The document discusses how business models are disrupted by technological revolutions. It outlines four major revolutions: the Industrial Revolution, Services Revolution, Information Revolution, and current Digital Revolution. Each revolution shifts the focus of businesses and requires new financial and operating measures. The Digital Revolution in particular is built upon networks and relationships rather than assets. It favors models where many producers make and sell goods rather than centralized production models. However, the document notes most companies still lack readiness for digital transformation.
The Network Multiplier - A 2.5 Day ProgramOpenMatters
A 2.5 Day Curriculum for the Network Imperative and how leaders business and mental models are impacting how they make and spend their capital to create value.
A presentation by Irving Wladawsky-Berger, former chief technology officer at IBM on the future of innovation in the service sector. Given at Imperial College Business School on 13 October 2009.
The Network Multiplier - A 2.5 Day ProgramOpenMatters
A 2.5 Day Curriculum for the Network Imperative and how leaders business and mental models are impacting how they make and spend their capital to create value.
A presentation by Irving Wladawsky-Berger, former chief technology officer at IBM on the future of innovation in the service sector. Given at Imperial College Business School on 13 October 2009.
Public Sector Enterprise ICT 2020 - Chairman's Address - 24 Nov 2020David Terrar
My scene setting slides from Whitehall Media's ESICT 2020 conferen ce 24 November 2020. We love in exponential times. The rate of change last century has accelerated this century, but nobody prepared us for the changes in 2020. Now work isn't somewhere you go, it's something you do. We've been around one the planet for 200,000 years. We've been through 3 complicated industrial revolutions, but this fourth one brings us in to the complex. A small change can have massive implications. The small change this year was COVID-19. An virus none of us can see that has changed life and work for all of us. We need different thinking. We need exponential thinking to replace our linear thinking. An agile approach in place of business as usual. An approach where we shift from command and control and hierarchy to a more distributed style of leadership and a flatter organisation. We need to shift power to the edge, to be close to the customer. We need to recognise that digital transformation isn't a project, it needs to be a continuous approach to stay ahead of the competition. To adapt to survive.
a slide summary of the document
2016, "The Industrial IoT: Business Strategy & Innovation Framework", The Industrial Internet Consortium, www.iiconsortium.org
Michael Priddis, Managing Director, BCG Digital VenturesB&T Magazine
DAZE Melbourne 2015: You and .AI. Man, Machine, & the Future of Work: How Technology will Transform your economy, your workplace, and your child's role in it.
Unpacking Digital Transformation for your Business Fayaz King
Digital Transformation is the re-alignment of, or new investment in, technology and business models to more effectively compete in a digital economy. Check out my presentation to learn more.
CeBIT Social Business Arena keynote - Strategic building blocks for your Dig...David Terrar
Standing in fir Dion Hinchcliffe who was called away, this was the opening keynote in the CeBIT Social Business Arena. My idea was to do three things. First give the Agile Elephant view of the current complex and disruptive digital landscape. There is a wave of change affecting every business and some key issues to be understood that are driving the need for digital transformation in every industry, every style of business. I go through 20 years of a world gone digital and recommend 3 books to help make sense of where we are. Secondly present 8 strategic building blocks to enable transformation, with the emphasis on practical things you can do, and specific areas or factors that your organisation needs to address.
Lastly, leave you with a core message that is vital for the 21st century enterprise - and that is that you need to be in a state of continuous reinvention to make sure that some smarter, nimbler competitor doesn't make use of technology or new business models to take away your market.
Quels dirigeants pour répondre aux défis de la transformation numérique ?
C’est désormais la direction générale qui doit avoir une vue claire des enjeux de la transformation numérique, ses modalités et ses conséquences pour prendre les décisions pertinentes. Cela implique une évolution majeure de leurs compétences, de leur vision même de la gouvernance de l’entreprise mais aussi de leur manière de décider.
Kienbaum a mené une étude auprès de plus de 100 dirigeants français issus d’industries différentes pour évaluer transversalement les nouveaux critères prévalant dans la recherche de dirigeants à l’heure de la transformation numérique.
Première conclusion : Le digital est un challenge avant tout humain. A l’ère de la transformation digitale, le bagage académique et le parcours professionnel comptent moins qu’un certain nombre de qualités « entrepreneuriales », notamment dans la prise de décision. Les critères qui désormais arrivent en premier rang sont nettement d’ordre comportemental et relèvent du capital humain. Le dirigeant à l’ère digitale présente des qualités spécifiques : « Preneur de risque, audacieux », « orienté client », « Ouvert, à l’écoute, humble et auto-apprenant », « Personnalité inspirante et fédératrice »
Le digital et l’innovation touchant directement au business model de l’entreprise, il y a un appel et une nécessité claire d’une volonté infaillible au plus haut niveau de l’entreprise.
Deuxième conclusion : Le changement est au cœur de la transformation digitale. C’est pourquoi les profils recherchés sont avant tout des profils vecteurs de changement. L’initiation, l’accompagnement et l’itération du changement sont les vrais moteurs en termes de discipline de cette transition/révolution numérique.
Troisième conclusion : Les compétences techniques ne sont pas premières. Les compétences ou traits de leadership primordiaux dans cet environnement de changement appartiennent plutôt à la famille des "soft skills" ou aptitudes interpersonnelles.
Quatrième conclusion : émergence d’un « leadership digital ». En phase avec ce que pense le marché aujourd’hui et ce qu’il attendra de ses leaders dans un avenir proche, Kienbaum a dégagé 4 dimensions de leadership qui semblent régir les enjeux des entreprises et des CEO dans ce nouveau paradigme digital.
Si les premières dimensions « réflexion stratégique & exécution » et « leadership & vision » sont les fondamentaux d’hier et d’aujourd’hui du profil type du leader recherché, l’association des dimensions « orientation humaine » et « conscience de soi & remise en cause » au même niveau de considération et d’impératif représentent une évolution qui redéfinit les exigences et attentes au plus haut niveau.
Ces conclusions réorientent de manière significative la recherche des leaders d’entreprise de demain.
Presentation given @ Aarhus University April 30, 2015. About IBM's model of innovation, the major innovation programs and some examples. Links to more info on one of the last slides in the deck.
