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Peter Hinssen - The Day After Tomorrow

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The ideas that zoom in on The Day After Tomorrow are the ones that change entire companies, industries and even the world. They are where ENORMOUS amounts of LONG TERM VALUE lie. They are where the truly great ones – the giants of industry, those that provoke paradigm shifts – focus a lot of attention on: the Ubers of this world, and the Googles, with their moon shots. In this eye-opening presentation, Peter explains how we need to adapt to the accelerated speed of the market and how others were able to do so, in a way that propelled them ahead of the race. He shows how companies won’t make it to the Day After Tomorrow if they don’t embed Day After Tomorrow Thinking into the DNA of their organisation.

Published in: Leadership & Management
  • "Silicon Valley shifts from being the high tech capital of the world to the industry disruption capital of the world": duidelijke taal op slide 85 in de presentatie van Peter Hinssen
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Peter Hinssen - The Day After Tomorrow

  1. 1. 1998
  2. 2. UNICORNS CENTAURS PONIES > 1$ BILLION VALUATION > 100$ MILLION > 10$ MILLION VALUATION
  3. 3. GLOBAL NETWORK PLATFORMS DEEP AI FLUID DATA ROBOTICS
  4. 4. GLOBAL NETWORK PLATFORMS FLUID DATA DEEP AI ROBOTICS
  5. 5. NETWORKS RUN ON PLATFORMS
  6. 6. G A F A A
  7. 7. G A F A A M A F I A
  8. 8. 1.6 BILLION 1 BILLION 700 MILLION 350 MILLION
  9. 9. MOBILE 2013: NO MOBILE STRATEGY 2014: MOBILE FIRST STRATEGY 2015: MOST REVENUE FROM MOBILE
  10. 10. 2/5 OF ALL MOBILE MINUTES ARE ON FACEBOOK/INSTAGRAM
  11. 11. G A F A A
  12. 12. G A F B A T
  13. 13. GLOBAL NETWORK PLATFORMS DEEP AI FLUID DATA ROBOTICS
  14. 14. Take it to the LIMIT Limit (PRIVACY) = t➞➁nd leg
  15. 15. SILICONVALLEY IS CHANGING
  16. 16. THE BIG SHIFT IN SILICONVALLEY
  17. 17. SILICONVALLEY SHIFTS FROM BEING THE HIGH TECH CAPITAL OF THE WORLD TO THE INDUSTRY DISRUPTION CAPITAL OF THE WORLD
  18. 18. SILICONVALLEY IS CHANGING BECAUSE THE ROLE OF TECHNOLOGY IS CHANGING
  19. 19. Plantation Controlled, predictable, planned Rainforest Organic, serendipitous, interconnected A new paradigm for innovation weedscrops
  20. 20. Rules of the Plantation for Production Rules of the Rainforest for Innovation 1.Break rules and dream 2.Open doors and listen 3.Trust and be trusted 4.Seek fairness, not advantage 5.Experiment and iterate together 6.Err, fail, and persist 7.Pay it forward 1.Excel at your job 2.Be loyal to your team 3.Work with those you can depend on 4.Seek a competitive edge 5.Do the job right the first time 6.Strive for perfection 7.Return favors Efficiency - Productivity - Profitability - Scalability Radical - Serendipity - Fail Forward - Non Linear
  21. 21. "GM has a dysfunctional corporate culture, embedded in a deeply 'siloed' way of working" "We have to change GM. Today, everyone colors inside the lines of their own precise job description without thinking independently or holistically."
  22. 22. "Our industry will see more change in the next 10 years than it has in the past 50 years. All of a sudden, the competitive landscape has shifted entirely."
  23. 23. A COMPANYNEEDS STRUCTURE
  24. 24. A COMPANYNEEDS AN ORG CHART
  25. 25. GLOBAL NETWORK PLATFORMS DEEP AI FLUID DATA ROBOTICS
  26. 26. GLOBAL NETWORK PLATFORMS DEEP AI FLUID DATA ROBOTICS
  27. 27. 1997
  28. 28. 2011
  29. 29. ALPHAGO
  30. 30. ALPHAGO 2016
  31. 31. ALPHAGO
  32. 32. GLOBAL NETWORK PLATFORMS DEEP AI FLUID DATA ROBOTICS
  33. 33. Autonomous Drones
  34. 34. GLOBAL NETWORK PLATFORMS DEEP AI FLUID DATA ROBOTICS
  35. 35. Norbert Wiener
  36. 36. Alan Turing
  37. 37. John McCarthy
  38. 38. RADICAL INNOVATION
  39. 39. 64K 64Gx 1,000,000 =
  40. 40. YOUR CHILD MIGHT NEVER NEED A DRIVER'S LICENSE
  41. 41. JOBS THAT HAVE AN EXPIRY DATE: #16 DRIVING INSTRUCTOR
