Synergy2016 Tech Keynote – A tale of two cities - Sophie Bryne, Microsoft
•
0 likes•163 views
Synergy2016 technology keynote presenter Sophie Byrne (Microsoft) says that innovation is simply change that adds value. It takes is human ingenuity, speed to market and courage. Using insights from AEC insustry interviews and her experience working with Microsoft's clients across Australia, Sophie focuses on the human element of collaborative technologies.
Recommended
More Related Content
Similar to Synergy2016 Tech Keynote – A tale of two cities - Sophie Bryne, Microsoft
Similar to Synergy2016 Tech Keynote – A tale of two cities - Sophie Bryne, Microsoft (20)
More from Total Synergy
More from Total Synergy (20)
Recently uploaded
Recently uploaded (20)
Synergy2016 Tech Keynote – A tale of two cities - Sophie Bryne, Microsoft
- 1. A TALE OF TWO CITIES SOPHIE BYRNE MICROSOFT
- 4. IT WAS THE BEST OF TIMES, IT WAS THE WORST OF TIMES
- 8. “If the rate of change on the outside exceeds the rate of change on the inside, the end is near.” J a c k W e l c h
- 9. Change that adds value. [ɪnəˈveɪʃ(ə)n]
- 11. “Not ever y decision is an economic decision. The lens in which we are making that decision is through the lens of our people. We employ over 200,000 people in this company, and we want to embrace diversity. Of all kinds.” H o w a r d S c h u l t z , C E O, S t a r b u c k s PROFIT
- 12. HIERARCHIES
- 13. “Tesla will not initiate patent lawsuits against anyone who, in good faith, wants to use our technology.” E l o n M u s k , C E O, Te s l a M o t o r s PRIVACY
- 14. PL ANNING
- 16. Change that adds value.[ɪnəˈveɪʃ(ə)n] HUMAN INGENUITY SPEED TO MARKET COURAGE
Editor's Notes
- Kodak Most reference anecdote of company that failed to adapt Image Easier to tell binary story – one aspect got forgotten 1983, Colby Chandler division to explore digital imaging What went wrong? John White quote [read excerpt] Got stuck trying to deliver fund new outcomes with same bus model Had commitment – but not fast enough, or enough courage
- Usain Bolt, Berlin 2009, 09:58secs You or me got as fit as we could… Tiny difference, gaping chasm
- Sophie Byrne, Microsoft Talk about that chasm – what it looks like on either side, what’s going on in the middle Tech keynote, but key is people Human ingenuity, speed to market, courage
- Concept of innovation a tale of two cities On one hand incredible stories like these on screen Connected Cows Eyenaemia National Geographic natural wonders Elon Musk mini glasshouses Wifi on aeroplanes Skype Translator [video]
- Applications so exciting Bus model innovation – TRB In-house provider of legal, HR, finance etc. Blown apart the market constraints they had previously Addressable opp. Enabled by tech but their own ingenuity
- Then the other side of innovation chasm Orgs still using old tech, 10 yr old vintage Meeting, dicking around for 10mins Behavioural – resistant, fearful or apathetic towards change Chained to their desks, managed by sight Lax security - CEOs walked, Target US, Sony Pictures So what’s going on in middle, how can you bridge divide faster?
- Challenge isn’t going away Incremental improvements vs. J-curve Microsoft knows – missed crucial moments in mobile, search Opp huge – built world one of last bastions of resistance to dig rev Risk huge – competitors today didn’t have yesterday Start-ups using big data and artificial intel to automate engineering Great quote from Jack Welch
- Sounds doomsday-ish, overwhelming You’ve got business to run, cash flow, emps to pay, customer demands Innovation all of a sudden a lofty goal, expensive, strategic luxury But innovation not about technology Tech today such that anything is possible – dream, can achieve Infinite poss, finite time and attention – human ingenuity, speed to market, courage Quote from Inventium – innovation = change that adds value Get a jump on competitors, disrupt major players w small incremental changes
- Where your org (and you personally) are on these spectrums Traits of a responsive org Going to describe each one, example from across industry
- Profit > purpose In the past, goal was to create economic value Short term lens – dim pub trust, emp eng, shortened lifespans, dmg environ Today we look for orgs with purpose greater than making $ Rather than profit primary goal, by-product of success Do well by doing good Starbucks – 2013 annual general meeting Shareholder complained ‘comp lost customers, open support gay marriage’ [read response]
- Hierarchies > networks Org structures industrial age, complex tasks Managers, managers of managers Command-and-control style less relevant today Tech allows us to self-organize, collab across int and ex boundaries By working as a network we get outcomes for customers much faster US Army – Afghanistan, communication protocols Superior, yet small network fighting was distributed, agile, faster Rethink paradigms of how share info – need-to-know > not-to-know Used tech to get info into hands of ppl faster Empowered troops to make decisions at the edges Rather than taking 1month per foray, 16-17 per night
- Privacy > Transparency What you know, who you know your power Today, access to so much info Impossible to know what info might be valuable to who Ptnl benefits – info in the hands of ppl who share common purpose Outweight ptnl risks – open info being used counter-prod ways Tesla – 2014 blog post [read excerpt] Open and speak to purpose, but v business savvy Open patents but retain rights to batteries Gold in them their hills, but you’ll need a shovel
- Planning > Experimentation Yesterday, competed by opt productivity, efficiency, predicting long-term future with solid strategy Planning was imp because costly and time-cons to change course Today, plans start losing value moment they’re built Can’t predict future – pace of change too great Need new model Opposite of planning doesn’t have to be chaos Still need long-term vision, but make prog by experimentation and iteration Zara – high fashion into hand quickly, affordable price Invested in high tech equipment and extra capacity, allow factories to accommodate sudden production increases or changes Typical retailer places 80% orders, Zara not even 50% Change doesn’t disrupt system – is system
- Great stories, but how do you get there? Key lies in ability to selectively forget Scientists – 5 monkey in cage, ladder, bananas Have to selectively forget your past Hard, b/c this change different Before we can learn a new way to operate, have to un-learn principles of what made us successful in past
- Fortuitous thing – inherent advantage You are designers – think laterally, use creative prob solving Start small – culture you drive and your own behaviours Do you trust? Reward for open, contributing to success of others? Tapping into global talent network? Brokering new partnerships? Innovation simply change that adds value. And it’s achieved through human ingenuity, speed to market and courage Thanks for listening, good luck and have fun