Disciplined execution in a VUCA environment a case of ECONET ZimbabweFayaz King
lessons and insights of disciplined execution of strategy in a Volatile, Uncertain, Complex and Ambiguous environment. Moving from a Mobile Network Operator to a Digital business through the SDG's.
Innovation and digital disruption in professional servicesTapmint
This is a presentation for http://tapmint.com which I gave internally at one of the world's largest professional services firms. It discusses digital disruption in financial services, professional services and accounting services.
Various models of corporate innovation are also highlighted. Case studies of 3 companies are provided - Suncorp Group, Sensis and Carsales. Finally, I provide some thoughts on implementation.
The Deloitte Center for the Edge conducts original research and develops substantive points of view for new corporate growth. The center, anchored in the Silicon Valley with teams in Europe and Australia, helps senior executives make sense of and profit from emerging opportunities on the edge of business and technology. Center leaders believe that what is created on the edge of the competitive landscape — in terms of technology, geography, demographics, markets — inevitably strikes at the very heart of a business.The Center for the Edge's mission is to identify and explore emerging opportunities related to big shifts that are not yet on the senior management agenda, but ought to be. While Center leaders are focused on long-term trends and opportunities, they are equally focused on implications for near-term action, the day-to-day environment of executives.
Learn more - http://www.deloitte.com/centerforedge
Digital Leadership Interview : James Patterson, MVP and Head of Capital One LabsCapgemini
"Creating excellence at small scale is relatively straightforward. Doing so at scale is extremely hard. And that’s where most innovation centers struggle."
#DTR8: The New Innovation Paradigm for the Digital Age: Faster, Cheaper and O...Capgemini
In this edition of the Digital Transformation Review, we examine how organizations can create sustainable and successful innovation strategy, drawing on our global panel of industry executives and academics.
We focus on four key themes:
Which digital innovations should be on organizations' radar screens?
How should companies promote innovation and embed it into their culture?
What lessons can we draw from organizations that are stand-out innovators?
What is the role and impact of innovation centers, including the Capgemini Consulting-Altimeter Group report, "The Innovation Game: Why and How Businesses are Investing in Innovation Centers".
Does open science matter at proposal evaluationIvo Grigorov
"Winning Horizon2020 with Open Science" (doi 10.5281/zenodo.12247) brief was integrated in Marie Curie ETNs and Societal Challenge 2 & 5 proposals in order to test whether Open Science can give applicants a competitive edge. These slides offer preliminary extracts from 2015-2016 Evaluation Summary Reports (ESR).
Public Sector Enterprise ICT 2020 - Chairman's Address - 24 Nov 2020David Terrar
My scene setting slides from Whitehall Media's ESICT 2020 conferen ce 24 November 2020. We love in exponential times. The rate of change last century has accelerated this century, but nobody prepared us for the changes in 2020. Now work isn't somewhere you go, it's something you do. We've been around one the planet for 200,000 years. We've been through 3 complicated industrial revolutions, but this fourth one brings us in to the complex. A small change can have massive implications. The small change this year was COVID-19. An virus none of us can see that has changed life and work for all of us. We need different thinking. We need exponential thinking to replace our linear thinking. An agile approach in place of business as usual. An approach where we shift from command and control and hierarchy to a more distributed style of leadership and a flatter organisation. We need to shift power to the edge, to be close to the customer. We need to recognise that digital transformation isn't a project, it needs to be a continuous approach to stay ahead of the competition. To adapt to survive.
a slide summary of the document
2016, "The Industrial IoT: Business Strategy & Innovation Framework", The Industrial Internet Consortium, www.iiconsortium.org
Michael Priddis, Managing Director, BCG Digital VenturesB&T Magazine
DAZE Melbourne 2015: You and .AI. Man, Machine, & the Future of Work: How Technology will Transform your economy, your workplace, and your child's role in it.
Unpacking Digital Transformation for your Business Fayaz King
Digital Transformation is the re-alignment of, or new investment in, technology and business models to more effectively compete in a digital economy. Check out my presentation to learn more.
CeBIT Social Business Arena keynote - Strategic building blocks for your Dig...David Terrar
Standing in fir Dion Hinchcliffe who was called away, this was the opening keynote in the CeBIT Social Business Arena. My idea was to do three things. First give the Agile Elephant view of the current complex and disruptive digital landscape. There is a wave of change affecting every business and some key issues to be understood that are driving the need for digital transformation in every industry, every style of business. I go through 20 years of a world gone digital and recommend 3 books to help make sense of where we are. Secondly present 8 strategic building blocks to enable transformation, with the emphasis on practical things you can do, and specific areas or factors that your organisation needs to address.
Lastly, leave you with a core message that is vital for the 21st century enterprise - and that is that you need to be in a state of continuous reinvention to make sure that some smarter, nimbler competitor doesn't make use of technology or new business models to take away your market.
Quels dirigeants pour répondre aux défis de la transformation numérique ?
C’est désormais la direction générale qui doit avoir une vue claire des enjeux de la transformation numérique, ses modalités et ses conséquences pour prendre les décisions pertinentes. Cela implique une évolution majeure de leurs compétences, de leur vision même de la gouvernance de l’entreprise mais aussi de leur manière de décider.
Kienbaum a mené une étude auprès de plus de 100 dirigeants français issus d’industries différentes pour évaluer transversalement les nouveaux critères prévalant dans la recherche de dirigeants à l’heure de la transformation numérique.
Première conclusion : Le digital est un challenge avant tout humain. A l’ère de la transformation digitale, le bagage académique et le parcours professionnel comptent moins qu’un certain nombre de qualités « entrepreneuriales », notamment dans la prise de décision. Les critères qui désormais arrivent en premier rang sont nettement d’ordre comportemental et relèvent du capital humain. Le dirigeant à l’ère digitale présente des qualités spécifiques : « Preneur de risque, audacieux », « orienté client », « Ouvert, à l’écoute, humble et auto-apprenant », « Personnalité inspirante et fédératrice »
Le digital et l’innovation touchant directement au business model de l’entreprise, il y a un appel et une nécessité claire d’une volonté infaillible au plus haut niveau de l’entreprise.
Deuxième conclusion : Le changement est au cœur de la transformation digitale. C’est pourquoi les profils recherchés sont avant tout des profils vecteurs de changement. L’initiation, l’accompagnement et l’itération du changement sont les vrais moteurs en termes de discipline de cette transition/révolution numérique.