  42. 42. JOBS THAT HAVE AN EXPIRY DATE: #17 TRUCK DRIVER
  43. 43. JOBS THAT HAVE AN EXPIRY DATE: #18 AIRLINE PILOT
  44. 44. JOBS THAT HAVE AN EXPIRY DATE: #19 TAXI DRIVER +
  45. 45. #19 TAXI DRIVER vs
  46. 46. JOBS THAT HAVE AN EXPIRY DATE: #20 UPS DELIVERY AGENT
  47. 47. Societal Economical Technological
  48. 48. Societal Economical Technological Customers Structures Strategy
  49. 49. 20th Century 21st Century Large Slow Stable Enclosed Dative (to/for) Scale Fast Agile Porous Ablative (by, with) Standalone Networked
  50. 50. CAN COMPANIESREALLY, REALLY RE-INVENT THEMSELVES ?
  51. 51. Exciting !
  52. 52. OPTIONALITY DAY AFTER TOMORROW * CREDITS to MARK LESLIE
  53. 53. DAY AFTER TOMORROW
  54. 54. TIME ATTENTION BUDGET TALENT VALUE CREATION
  55. 55. TIME ATTENTION BUDGET TALENT VALUE CREATION DAY AFTER TOMORROW
  56. 56. TO MORROW DAY AFTER TOMORROW TIME ATTENTION BUDGET TALENT VALUE CREATION
  57. 57. TO DAY TO MORROW DAY AFTER TOMORROW TIME ATTENTION BUDGET TALENT VALUE CREATION
  58. 58. TO DAY TO MORROW DAY AFTER TOMORROW TIME ATTENTION BUDGET TALENT VALUE CREATION 70% 20% 10%
  59. 59. TO DAY TO MORROW DAY AFTER TOMORROW TIME ATTENTION BUDGET TALENT VALUE CREATION
  60. 60. TO DAY TO MORROW DAY AFTER TOMORROW TIME ATTENTION BUDGET TALENT VALUE CREATION CURRENT VALUE FUTURE VALUE LONGTERM VALUE
  61. 61. TO DAY TO MORROW DAY AFTER TOMORROW
  62. 62. SOY TO DAY TO MORROW DAY AFTER TOMORROW
  63. 63. TO DAY TO MORROW DAY AFTER TOMORROW TIME ATTENTION BUDGET TALENT VALUE CREATION
  64. 64. TIME ATTENTION BUDGET TALENT VALUE CREATION DAY AFTER TOMORROW
  65. 65. THE BREWING OF A STORM
  66. 66. ORGANIZING DAY AFTER TOMORROW
  67. 67. HOW DO CORPORATES WORK WITH STARTUPS ? JOHNSON & JOHNSON INNOVATION LABS VODAFONE INNOVATION
 CO-CREATION LABS INTERNATIONAL AIRLINES GROUP INNOVATION CATAPULT MASTERCARD LABS SAN DIEGO LONDON SILICONVALLEY DUBLIN
  68. 68. HOW DOYOU ORGANIZE FOR THE DAY AFTER TOMORROW ?
  69. 69. DAY AFTER TOMORROW SEPARATE ENTITY Day-After-Tomorrow Entity Separate from Core Business CATAPULT DISRUPTION Overarching Cross-Business Fast-Rhythm Agile Innovation DAY AFTER TOMORROW REMOTE SILO Day-After-Tomorrow Unit Optimum Distance from Core HOLOCRACY ORGANIZATION Hierarchy of People Hierarchy of Work DAT NETWORK ORGANIZATION Micro-Enterprises Catfish Management DAT PORTFOLIO ORGANIZATION Frozen - Fluid Cycle Beyond One-Size-Fits-All INTEGRAL DISRUPTION Full Fledged Total Integral Disruption. Every Pore. CUSTOMER CO-CREATION DAT LABS Agile Co-Creation Customer as DAT Partner
  70. 70. THE DISRUPTIONCOMMITTEE
  71. 71. DAY AFTER TOMORROW WHAT'S YOUR DAY-AFTER-TOMORROW STRATEGY ?
  72. 72. GLOBAL NETWORK PLATFORMS DEEP AI FLUID DATA ROBOTICS HOW WILLYOU TACKLE THE NEXUS OF FORCES?
  73. 73. WHAT'S THE CHART THAT SCARES THE LIVING DAYLIGHTS OUT OFYOU ?
  74. 74. AREYOU READY ?
  75. 75. 0 TO 1 BRING AN IDEA TO LIFE 1 TO N BRING A PRODUCT TO SCALE HOW WILLYOU BALANCE 0 TO 1 with 1 TO N ?
  76. 76. SOY TO DAY TO MORROW DAY AFTER TOMORROW HOW MUCH
 SHIT OFYESTERDAY AREYOU CLEANING UP ?
  77. 77. OIL RIGS PRISONS AND SCHOOLS
  78. 78. 1717 Obedient workers for the mines. Obedient soldiers for the army. Well-subordinated civil servants to government. Well-subordinated clerks to industry. Citizens who thought alike about major issues.
  79. 79. OIL RIGS PRISONS AND SCHOOLS
  80. 80. OIL RIGS PRISONS AND SCHOOLS
  81. 81. “Confidence is what you have before you understand the problem.” — Woody Allen
  82. 82. Inspiration Sources /Recommended Research Organizations become Networks Stanley McChrystal: "My Share of the Task" Shark Fin Innovation "Big Bang Disruption" by Larry Downes and Paul Nunes SiliconValley becomes the industry-disruption capital of the world Mark Zawacki at 650 Labs (www.650labs.com) The Collaborative Economy Honeycomb Crowd Companies™ by Jeremiah Owyang

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