Disrupt or Die / Citizen M Glasgow / 26th May

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Technology has not only changed the way we work, it's levelled the competitive landscape, allowing startups to compete with the established larger organisations. We'll discuss the disruptive new-comers who have forced businesses to re-evaluate their strategies, ways of working and culture. To get ready for the future, we'll discuss how to evolve to ensure you're not left behind.

Technology

Disrupt or Die.
#disruptordie
@g4ryw4lker@22north_
@g4ryw4lker
@leslieowensby
22north

75% of the S&P
500 will be
replaced by 2027.
#disruptordie
1937 2015
18 yrs
75 yrs
*Source Standard & Poor’s
@g4ryw4lker @leslieowensby

‘If the rate of change on the outside exceeds the rate
of change on the inside, the end is near’.
- Jack Welch
Is Telco is now a Dumb Pipe?
@g4ryw4lker @leslieowensby

Is Telco a Dumb Pipe?
@g4ryw4lker @leslieowensby
$32.5bn£300m $100bn

Vs
5 Years Old 23 Years Old
Users
450m*
Users
443m
$19bn $128bnCompany Value
Value per employee
55
Employees
92,812
Employees
$345.5m $1.4m
*WhatsApp active users as of 2016: 1bn
Is Telco a Dumb Pipe?
@g4ryw4lker @leslieowensby

Vs
5 Years Old 23 Years Old
Business models
Any available
infrastructure
Free or users
pay $0.99 pa
Ad spend $0
Ad spend circa
$800m
Users pay
$300-1200 pa
Mobile
operations in 27
countries.
Partnerships in
48.
Is Telco a Dumb Pipe?
@g4ryw4lker @leslieowensby

Is Telco a Dumb Pipe?
Displaced.
@g4ryw4lker @leslieowensby

Is Telco a Dumb Pipe?
@g4ryw4lker @leslieowensby

Is Telco a Dumb Pipe?
Diminished.
@g4ryw4lker @leslieowensby

Is Telco a Dumb Pipe?
Dis-intermediated.
@g4ryw4lker @leslieowensby

Is Telco a Dumb Pipe?
@G4RYW4LKER
Is Telco a Dumb Pipe?
@g4ryw4lker @leslieowensby

Is Telco a Dumb Pipe?
It’s not just telco.
@g4ryw4lker @leslieowensby

Money
Lending
Everyday
Banking
Everyday
Banking
Payments
Saving and
Investments
Money
International
Money
Transfer
Money
Management
@g4ryw4lker @leslieowensby

Is Telco a Dumb Pipe?
People, Culture & Technology.
(A practical guide for change)
@g4ryw4lker @leslieowensby

People, Culture & Technology.
‘Some leaders understand it, but there are thousands
& thousands of people under them that are either
happy with the status quo, or they simply don’t get it’
- Lee Sankey
Former Group Design Director, Barclays
@g4ryw4lker @leslieowensby

People, Culture & Technology.
How the incumbents
can respond.
@g4ryw4lker @leslieowensby

Adaptive leaders.
People, Culture & Technology.
@g4ryw4lker @leslieowensby

Talented people.
People, Culture & Technology.
@g4ryw4lker @leslieowensby

Organise in small
multi-disciplined
teams.
People, Culture & Technology.
@g4ryw4lker @leslieowensby

Good
communication
but telling
people how to
solve
Micro
Management
Culture
Leaders focus
on what to
solve but let
the teams
figure out how
to solve
Teams do what
they want &
leaders are
helpless
26
@g4ryw4lker @leslieowensby

Get air support.
People, Culture & Technology.
@g4ryw4lker @leslieowensby

Design around modern
working practices.
People, Culture & Technology.
@g4ryw4lker @leslieowensby

Work from Anywhere.
Tools only
enable
Principles
Trust. Clarity. Transparency.
People, Culture & Technology.
@g4ryw4lker @leslieowensby