Troisième conclusion : Les compétences techniques ne sont pas premières. Les compétences ou traits de leadership primordiaux dans cet environnement de changement appartiennent plutôt à la famille des "soft skills" ou aptitudes interpersonnelles.
Quatrième conclusion : émergence d’un « leadership digital ». En phase avec ce que pense le marché aujourd’hui et ce qu’il attendra de ses leaders dans un avenir proche, Kienbaum a dégagé 4 dimensions de leadership qui semblent régir les enjeux des entreprises et des CEO dans ce nouveau paradigme digital.
Si les premières dimensions « réflexion stratégique & exécution » et « leadership & vision » sont les fondamentaux d’hier et d’aujourd’hui du profil type du leader recherché, l’association des dimensions « orientation humaine » et « conscience de soi & remise en cause » au même niveau de considération et d’impératif représentent une évolution qui redéfinit les exigences et attentes au plus haut niveau.
Ces conclusions réorientent de manière significative la recherche des leaders d’entreprise de demain.
Presentation given @ Aarhus University April 30, 2015. About IBM's model of innovation, the major innovation programs and some examples. Links to more info on one of the last slides in the deck.
Disciplined execution in a VUCA environment a case of ECONET ZimbabweFayaz King
lessons and insights of disciplined execution of strategy in a Volatile, Uncertain, Complex and Ambiguous environment. Moving from a Mobile Network Operator to a Digital business through the SDG's.
Innovation and digital disruption in professional servicesTapmint
This is a presentation for http://tapmint.com which I gave internally at one of the world's largest professional services firms. It discusses digital disruption in financial services, professional services and accounting services.
Various models of corporate innovation are also highlighted. Case studies of 3 companies are provided - Suncorp Group, Sensis and Carsales. Finally, I provide some thoughts on implementation.
The Deloitte Center for the Edge conducts original research and develops substantive points of view for new corporate growth. The center, anchored in the Silicon Valley with teams in Europe and Australia, helps senior executives make sense of and profit from emerging opportunities on the edge of business and technology. Center leaders believe that what is created on the edge of the competitive landscape — in terms of technology, geography, demographics, markets — inevitably strikes at the very heart of a business.The Center for the Edge's mission is to identify and explore emerging opportunities related to big shifts that are not yet on the senior management agenda, but ought to be. While Center leaders are focused on long-term trends and opportunities, they are equally focused on implications for near-term action, the day-to-day environment of executives.
Learn more - http://www.deloitte.com/centerforedge
Digital Leadership Interview : James Patterson, MVP and Head of Capital One LabsCapgemini
"Creating excellence at small scale is relatively straightforward. Doing so at scale is extremely hard. And that’s where most innovation centers struggle."
#DTR8: The New Innovation Paradigm for the Digital Age: Faster, Cheaper and O...Capgemini
In this edition of the Digital Transformation Review, we examine how organizations can create sustainable and successful innovation strategy, drawing on our global panel of industry executives and academics.
We focus on four key themes:
Which digital innovations should be on organizations' radar screens?
How should companies promote innovation and embed it into their culture?
What lessons can we draw from organizations that are stand-out innovators?
What is the role and impact of innovation centers, including the Capgemini Consulting-Altimeter Group report, "The Innovation Game: Why and How Businesses are Investing in Innovation Centers".
Does open science matter at proposal evaluationIvo Grigorov
"Winning Horizon2020 with Open Science" (doi 10.5281/zenodo.12247) brief was integrated in Marie Curie ETNs and Societal Challenge 2 & 5 proposals in order to test whether Open Science can give applicants a competitive edge. These slides offer preliminary extracts from 2015-2016 Evaluation Summary Reports (ESR).
The Future of Marketing 2016: New Roles, and Trends Mathew Sweezey
2016 is almost here, and with it will come a host of new marketing challenges. To help prepare you I've crafted this presentation with
- New Data from Google on Marketing Moments
- New ideas on breaking though the noise
- New roles for the CMO and Demand Gen Teams
- New metrics for showing holistic marketing value
The presentation is created to inspire you, and help you see new ways to market in 2016. Please feel free to share this content, and reach out to me with any questions you may have. Best, Mat
The 2017 Accenture Technology Vision report showcases the top five disruptive IT trends and innovations shaping the business landscape in 2017 and beyond. Take action today and shape technology to fit your needs.
Learn more at www.accenture.com/technologyvision
Linking Business strategy to digitalization, innovation & industry 4.0Vikram Bhonsle
A brief presentation on how business strategy is being impacted by digitalization, innovation & industry 4.0. We also look upon how innovation can help organization survive turbulence caused by disruption.
Building a Business Case for Innovation: Project Considerations for Cloud, Mo...Fred Isbell
Breakout Session from the 2015 TSIA Technology Service World event in Las Vegas attended by 1,500+ service & support professionals. Provided insight into:
1.) The next wave of innovative technology and business solutions
2.) Key insights from industry influencers and experts to assist in building a business case
3.) Case studies from SAP projects & customers showcasing the results, business impact, and best practices to managing next-generation projects and solutions
Digital Disruption: Big Bad Wolf or Fairy Godmother?Acquia
Whether you want to call it digital disruption, transformation, evolution or darwinism, everyone is looking to 'go digital' in one way or another. But what does this really mean?
While keeping your organization up-to-date with digital trends is crucial for success and survival, there are a number of threats, requirements and elements to consider before diving into the digital deep end.
This webinar will explore the recent history of digital and how it has evolved the landscape we live and work in today. We will discuss what analysts and consultancy firms are saying about how to position digital within your organization and develop a strategic roadmap.
You will learn:
How to put together a digital framework to guide your strategy
The importance of keeping the customer experience as a top priority
Real world examples of creating and implementing personalized customer experiences on digital platforms
What does it mean for enterprises to go 'Digital'? How does it affect their business growth? These are 4 of many main reasons for why should enterprises of all sizes should become digital to accomodate market changes faster.
How to Source Digital Initiatives to Drive Revenue GenerationNeo Group Inc
This webinar shares practical case studies that illustrate how companies have successfully sourced digital initiatives to achieve sustainable revenue gains.
