The document discusses the shift from material-based operations to digital operations. In the digital world, the marginal cost of additional data like photographs approaches zero, allowing for machine learning and faster innovation. Traditional linear business structures cannot keep up with this exponential pace of change. New organizations are leveraging collaborative technologies, external resources, and disruptive startups to create impact with small footprints. Exponential technologies will continue connecting more devices, creating new opportunities.

6. •
When
you
operate
on
film
photography
you
are
opera1ng
on
material
basis,
the
cost
of
film,
of
processing…
•
When
we
move
from
the
material
to
the
digital
world,
the
marginal
cost
of
an
addi1onal
photograph
goes
to
zero
and
you
can
apply
machine
learning
and
algorithms
that
drive
the
pace
of
change
even
faster
>
opera1ng
from
an
abundance
model

7. Shi?
from
material
to
digital

10. McKinsey’s
predic1on
1984
• World
wide
market
of
mobile
phones
would
not
exceed
1
million
units
and
advised
AT&T
to
get
out
of
the
mobile
business
and
AT&T
le?
because
if
you
had
one
of
those
big
huge
phones
you
wouldn’t
sell
more
than
a
million
• Key
mistake:
They
didn’t
compute
that
the
phones
were
shrinking
in
half
the
size
every
year

17. All
of
our
business
structures
are
built
upon
scalable
efficiency
in
a
linear
basis
Yet
the
world
is
moving
at
an
exponen1al
basis
that
all
of
our
exis1ng
structures
simply
cannot
manage

20. video

22. Immune
system
paradox:
Large
companies
are
built
to
withstand
change

23. New
breed
of
organiza1ons
crea1ng
a
massive
impact
with
a
very
small
footprint
Instead
of
bringing
everything
internally
is
tapping
into
the
resources
externally
Leveraging
Disrup1ve
Technologies

24. Hoarding
the
STOCK
Imbedded
in
the
FLOW

26. TEDx
events
:
8000/
5
years
Let
it
be
run
by
the
community
Vrs
Linear
planning
20
in
Q1
/
40
in
Q4

27. Problem
with
Tradi1onal
Linear
Planning
-­‐
If
you
do
exponen1al
=
scared
team
-­‐
If
you
do
linear
=
leave
a
lot
on
the
table

29. Collabora1ve
Technologies
Mul1-­‐skilled
teams
Fast
itera1ons
Transforma1ve
Purpose
Scalable
Processes

30. Disrup1on
from
the
side
/
unprecedented
blind
spots

31. 80
revolu1onary
startups
looking
to
disrupt
CPG’s

33. In
each
industry
there
are
at
least
3-­‐4
very
disrup1ve
startups

38. WEALTH
CREATION
1990
–
Second
Economy
–
Detroit
Chrysler
+
GM
+
Ford
1.200.000
employees
1.600
BUSD
in
revenue
2014
–
Third
Economy
–
California
Facebook
+
Apple
+
Google
130.000
employees
1.400
BUSD
in
revenue
300X

41. 50
million
users

58. #outbox

77. 80%
of
what
doctors
do
today
will
be
replaced
by
technology
within
10
years

86. Google’s
chief
execu1ve
Larry
Page
has
admimed
that
the
company
has
outgrown
its
mission
statement
to
“organise
the
world’s
informa1on
and
make
it
universally
accessible
and
useful”
from
the
launch
of
the
company
in
1998,
but
has
said
he
doesn’t
yet
know
how
to
redefine
it.

110. 2.5% 34% 34% 16%

127. All
State
–
7
years
vrs
3
days
/
340x
bemer
=
net
savings
of
USD
50
millon/
year

128. FORD
–
USD
3
billion
from
concept
to
produc1on
/
LM
–
totally
new
car
in
USD
3
million
Crowd
source
every
element
of
the
car
and
can
create
a
brand
new
model
totally
outsourced

132. •
Open
and
leverage
your
data

143. 10
years
ago:
400,000
TODAY:
8
billion
connected
devices
2020:
50
billion
2030:
1
trillion
#
of
connected
devices

144. • zero marginal cost
• zero friction to move
• zero friction to copy
• apply computation
• data correlations
• machine learning
• modeling / simulations
100% Democratização do Esforço e da Inovação
Era da
Exponencialidade