Get some alone time.
People, Culture & Technology.
@g4ryw4lker @leslieowensby

Delivery Comparison.
+3 years -£2.5m
Q3 2012
Sales briefs
commercial team to
review top up
experience
May 2013
UX assigned to work
on a new experience
and develops a
prototype
Sept 2013
Early Engagement
commences
Nov 2013
Cash approved and
project starts
Q3 2014
Move all self care
development to agile
2015
Likely delivery date
of simple 3 step top
up process.. 2016
still not delivered
+3 Years - £3m
Dec 2012
Request for funds to
kick off project to
launch Sharepoint
across whole of
Three
Q2-4 2013
Planning & re-
planning completed
Q1 2014
First SharePoint
build phase likely to
commence mid/late
April 14.
Q3 2014
Request to approve
£207k to continue
development, launch
to early adopters
and provide support
Q4 2014
Delayed launch from
Oct 2014 to Feb
2015 as a result of
replanning
March 2015
Pilot launched only
to one department...
Microsoft SharePoint
Pay as you go top up
31
People, Culture & Technology.
@g4ryw4lker @leslieowensby

Delivery Comparison.
4 Months - £248k
Single User Interface.
People, Culture & Technology.
@g4ryw4lker @leslieowensby

Summary.
Subscribe to 22 North's Culture Club Flipboard magazine
A curation of articles from our team about modern design and work practices
How would you apply the displaced, diminished and dis-
intermediated scenario to your company?
People, Culture & Technology. It’s more than just a
process or tool.
@g4ryw4lker @leslieowensby

@22NORTH_
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GARY@22NORTH.CO.UK
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Mike Del Balso, CEO & Co-Founder at Tecton, presents "Full RAG," a novel approach to AI recommendation systems, aiming to push beyond the limitations of traditional models through a deep integration of contextual insights and real-time data, leveraging the Retrieval-Augmented Generation architecture. This talk will outline Full RAG's potential to significantly enhance personalization, address engineering challenges such as data management and model training, and introduce data enrichment with reranking as a key solution. Attendees will gain crucial insights into the importance of hyperpersonalization in AI, the capabilities of Full RAG for advanced personalization, and strategies for managing complex data integrations for deploying cutting-edge AI solutions.

みなさんこんにちはこれ何文字まで入るの？40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの？えこ...

名前です男

20240609 QFM020 Irresponsible AI Reading List May 2024

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Full-RAG: A modern architecture for hyper-personalization

20240609 QFM020 Irresponsible AI Reading List May 2024

Disrupt or Die / Citizen M Glasgow / 26th May

1. Disrupt or Die. #disruptordie @g4ryw4lker@22north_ @g4ryw4lker @leslieowensby 22north

2. What we are going to cover Intro Setting the scene Displaced, diminished, dis-intermediated 3 stage scenario People, culture & technology Why change within established companies is so tough Summary @g4ryw4lker @leslieowensby

3. 75% of the S&P 500 will be replaced by 2027. #disruptordie 1937 2015 18 yrs 75 yrs *Source Standard & Poor’s @g4ryw4lker @leslieowensby

4. ‘If the rate of change on the outside exceeds the rate of change on the inside, the end is near’. - Jack Welch Is Telco is now a Dumb Pipe? @g4ryw4lker @leslieowensby

5. Is Telco a Dumb Pipe? @g4ryw4lker @leslieowensby $32.5bn£300m $100bn

6. Vs 5 Years Old 23 Years Old Users 450m* Users 443m $19bn $128bnCompany Value Value per employee 55 Employees 92,812 Employees $345.5m $1.4m *WhatsApp active users as of 2016: 1bn Is Telco a Dumb Pipe? @g4ryw4lker @leslieowensby

7. Vs 5 Years Old 23 Years Old Business models Any available infrastructure Free or users pay $0.99 pa Ad spend $0 Ad spend circa $800m Users pay $300-1200 pa Mobile operations in 27 countries. Partnerships in 48. Is Telco a Dumb Pipe? @g4ryw4lker @leslieowensby