ETDP 2015 D1 SMAC & the Journey from Automation to Digital Factory - Snjeev K...Comit Projects Ltd
COMIT/Fiatech Conference 2015, Hallam, London
Sanjeev Kapoor, Senior Project Manager, Emerging Technologies, Ford Motor Company
Note: This presentation is an amalgam of the two presentations in the agenda.
• Introduction to Manufacturing Automation, Digital Factory and Industry
• Smarter, safer robots bringing automation in manufacturing industry
• The Digital Factory Lifecycle and Case Studies
• How Digital Factory has positively impacted manufacturers enabling them to produce
Faster, Cheaper and Better Products
• Difference between “looking digital and being digital”
• The DNA of a Digital Enterprise & how Digital Factory is enabling Digital Industry
What is SMAC (Social, Mobile, Analytics and Cloud)?
• Key Trends in Social, Mobile, Analytics and Cloud Technologies
• How SMAC Technologies collectively can digitally transform your organization?
• Case Studies – How organizations across industries are leveraging SMAC Technologies for innovation and business growth?
• Future of SMAC Technologies
Similar to Increase Your Company's Value: Use the Value Multiplier (20)
this presentation on crowd sourcing and their power when combined with social, mobile and cloud technologies, is part of my blog series on Crowds Redux. Enjoy
NACD: Social Networks Are Creating New Risks for BoardsOpenMatters
Presentation to NACD on how social, mobile and cloud technologies are creating risks (and potential rewards) for corporate directors and their shareholders
IMS NY: Social Networks are Eating Traditional MarketingOpenMatters
This presentation was given to a senior group of marketing executives in NYC in February 2012 about how social and mobile networks are eating the world - countries and companies - and organizations marketing budgets and the 4ps for success,l
AESC: Social Networks Are Creating Risks for BoardsOpenMatters
How social and mobile networks are creating new risks (and potential rewards) for your board and leaders and the 4 Ps for success given to the Association of Executive Search Consultants as Key Note Presentation in NYC in 2012
IBM: Social Nation Key Note PresentationOpenMatters
Presentation at IBM Smarter Commerce/Planet event in San Diego, September, 2011 on changing business models to leadership track focused on the book Social Nation and its 7 key principles
US Army: The Revolution Will Be TweetedOpenMatters
This is a presentation of the ebook - The Revolution will Be Tweeted - and was given to the Lichtenstein Royal Family, HBS, Suffolk University, Princeton University, US Army and at a number of public events.
How transparency, collaboration and participation can improve the world's economy and our governments given to Microsoft Open Government Global Program in Singapore
O'Reilly TOC: A Social Approach to PublishingOpenMatters
Presented at O'Reilly Tools of Change Conference as Key note presentation to publishers to help them better understand the value of social media as part of their e-initiatives.
Web 2.0 NY: How to Score in a Social WorldOpenMatters
Socia media is an undeniable presence in our every day lives, but businesses are still struggling to figure it out.
This presentation gives a mini overview of ME versus WE; why and how businesses can benefit from social interactions.
Wharton: Business By The People for the PeopleOpenMatters
presented the following discussion at Wharton’s SEI Center for Advanced Studies on November 7, 2008.
My argument: Businesses can learn from this year’s election campaign.
Barack Obama successfully did three things - enabled change, used social technologies, and executed community-based initiatives.
If businesses do the same, they can win too.
The result: "Business by the People, For the People"
For more winning business lessons from the Obama campaign, visit: www.barackinc.com
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Leading Change strategies and insights for effective change management pdf 1.pdf
Increase Your Company's Value: Use the Value Multiplier
1. Business Model Disrupted
The Value Multiplier
Four Steps to Creating More Value and
Better Performance
August 2014
2. Agenda
Research
Assessment
Ac-on
Measurement
2
3
4
5
Orienta-on
1
Different
‘Asset’
Classes,
Value
Mul-pliersm
Business
Model
Index
and
Leadership
Style
Reallocate
Your
Capital
with
CAREsm
GAAP
Versus
Measuring
All
the
Sources
of
Value
Digital,
4
Business
Models,
Leadership
Preferences
3. Acquired
by
Facebook
for
~19x
revenue
Raised
funding
at
valua-on
of
~40x
revenue
Raised
funding
at
valua-on
of
~50x
revenue
Recent IPOs and investments highlight value of Digital
4. Q. Which of the following technology enablers and/or disruptors do you believe
may threaten your business model?
*Exploring
Strategic
Risk,
DeloiVe
Touche
Tohmatsu,
2013,
www.deloiVe.com/strategicrisksurvey
53% believe Digital threatens exis?ng business models
5. Making it the number 2 strategic risk
Q:
Which
of
the
following
risk
areas
have
the
most
impact
on
your
business
strategy
(three
years
ago,
today,
and
three
years
from
now)?
(Respondents
could
choose
more
than
one
answer.
The
top
three
are
shown
below)
*Exploring
Strategic
Risk,
DeloiVe
Touche
Tohmatsu,
2013,
www.deloiVe.com/strategicrisksurvey
6. 21%
21%
19%
15%
14%
Our
CEO
sets
a
clear
vision
for
digital
in
our
business
We
have
the
right
people
to
define
our
digital
strategy
We
have
the
necessary
technology
to
execute
our
digital
strategy
We
have
the
necessary
people
and
skill
to
execute
our
digital
strategy
We
have
the
necessary
processes
to
execute
our
digital
strategy
“Assessing
your
organiza-on’s
digital
readiness,
how
much
do
you
agree
with
the
following
statements?”
(8,
9,
or
10
on
a
scale
of
1
[completely
disagree]
to
10
[
completely
agree])
Base: 1,254 executives in companies with 250 or more employees
*Forrester/Russell
Reynolds
2014
Digital
Business
Survey
But, Forrester Research says few companies are ready
7. 1991 2011
Exxon Mobil Corp Exxon Mobil Corp
Altria Group Inc. Apple Inc.
Wal-Mart Stores Inc. Microsoft Corp
General Electric Co Intl Business Machines Corp
Merck & Co Chevron Corp
Coca-Cola Co Wal-Mart Stores Inc.
AT&T Corp Berkshire Hathaway
Intl Business Machines Corp General Electric Co
Bristol-Myers Squibb Co Procter & Gamble Co
Johnson & Johnson AT&T Inc.
