensors will be commonplace in the 111 million new cars and the 2 billion smartphones that will be purchased in 2020. The Internet of Everything market could grow to $14.4 trillion by 2022. Link toSources
  28. 28. Para los clientes A fundamental change: From physical products to 7x24 omnichannel accessible on-demand solutions
  29. 29. La evolución de una fábrica de maquinaria
  30. 30. Pilares del éxito en los negocios digitales
  31. 31. 4 roles en la economía digital
  32. 32. Aún habiendo clarificado perfectamente la dirección del cambio requerido por la organización, realizarlo es algo muy difícil… ¿Por qué? Las principales barreras al cambio no son técnicas, sino psicológicas
  33. 33. Causas de la resistencia al cambio ✓ Habituación / automatismo ✓ Miedo a lo desconocido ✓ Falta de información - Desinformación ✓ Tradición ✓ Amenazas al estatus / beneficios personales ✓ Amenazas a los expertos o al poder ✓ Clima de baja confianza organizativa ✓ Reducción en la interacción social ✓ Miedo al fracaso ✓ Temor a experimentar ✓ Liderazgo autoritario / amenazante ✓ Temor a aumento de las responsabilidades laborales ✓ Temor a disminución en las responsabilidades laborales ✓ Temor a no poder aprender las nuevas destrezas requeridas.
  34. 34. SAP BTM2 – Change Management The psychology of change “Factual” argumentation Symptoms of resistances  Lack of motivation  Conflicts  Illness  Plots  Rumours Causes for resistances  Fear of job loss  Lack of abilities  Past experiences  Routine, inflexibility  “Not invented here” syndrome
  35. 35. Enfoque “Open-minded” Peter Drucker “Culture eats strategies for breakfast”
  36. 36. Cultura y cambio organizacional Cambio cultural El pasaje conscientemente dirigido o espontáneo de una cultura a otra. Se trata de una modificación psicológica profunda en el modelo mental del grupo humano abarcado por el cambio. Cambio cultural estratégico El pasaje conscientemente planeado y dirigido de la cultura actual a una nueva, que impulse el avance hacia la visión de la organización.
  37. 37. SAP BTM2 – Change Management (CM) Stakeholder Analysis Portfolio II Opponents III Promoters I Resisters IV Enthusiasts Attitude towards the project HighLowLevelofinfluence Negative Positive
  38. 38. 8 key steps for organizational change (by John Kotter, Harvard Professor)
  39. 39. Modelo de Negocio (Business Model Canvas, by Alexander Osterwalder) Alianzas Clave Actividades Clave ¿qué actividades son fundamentales para el servicio? Propuesta de Valor Segmentos de Clientes ¿quienes reciben los servicios? Recursos Clave / Información ¿que recursos son fundamentales? Relacionamiento con los Clientes Canales ¿cómo se entrega la propuesta de valor? Ingresos ¿cuáles son las principales fuentes de ingreso? Egresos / Costos ¿cuáles son las principales fuentes de egresos / costos?
  40. 40. Key partners Key activities Value proposition Customer relationships Customer segments Key Resources Channels Cost Structure Revenue/value streams Micro- segments Individual customers Data management Analyzing customers browsing previous purchases to extract a profile for recommendations. Continuous improvement of automatic recommendation algorithms. Digital platforms as resource connectors/ aggregators Amazon.com platform Data as resources Customer reviews Data/content providers E-book publishers Connected partners 3rd party providers of product/services Accelerated decision support and value delivery Automatic recommendations and one-click business Lower marginal costs of digital assets E-books versus. books Costs of digital platform New fixed cost Ubiquitous service monetization Revenues from e-books Business network monetization Resell of third-party products/services Ubiquitous Access E-readers (Kindle), apps Better knowledge of the customers Binding through history of previous activities On-demand services From books to e-books Amazon
  41. 41. Key partners Key activities Value proposition Customer relationships Customer segments Key Resources Channels Cost Structure Revenue/value streams Micro- segments Individual customers Data management Analyzing customers browsing movie catalogue and purchases. Continuous improvement of automatic recommendation algorithms. Digital platforms as resource connectors/ aggregators Netflix platform Data/content providers Movie/content providers Tailored data-based customer solutions Personalized movie offering Lower marginal costs of digital assets Lower marginal costs of digital movies compared to DVDs Cost of digital platform Fixed cost Precision subscription-based pricing for digital services Subscriptions for specific contents Pay-per-use pricing for digital services New releases (on request) Customized channels Personalized interface Better knowledge of the customers Binding through history of previous activities On-demand services Movies on demand Cloud-based process execution Media streaming Netflix
  42. 42. Key partners Key activities Value proposition Customer relationships Customer segments Key Resources Channels Cost structure Revenue/value streams Global reach by cloud Professionals, recruiters E-community orchestration and management LinkedIn platform development and management Control of the access to a network of people as resource LinkedIn registered users People-networks based solutions Build your professional network Find the talents you need People-network effect Cost per registered users decreases with their number People community monetization Premium subscriptions for professionals Ubiquitous Access LinkedIn Web site and app Social- network(s) based customer relationships LinkedIn as a social network Micro- segments Individual professionals and recruiters Data/content providers Content providers Costs of digital platform New fixed cost People community monetization Fee for recruiters Linkedin
  43. 43. Key partners Key activities Value proposition Customer relationships Customer segments Key Resources Channels Cost structure Revenue/value streams E-community orchestration and management Design, implementation, and management of Airbnb website Crowd partners Airbnb hosts On-demand services Easy renting Ubiquitous service monetization Percentage fee from travelers Business network monetization Percentage fee from hosts Ubiquitous Access AirBnB website Social- network(s) based customer relationships AirBnB accounts can be connected to Facebook, increasing trust Global reach by cloud Any travelers and hosts accessing Airbnb website Control of the access to a network of people as resource Travelers and hosts registered in Airbnb Web site People-network effect Cost per host/traveler decreases with their number Costs of digital platform Cost of Airbnb Web site Airbnb

×