8. Is Telco a Dumb Pipe? Displaced. @g4ryw4lker @leslieowensby

9. Is Telco a Dumb Pipe? @g4ryw4lker @leslieowensby

10. Is Telco a Dumb Pipe? @g4ryw4lker @leslieowensby

11. Is Telco a Dumb Pipe? Diminished. @g4ryw4lker @leslieowensby

12. Is Telco a Dumb Pipe? @g4ryw4lker @leslieowensby

13. Is Telco a Dumb Pipe? @g4ryw4lker @leslieowensby

14. Is Telco a Dumb Pipe? Dis-intermediated. @g4ryw4lker @leslieowensby

15. Is Telco a Dumb Pipe? @g4ryw4lker @leslieowensby

16. Is Telco a Dumb Pipe? @G4RYW4LKER Is Telco a Dumb Pipe? @g4ryw4lker @leslieowensby

17. Is Telco a Dumb Pipe? It’s not just telco. @g4ryw4lker @leslieowensby

18. @g4ryw4lker @leslieowensby

19. Money Lending Everyday Banking Everyday Banking Payments Saving and Investments Money International Money Transfer Money Management @g4ryw4lker @leslieowensby

20. Is Telco a Dumb Pipe? People, Culture & Technology. (A practical guide for change) @g4ryw4lker @leslieowensby

21. People, Culture & Technology. ‘Some leaders understand it, but there are thousands & thousands of people under them that are either happy with the status quo, or they simply don’t get it’ - Lee Sankey Former Group Design Director, Barclays @g4ryw4lker @leslieowensby

22. People, Culture & Technology. How the incumbents can respond. @g4ryw4lker @leslieowensby

23. Adaptive leaders. People, Culture & Technology. @g4ryw4lker @leslieowensby

24. Talented people. People, Culture & Technology. @g4ryw4lker @leslieowensby

25. Organise in small multi-disciplined teams. People, Culture & Technology. @g4ryw4lker @leslieowensby

26. Good communication but telling people how to solve Micro Management Culture Leaders focus on what to solve but let the teams figure out how to solve Teams do what they want & leaders are helpless 26 @g4ryw4lker @leslieowensby

27. Get air support. People, Culture & Technology. @g4ryw4lker @leslieowensby

28. Design around modern working practices. People, Culture & Technology. @g4ryw4lker @leslieowensby

29. Work from Anywhere. Tools only enable Principles Trust. Clarity. Transparency. People, Culture & Technology. @g4ryw4lker @leslieowensby

30. Get some alone time. People, Culture & Technology. @g4ryw4lker @leslieowensby

31. Delivery Comparison. +3 years -£2.5m Q3 2012 Sales briefs commercial team to review top up experience May 2013 UX assigned to work on a new experience and develops a prototype Sept 2013 Early Engagement commences Nov 2013 Cash approved and project starts Q3 2014 Move all self care development to agile 2015 Likely delivery date of simple 3 step top up process.. 2016 still not delivered +3 Years - £3m Dec 2012 Request for funds to kick off project to launch Sharepoint across whole of Three Q2-4 2013 Planning & replanning completed Q1 2014 First SharePoint build phase likely to commence mid/late April 14. Q3 2014 Request to approve £207k to continue development, launch to early adopters and provide support Q4 2014 Delayed launch from Oct 2014 to Feb 2015 as a result of replanning March 2015 Pilot launched only to one department... Microsoft SharePoint Pay as you go top up 31 People, Culture & Technology. @g4ryw4lker @leslieowensby

32. Delivery Comparison. 4 Months - £248k Single User Interface. People, Culture & Technology. @g4ryw4lker @leslieowensby

33. Summary. Subscribe to 22 North's Culture Club Flipboard magazine A curation of articles from our team about modern design and work practices How would you apply the displaced, diminished and dis- intermediated scenario to your company? People, Culture & Technology. It’s more than just a process or tool. @g4ryw4lker @leslieowensby

34. @g4ryw4lker @leslieowensby Thank you.

35. @22NORTH_ @STUDIOTHIRTYSIX GARY@22NORTH.CO.UK LESLIE@STUDIOTHIRTYSIX.CO.UK

Disrupt or Die / Citizen M Glasgow / 26th May

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