Same position Higher positionLower positionNew entrant Lost position
Source: Compustat data
Business Models Effect Even Most Valuable Companies
9. Industrial
revolu-on
—
1800
Services
revolu-on
—
1975
Informa-on
revolu-on
—
1990
Network
revolu-on
—
2010
Technology
Time
Each Revolu?on was built on the last
10. Industrial
Revolu5on
Began
a
new
era:
Away
from
Agriculture
• Focused
inside
on
manufacturing
and
internal
processes…
• New
financial
and
opera-ng
measures
• Physical
output
• Asset
u-liza-on
• ROA
Digital Revolu?on
Beginning a new era:
Away from Info.
• Focused outside on social
and commercial networks
and the big data
produced…
• New financial and
opera?ng measures
• Network
size
•
Crowdsourcing
•
Value
of
all
intangibles
Informa5on
Revolu5on
Began
a
new
era:
Away
from
Services
• Focused
inside
on
intellectual
property,
digi-zing
content
and
insights…
• New
financial
and
opera-ng
measures
• Crea-ve
output
• R&D
• ROI
Services
Revolu5on
Began
a
new
era:
Away
from
Industrial
• Focused
inside
on
hiring
and
training
employees
to
provide
services…
• New
financial
and
opera-ng
measures
• Revenue/employee
• Customer
sa-sfac-on
Industrial Revolution
~1800
Services Revolution
~1975
Information
Revolution ~1990
Digital
Revolution ~2010
• Key
Asset:
CapEx
• Key
Asset:
Human
capital
• Key
Asset:
IP
• Key
Asset:
Network
/
rela-onships
New Eras, New Models, New Assets
11. Industrial
Revolu5on
Make
one,
sell
one
• Focus:
High
fixed
costs,
Field
(Ins-tu-onal)
sales;
big
accounts
•
Key
Industries
• Manufacturing
• Transporta-on
• Energy
•
Key
Competencies
• Finance
• Manufacturing
• Distribu-on
Digital Revolu?on
Many make, many sell
• Focus: Even lower fixed
costs, higher gross
margins; Inbound
marke?ng (consumers)
• Key Industries
•
Online
marketplaces
•
Social
sorware
•
Big
data
• Key Competencies
• Consumeriza-on
• Mobility
• Engagement
Informa5on
Revolu5on
Make
one,
sell
many
• Focus:
Lower
fixed
costs
and
higher
gross
margins:
Blended
sales;
SMB
• Key
Industries
• Enterprise
sorware
• Biotechnology
• Publishing
•
Key
Competencies
• Enterprise
Technology
• IP
development
• Content
New models, new economics, new assets
Services
Revolu5on
Hire
one,
sell
one
• Focus:
Shir
of
capital
from
CapEx
to
salary;
customer
in-macy
• Key
Industries
• Finance
• Enterprise
Sorware
• Publishing
•
Key
Competencies
• Recrui-ng
and
training
• Customer
service
• Lifecycle
support
Industrial Revolution
~1800
Services Revolution
~1975
Information
Revolution ~1990
Digital
Revolution ~2010
12. Network
Orchestrators
Technology
Creators
Service
Providers
Asset
Builders
Key assets Key competencies Key industries
• Relationships
• Network
• Knowledge
• Software
• IP
• Skilled
employees
• PPE
• Consumerism
• Mobility
• Engagement
• Research &
development
• Communication
• People
services
• Manufacturing
• Distribution
• Social software
• Big data
• Software
• Biotech
• Energy
• Transport
• Retail
• Financial
• Healthcare
• Insurance
Different eras create different industries and assets
13. Network
Orchestrators
Technology
Creators
Service
Providers
Asset
Builders
Different eras, have different business models
Many Make, many sell
Make one, sell one
Hire one, sell one
Make one, sell many
Build Platform
14. Technologies
Newer
Older
Low
High
Growth
and
Value
The marginal cost for scaling goes down with each model!
Result: Different models, different results
Asset
Builders
Service
Providers
Technology
Creators
Network
Facilitators
15. Exercise: which business model are you?
?
How do you make and spend money?
16. As noted, there are four business models…
Sorware
and
IP
(IQ)
Networks
and
big
data
(NQ)
Assets
and
products
(PQ)
People
and
services
(EQ)
The
digital
divide
17. Exercise: what is your business model?
1. Consider
your
revenues
and
ask…
2. Where
do
most
of
our
revenues
come
from…
3. Then,
place
a
post-‐it
note
on
one
of
4
quadrants…
4. Understand
what
this
means
for
how
your
firm
makes
and
spends
money
Sorware
and
IP
Networks
&
big
data
Assets
&
products
People
&
services
19. Asset
Builders:
Make,
market,
distribute,
and
operate
physical
assets
and
sell
products.
Invest
in
building/acquiring/managing
PP&E.
Examples:
auto,
real
estate,
advanced
materials,
u@li@es,
airlines,
and
telecom.
Service
Providers:
Hire
people
to
produce
services
for
which
they
charge.
Invest
in
hiring/training,
ren-ng
space.
Examples:
investment
banking,
healthcare,
customer
service,
accoun@ng,
and
management
consul@ng.
Technology
Creators:
Develop
and
sell
IP.
Invest
in
developing/
marke-ng
IP
to
more
users/subscribers
(not
making
more
of
the
same).
Examples:
soAware,
high
tech,
bio
tech,
pharmaceu@cals,
Fin
Tech,
and
data.
Network
Orchestrators:
Create
networks
of
businesses/
consumers
who
interact
to
sell
products,
build
rela-onships,
share
advice,
exchange
financial
instruments,
etc.
Invest
in
technology
plauorms
and
growing
networks.
Examples:
social
networks,
commercial
networks,
and
financial
exchanges.
Other,
please
specify
________________
100%
100%
Earnings
contribu-on
propor-on
Capital
Investment
propor-on
%
%
%
%
%
%
%
%
%
%
Please
describe
your
earnings
and
investments
u5lizing
the
four
basic
business
models
below.
First
aVempt
to
simplify.
(1)
Cut
out
the
“count”
column,
(2)
re-‐worded
ques-on,
(3)
eliminated
“scales
by”
sec-on
of
each
descrip-on,
(4)
shortened
remaining
wording.
