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Disruption, don't be a victim
The document discusses the concept of disruptive innovation, emphasizing its potential to create new markets while displacing existing ones as seen with examples like Blackberry. It highlights the importance for successful companies to adapt and embrace new technologies and business models rather than focusing solely on incremental improvements to current products. Additionally, it outlines strategies for digital transformation and the necessity of understanding customer experience and purpose in a rapidly changing technological landscape.
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Disruption, don't be a victim
- 1. "It is almostbanal to say so, yet it needs to be stressed continually: all is creation, all is change, all is flux, all is metamorphosis.” ! Henry Miller - writer, revolutionary.
- 2. I AM SCOTT @thescott SCOTT@QUIRK.BIZ
- 3. Specialist generalist HEADOF QUIRK LABS
- 4. THIS IS APUBLIC SERVICE ANNOUNCEMENT…
- 5. black 1942 PSA“Five Inch Bathers” youtube.com/watch?v=E4j9QGlCNuA
- 6. DISRUPTIVE INNOVATION DON’TBE A VICTIM!
- 7. A disruptive innovationis an innovation that helps create a new market and value network, and eventually disrupts an existing market and value network (over a few years or decades), displacing an earlier technology.
- 8. Successful companies (incumbents)can put too much emphasis on customers' current needs and fail to adopt new technology or business models that will meet customers' unstated or future needs; such companies will eventually fall behind. (And spend the years playing catch-up e.g. Blackberry)
- 9. Quality Minimum customer need Sustaining innovations Incumbents treat innovation as a series of incremental improvements. They focus on improving the quality of their premium products to sustain their current business model Resource: http://bit.ly/disruptionNYT “The leaked New York Times innovation report is one of the key documents of this media age.” Nieman Journalism Lab.
- 10. Disruptive innovations Quality Minimum customer need Sustaining innovations Disruptors introduce new products that, at first, do not seem like a threat. Their products are cheaper, with poor quality — to begin with. Resource: http://bit.ly/disruptionNYT
- 11. Quality Minimum customer need Over time, disruptors improve their product, usually by adapting a new technology. The flashpoint comes when their products become “good enough” for most customers. They are now poised to grow by taking market share from incumbents. Resource: http://bit.ly/disruptionNYT
- 12. It’s not aboutkeeping up technologically, but rather the dilemma: ! STEER RESOURCES TO TARGET NEW (RISKIER) VALUE NETWORKS OR BUSINESS (Disruptive) AS USUAL (Sustaining)
- 13. WHY is itimportant now?
- 14. A tipping pointof invention? (At the expense of your value chains)
- 15. THE CONSUMER MOBILITY STACK OUR BEHAVIOUR THE EXPERIENCE SOFTWARE HARDWARE CONNECTIVITY
- 16. CONNECTIVITY FASTER CHEAPER EVERYWHERE
- 17. LTE-A Downloading 800Mbin 6s. A full length Blu-ray movie would take approximately 3mins to FASTER CHEAPER download. EVERYWHERE http://bit.ly/1lvPm2b - “African Undersea Cables", Steve Song, Many Possibilities, July 2009
- 18. HARDWARE CONNECTIVITY MORE ACCESSIBLE MORE PERVASIVE
- 19. R450 Light: $7 Motion: $45 MORE ACCESSIBLE NFC Stickers R2ea. MORE PERVASIVE Gesture Proximity Gyro Accelerometer Geomagnetic Temp / Humidity Barometer Hall Light SAMSUNG GALAXY S4
- 20. R450 Light: $7 Motion: $45 MORE ACCESSIBLE NFC Stickers R2ea. MORE PERVASIVE Gesture Proximity Gyro Accelerometer Geomagnetic Temp / Humidity Barometer Hall Light SAMSUNG GALAXY S4 ESTIMOTE NEARABLES •Accelerometer, temp, GPS •$99 for 10 (incl API access)
- 21. MAKING STUFF ISGETTING #EASIER SOFTWARE HARDWARE CONNECTIVITY
- 22. “Building on breakthroughsin WolframAlpha, the Wolfram Language lets you mix ordinary free-form natural language into your code.” “Start using the Wolfram Language with no programming knowledge”
- 23. “HYPER-RELEVANCY” THE EXPERIENCE SOFTWARE HARDWARE CONNECTIVITY
- 24. RELEVANT, DATA DRIVEN EXPERIENCES EXPERIENCE “I expect a consistently relevant brand experience” CUSTOMER BRAND “We need a single view of each customer” DATA #BigData #BuzzwordOfTheYear #BigDataIsTheNewMobile
- 25. THE PRODUCTIVE PHASE A new era of productivity enabled by technology, driven by a society that no longer sees the Internet as a mysterious, intangible, exclusive, and scary "thing". OUR BEHAVIOUR THE EXPERIENCE SOFTWARE HARDWARE CONNECTIVITY
- 26. TAMING THE INTERNET Harnessing the POWER of the Internet for personal gain and social benefit.