Make,
market,
distribute
and
operate
physical
assets
and
sell
products:
Examples
include
auto,
real
estate,
advanced
materials,
u@li@es,
airlines
and
telecom.
Design,
market
and
provide
services:
Examples
include
investment
banking,
healthcare,
customer
service,
accoun@ng,
informa@on
services
and
consul@ng.
Develop,
market
and
sell
intellectual
property:
Examples
include
soAware,
high
tech,
bio
tech,
pharmaceu@cals,
Fin
Tech
and
big
data.
Create,
market
and
operate
networks
of
businesses,
consumers,
investors,
etc.:
Examples
include
social/
commercial
networks
and
financial
exchanges.
Other,
please
specify
________________
100%
100%
Earnings
contribu-on
Capital
alloca-on
%
%
%
%
%
%
%
%
%
%
How
much
do
the
following
business
ac5vi5es
contribute
to
your
earnings
and
consume
of
your
investments?
Shirs
away
from
“business
model
terminology”
and
toward
“ac-vity
terminology.”
Removes
“Invests
in”
descrip-on
but
retains
examples
of
industries
Make,
market,
distribute
and
operate
physical
assets
and
sell
products
Design,
market
and
provide
services
Develop,
market
and
sell
intellectual
property
Create,
market
and
operate
networks
of
businesses,
consumers,
investors,
etc.
Other,
please
specify
________________
100%
100%
Earnings
contribu-on
Capital
alloca-on
%
%
%
%
%
%
%
%
%
%
How
much
do
the
following
business
ac5vi5es
contribute
to
your
earnings
and
consume
of
your
investments?
Same
as
above
but
removes
examples
of
industries
–
assumes
these
descrip-ons
will
fit
CFOs
percep-ons
of
what
they
do.
Exercise: How Do You Classify Yourself (Placeholder)
20. Agenda
Research
Assessment
Ac-on
Measurement
2
3
4
5
Orienta-on
1
Different
‘Asset’
Classes,
Value
Mul-pliersm
Business
Model
Index
and
Leadership
Style
Reallocate
Your
Capital
with
CAREsm
GAAP
Versus
Measuring
All
the
Sources
of
Value
Digital,
4
Business
Models,
Leadership
Preferences
21. Industries are Ver?cals, Business Models are Horizontal
Network
Orchestrator
Technology
Creators
Service
Provider
Asset
Builders
22. Size of circle
represents
number of
companies
within
industry
Note: Based on analysis of the S&P 500
Source: Capital IQ data pulled October 2013,; Revenue is LTM
Average Multiplier
The Value Mul?plier is Inversely Correlated with Tangible Assets
23. Assets
2x
Services
3x
Size of circle
represents
number of
companies
within industry
or multiplier
group
Note: Based on analysis of the S&P 500
Source: Capital IQ data pulled October 2013,; Revenue is LTM
Average Multiplier
Industries have some affilia?on with Business Models
Tech
5x
NW
8x
• Intercon-nental
Exchange
Group
• Discover
Financial
• TripAdvisor
• Visa
• MasterCard
• CME
Group
• Salesforce.com
• Red
Hat
• Google
• eBay
• American
Express
• Apple
• Nike
• Nasdaq
OMX
24. Intangible Assets are now 80% of Market Value, Up from 20%
Source: Compustat data | Research from Ocean Tomo
25. 0.62
0.40
0.31
0.00
Assets
Svcs
Tech
Network
Average
COGS/Revenue
0.15
0.27
0.28
0.41
Assets
Svcs
Tech
Network
Average
SG&A/Revenue
Note: Based on analysis of the S&P 500 companies
Source: Data pulled from Capital IQ database in October 2013; Revenue is prior 12 months
Leaders spend money based on their business model
0.01
0.00
0.15
0.06
Assets
Svcs
Tech
Network
Average
R&D/Revenue
26. Result: Network business models grow faster…
8.4
7.9
12.6
19.4
Assets
Svcs
Tech
Network
Avg.
Revenue
CAGR
’10-‐’12
The
digital
divide
Note: Based on analysis of the S&P 500 companies
Source: Data pulled from Capital IQ database in October 2013; Revenue is prior 12 months
… with lowest marginal cost of expansion
27. …highest profit margins…
0.15
0.14
0.24
0.32
Assets
Svcs
Tech
Network
Average
Profit
Margin
0.23
0.21
0.30
0.38
Assets
Svcs
Tech
Network
Average
EBITDA/Revenue
Note: Based on analysis of the S&P 500
Source: Capital IQ data pulled October 2013; Revenue is prior 12 months
28. 2.0
2.1
4.6
8.1
Assets
Svcs
Tech
Network
Average
Mul5plier
(Price
to
Revenue
ra5o)
…as well as enterprise value premiums!
Note: Based on analysis of the S&P 500 companies
Source: Data pulled from Capital IQ database in October 2013; Revenue is prior 12 months
The
digital
divide
29. Network business models are fastest growing
0%
20%
40%
60%
80%
100%
1972
1982
1992
2002
2012
Types
of
companies*
comprising
the
top
5%
of
the
S&P
500
by
P/R
Assets
Services
Technology
Network
*Each
company
manually
classified
based
on
examina-on
of
business
descrip-on,
spending,
and
MD&A
from
annual
report,
along
with
press
releases
and
other
news;
company
classifica-on
was
changed
if
company
strategy
changed
over
-me
The
network
era
30. 0.00
2.00
4.00
6.00
8.00
10.00
1975
1980
1985
1990
1995
2000
2005
2010
2013
Average
P/R
Ra5o
by
Business
Model
Historically
Network
Informa-on
Services
Industrial
*Digital CAGR is 1980 – 2013
Note: Based on analysis of the S&P 500
Source: Capital IQ data pulled October 2013; Revenue is prior 12 months
CAGR
1975 – 2013
8.7%*
2.7%
4.5%
3.4%
This trend is accelera?ng and premiums are widening
Assets
Technology
31. 0
20
40
60
80
100
120
140
160
0
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18+
Distribu5on
of
S&P
500
Investors
pay
more
than
$18
for
each
$1
of
revenue
Investors
pay
less
than
$1
for
each
$1
of
revenue
But: 80% of companies are s?ll asset and services firms
Number of companies that
fall within each range
80% of
companies
have P/R ratio
less than 3
32. Exercise: which business model are you?
?
How do you make and spend money?
33. Agenda
Research
Assessment
Ac-on
Measurement
2
3
4
5
Orienta-on
1
Mental
Models,
‘Asset’
Classes,
Value
Mul-pliersm
Business
Model
Index
and
Leadership
Style
Reallocate
Your
Capital
with
CAREsm
GAAP
Versus
Measuring
All
the
Sources
of
Value
Digital,
4
Business
Models,
Leadership
Preferences
34. Our research indicates that Business are f(Mental Models)
Mental
model
Business
model
• What
leadership…
• Believes
is
important
• Has
developed
their
own
skills
• Gives
-me
and
aVen-on
• Measures
and
reports
• How
a
company…
• Spends
and
makes
money
• Hires
people
and
builds
skills
• Engages
with
customers
• Generates
long
term
growth
&
performance
Depends on leaders ahtudes, biases and beliefs
35. Exercise: What’s Your Mental Model
?
What is your leadership Style?
37. There are Four Different Business Models
Technology
Creators
Network
Facilitators
Asset
Builders
Service
Providers
The
digital
divide
Social
networks
Stock
exchanges
Credit
card
companies
Financial
services
Insurance
companies
Consultants
Manufacturers
Retailers
Distributors
Drug
companies
Biotech
companies
SW
developers
38. Each Business Model Has its Own Mul?plier Effect
The
digital
divide
4
8
1
2
Assets
Services
Technology
Network
Focus
Investment
Inside
Outside
Intangible
Tangible
39. …as well as business model risks
IP
&
sorware
Risks
Reputa-on
&
network
Risks
Asset
&
Product
Quality
Risks
Employee
&
Training
Risks
The
digital
divide
40. Exercise: What is your Mul?plier Effect?
?
…Calculate the value of your business model
42. Alterna?ve: Es?mate your P/R ra?o
1. Write
your
company
name
on
post-‐its
2. Es-mate
your
P/R
ra-o
3. Place
post-‐its
on
the
scale
on
the
white
board
4. We
will
provide
the
actual
P/
R
ra-o
5. Discuss
the
difference
Client
4
Network
8
Client
1
Physical
2
Client
3
Info.
5
Client
2
Services
3
High
Low
The
digital
divide
43. Agenda
Research
Assessment
Ac-on
Measurement
2
3
4
5
Orienta-on
1
Mental
Models,
‘Asset’
Classes,
Value
Mul-pliersm
Business
Model
Index
and
Leadership
Style
Reallocate
your
capital
with
CAREsm
GAAP
Versus
Measuring
All
the
Sources
of
Value
Digital,
4
Business
Models,
Leadership
Preferences
45. The Value Mul?plier: 4 Step Process
Orienta-on
What:
There
are
4
standard
business
models,
each
with
their
own
archetypes,
assets,
and
Value
Mul-plierssm.
How:
The
Value
Mul@plier
EBook
and
The
Value
Mul@plier
Research
EBook,
Infographic
,
instruc@onal
videos
(3),
and
ar@cles.
Assessment
What:
Companies
can
ascertain
their
business
model
index,
leadership
style,
and
all
the
sources
of
value.
How:
www.Digitalgrader.com
which
includes
Business
Model
Indexsm
and
Leadership
Stylesm
(Forthcoming)
and
Digital
Inventory
Managersm
apps.
Ac-on
What:
Organiza-ons
can
outperform
their
compe--on
by
crea-ng
network
centric,
P:P
business
models.
How:
By
realloca@ng
capital
to
build
network
centric
business
models
using
our
CAREsm
app
(Forthcoming),
Workbook,
Curriculum,
and
Standard
Presenta@on.
Measurement
What:
Generally
Accepted
Accoun-ng
Procedures
(GAAP)
either
mis-‐categorize
or
overlook
many
of
today’s
most
valuable
assets.
How:
Use
our
Digital
Inventory
Managersm
to
integrate
big
data
and
financial
data
to
track
all
the
sources
of
value
in
real
@me
(forthcoming).
46. Remember: there are four ‘assets’ in which to invest
Asset
Examples
Tangible
Financial
Stocks,
Bonds,
Warrants,
Op-ons
Physical
Plant,
Property,
Equipment
Intangible
Human
Employees,
Partners,
Contractors
Intellectual
Data,
Knowledge,
Sorware
Network
Customers,
Partners,
Alumni,
Prospects
47. Exercise: Think About How to Reallocate your Capital
?
Use CARE to rebalance your pornolio
49. CARE: Reallocate your capital
Por_olio
of
Tangible
and
Intangible
assets
Create
Asset
will
operate
more
efficiently
if
decreased
in
scale
or
scope
Add
An
opportunity
has
been
iden@fied
to
create
an
en@rely
new
and
valuable
product/
asset
Revise
Asset
ahs
poten@al
to
increase
value
crea@on
by
adding
new
components
(features,
customers,
etc.)
Eliminate
Asset
is
no
longer
valued
or
is
underperforming
with
no
path
to
improvement
Asset
1
Asset
2
Asset
3
50. Agenda
Research
Assessment
Ac-on
Measurement
2
3
4
5
Orienta-on
1
Mental
Models,
‘Asset’
Classes,
Value
Mul-pliersm
Business
Model
Index
and
Leadership
Style
Reallocate
Your
Capital
with
CAREsm
GAAP
Versus
Measuring
All
the
Sources
of
Value
Digital,
4
Business
Models,
Leadership
Preferences
53. Measurement Capital Sources Examples
Inside
Managed
Financial
Return on Asset, Return on
Investment, Assets under
management
Inside
Managed
Physical
Rent, SF under management,
utilization/occupancy rate
Inside
Unmanaged
Human
Intellectual capital, Employee
engagement, networks, alumni
Outside
Managed
Intellectual
Patents, Trademarks, Copyrights,
business methods
Outside
Managed
Customers
Loyalty, customer engagement, co-
creation, word of mouth marketing,
Outside
Unmanaged
Network
Size of network, number of
participants, number of interactions,
data size, vitality
Examples of Different Measurements by Quadrant
54. Exercise: What is our business model worth
?
And what is the marginal cost for scaling?