- 27. "IF I takea photo on Instagram THEN save the photo to dropbox"
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- 30. “Kiva lets individualslend as little as $25 to help create opportunity around the world.” •1,217,419 Kiva lenders •$604,394,200 in loans •98.79% repayment rate Crowd funding
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- 33. Never before hasis happen. 100x been so easy to make an idea
- 34. THEN vS Now $$$$$ $ The Next Disruption Where Digital Will Lead Us http://youtu.be/yJ-L2IW5DaY 10x the innovators 1/10th the cost 100x more ideas turned into reality
- 35. NOW x AFRICA $ X the innovators 1/10th the cost X more ideas turned into reality
- 36. NOW x AFRICA $ X Unprecedented the innovators fragmentation and creation of new value. 1/10th the cost X more ideas turned into reality
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- 40. iPhone vs. manyvalue chains Steve Balmer Microsoft CEO
- 41. iPhone vs. manyvalue chains
- 42. GEARING FOR THEINVENTION ECONOMY
- 43. DISCLAIMER: None ofthe following is very easy.
- 44. 1. DIGITAL TRANSFORMATION Re-align your company’s TOTAL CUSTOMER EXPERIENCE LIFECYCLE with the expectations of the connected consumer. THE DIGITAL BUSINESS
- 45. 1. DIGITAL TRANSFORMATION THE ENABLERS Openness Collaboration Leadership Resources THE INHIBITORS Legacy - Systems & mindset Internal politics & silo thinking Egos & Self preservation Lack of understanding & expertise No “Customer Experience Officer”
- 46. 2. EMBRACE theunknown NOW (RaTHER THAN ignoring it) 80 20 10 Sustaining business as usual Developing and guiding new ideas that come from the 10% Trying new things Start small / Look for ideas internally ! PRACTICE AGILE Hypothesise Prototype (MVP) Test Evaluate against data
- 47. 3. UNDERSTAND YOURPURPOSE* THAT GUIDES * “Visionary over commercial” •Allows for focus and flexibility •Use it to look for opportunity outside of your current product or service offering •Use it to identify potential disruptor threats OUR PURPOSE
- 48. 3. UNDERSTAND YOURPURPOSE THAT GUIDES Amazon To be Earth’s most customer-centric company, where customers can find and discover anything they might want to buy online, and endeavours to offer its customers the lowest possible prices Google To organise the world’s information and make it universally accessible and useful. Nike To bring inspiration and innovation to every athlete* in the world. *”If you have a body, you are an athlete.” Facebook To give people the power to share and make the world more open and connected.
- 49. 4. START TAKINGYOUR DATA SERIOUSLY
- 50. 4. START TAKINGYOUR DATA SERIOUSLY COLLECT •Active (data submission) •Passive (sensors, tracking) SHEPHERD Look for aimlessly wandering pockets of data that is collected and not used. A DATA FRAMEWORK THAT RUNS ACROSS THE BUSINESS
- 51. 4. START TAKINGYOUR DATA SERIOUSLY BE A PLATFORM Depending on the data, consider opening it up, enabling others to build (much better) experiences via your API. * * The developer’s experience is an experience worth focusing on too.
- 52. YOU MAY BEDISRUPTED BECAUSE… •The barriers to entry for competition are lower than ever before •Your competitor set isn’t what it was yesterday •Your customer experience sucks, and empowered people (the makers) create their own solutions (and value chains) •You’re not flexible, adaptable, agile, open •Your product/service strategy is based on the needs of your shareholders, not the needs of your customers.
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- 54. Digital Disruption 101Prescription •The Innovators Dilemma by Clayton M. Christensen - http://www.amazon.com/The- Innovators-Dilemma-Revolutionary-Business/dp/0062060244 •The Capitalist’s Dilemma by Clayton M. Christensen and Derek van Bever - http://hbr.org/ 2014/06/the-capitalists-dilemma/ar/1 •The Next Disruption Where Digital Will Lead Us James McQuivey - http://youtu.be/yJ-L2IW5DaY •Digital Isn't Software, It's a Mindset Aaron Dignan - http://99u.com/videos/23495/aaron-dignan- digital-isnt-software-its-a-mindset •The Responsive OS Undercurrent - http://www.undercurrent.com/responsive-os + Responsive OS canvas: http://responsive.org/2014/05/introducing-the-responsive-os-canvas/ •On the Nature of Digital Transformation: 10 Observations - https://medium.com/business-startup- development-and-more/on-the-nature-of-digital-transformation-10- observations-9a889aa170d1 •New York Times Innovation Report - http://bit.ly/disruptionNYT •Disruption Revolution - David Pasiak - https://www.disruptrev.com