56. Human
capital
Intellectual
capital
Network
capital
Business
unit
Employees
Partners
Contractors
Data
Knowledge
Sorware
Customers
Partners
Alumni
Prospects
BU1
BU2
BU3
Intangible Asset Inventory Tool
57. Alterna?ve: Value all your intangible assets
• Use
finance.yahoo.com
to
find
• Market
Value
• It
is
found
under
Key
Sta-s-cs
• Determine
your
Non
assets
• In
addi-on,
write
down
your
key
sta-s-cs:
• Revenues
• Expenses
• Profits
58. Co. A FYxx Intangibles value $6B
Revenue $40B
Technology COS %
GM% 22%
SGA% 20%
Operating Margin % (.5%)
Market Value $9B
Price To Revenue 0.2
Total Assets $20B
Total Liabilities $15B
Intangible Assets (Market) $4B
Intangible Assets (Acquired) $1B
Physical Assets $15B
Co. B FYxx Intangibles value $106B
Revenue $60B
Technology COS 7%
GM% 14%
SGA% 12%
Operating Margin % 1.0%
Market Value $115B
Price to Revenue 2.0
Total Assets $30B
Total Liabilities $20B
Intangible Assets (Market) $105B
Intangible Assets (Acquired) $3B
Physical Assets $28B
Source:
Company
10-‐K
Case Study: Company A versus Company B
59. • Market
value
is
considered
to
be
the
present
value
of
future
discounted
cash
flows
• Despite
being
rela-vely
same
sized
($40B
and
$60B),
and
both
delivering
opera-ng
margins
(~1%),
the
market
views
company
B
as
13x
more
valuable
• So
why
does
the
market
believe
Company
B’s
future
cash
flows
will
be
so
much
higher
than
Company
A’s?
• The business model, clicks are more scalable than bricks
• The management team, and the employees (human capital) that
understand the newer business model
• The customer, company B uses technology “as the business”, while
Company A uses technology “to support the business”
• Recognizing
that
both
companies
have
strong
brand
and
reputa-on,
the
market
gives
Company
B
credit
for
over
$100B
in
addi-onal
intangible
assets
Note: The market value of Intangibles
60. • Split into four working groups, which will each tackle one of the following
topics:
1. Who at the client do you target?
2. What does the client-‐facing lab look like?
3. How do we structure a strategy engagement?
4. How does this align with exis?ng Deloiqe services
• You will have 30 minutes to discuss and develop ideas within your
working group
• Each group will then read back out to the lab, ~10 minutes per topic
• Last topic: which clients do we target (20 min)
Note: For Each Working Session
61.
62. 4 step process for growth and performance
Measuring
On
Going
KPIS
Ac-on
6
Months
Analysis
3
Months
Orienta-on
1
Day
Gather
senior
leadership
in
offsite
mee-ng
to
asses
current
mental
model
assump-ons
and
business
model
investments
Generate
detailed
business
model
ac-ons
by
process
and
product
to
include
digital
networks
star-ng
with
‘edge
based
ini-a-ves’
Expand
edge
based
digital
networks
and
new
KPI’s
to
create
plauorm
for
business
model
transforma-on
over
-me
Con-nuous
Improvement
Conduct
high
level
analysis
of
capital
alloca-ons
by
SBU
and
inventory
all
intangible
assets
and
enabling
IT
63. 4 Step Process: Orienta?on
Assess
Your
Risk
Propensity
and
Business
Model:
The
1-‐Day
Offsite
• Understand
business
models
and
their
rela-ve
economics
• Assess
current
mental
models
of
leadership
team
• Assess
current
business
model
indicated
by
current
assets
and
technologies
• Exercises
to
understand
Value
Mul-plier
and
capital
alloca-on
• Management
team
has
complete
understanding
of
business
model
and
economics,
plus
the
gap
between
current
business
model/performance
and
the
poten-al
Process
Tool
Outcome
Monitoring
On
Going
Ac-on
6
Months
Analysis
3
Months
Orienta-on
1
Day
64. 4 Step Process: Analysis
Inventory
Tangible
and
Intangible
Assets:
The
90-‐Day
Assessment
• Cross-‐func-onal
task
force
formed
• Team
inventories
current
assets
and
technologies,
plus
capital
alloca-on
paVerns
• Team
inventories
unmeasured
and
intangible
assets
not
yet
mone-zed
by
firm
• Mental
Model
Assessment
and
Intangible
Asset
Inventory
• Management
team
has
complete
understanding
of
the
firms
assets,
both
tangible
and
intangible,
plus
the
related
technologies
and
the
historical
trends
for
capital
alloca-on
among
these
assets
Process
Tool
Outcome
Measure
On
Going
KPIS
Ac-on
6
Months
Analysis
3
Months
Orienta-on
1
Day
65. 4 Step Process: Ac?on
Create
a
New
Business
Model:
The
6-‐Month
Implementa5on
• Form
project
team
to
mone-ze
a
currently
under
u-lized
asset
(oren
a
network
of
customers,
employees,
shareholders,
suppliers,
etc.)
• Develop
a
technological
plauorm
to
connect
this
popula-on
• Populate
the
plauorm
with
content
and
product
offerings
• Create
processes
and
incen-ves
that
encourage
the
network
to
par-cipate
• Template
for
a
New
Business
Model
• The
development
of
new
and
highly
scalable
assets
plus
a
repeatable
process
for
con-nuing
to
develop
underu-lized
assets
Process
Tool
Outcome
Measure
On
Going
KPIS
Ac-on
6
Months
Analysis
3
Months
Orienta-on
1
Day
66. 4 Step Process: Measurement
Monitor
and
Rebalance:
An
Ongoing
Process
for
Delivering
Value
• Establish
new
and
tailored
KPIs
for
the
developing
asset
(network)
• Integrate
those
KPIs
with
exis-ng
financial
repor-ng
for
senior
management
• Use
KPIs
to
manage
and
allocate
financial
capital
across
all
assets
• Asset
Rebalancing
Tool
• Management
team
is
informed
about
the
progress
of
network
development,
using
new
KPIs
tailored
to
the
asset
and
can
effec-vely
gauge
success
and
allocate
capital
Process
Tool
Outcome
Measure
On
Going
KPIS
Ac-on
6
Months
Analysis
3
Months
Orienta-on
1
Day