Innovation: Cost or Rejuvenation
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1. Many major companies that were once innovative leaders have struggled to maintain their dominance as technology rapidly changes and disrupts industries. 2. While innovation drives new technologies, it also accelerates the creation of even newer technologies, making it difficult for companies to keep up with changing landscapes and customer needs. 3. Some exceptions exist, such as IBM which has focused on quality, research and development, and transitioning into services to adapt over time.
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We call this situation Red Giant Syndrome. The term, borrowed from astronomy, originally refers to when a star exhausts the supply of hydrogen that has sustained it for millions of years and begins gobble up any bits of matter it can convert into fuel to sustain its existence. Consequently, they grow to hundreds of times their original volume while dramatically dropping in density. Over time, this imbalance leads to collapse.
But it doesn't have to be that way. IBM and Apple - both once "Red Giants" - successfully came back from the verge of implosion. How did they do it? We explain the 3 critical steps in this Slideshare. To read the accompanying article, head over to Forbes. http://blogs.forbes.com/jump/
Design by: Laura Polkus, http://www.laurapolkus.com
The rebirth of ibm
IBM hired Louis Gerstner as CEO in 1993 to turn the company around. Gerstner stabilized IBM by cutting costs, selling off unprofitable business units, and focusing on services and software. Under Gerstner's leadership, IBM transitioned from manufacturing computers to providing consulting services and prioritized high-margin businesses like middleware. These strategic changes helped IBM become profitable again and regain its position as a leading technology company.
WEF: Technology Pioneers 2010
This document discusses how disruptive technology pioneers can reshape established industries and companies. It provides the example of Mint.com, a 2009 World Economic Forum Technology Pioneer, which disrupted Intuit's personal finance software business with a simpler, free, mobile-accessible solution. Intuit ultimately embraced the disruption by acquiring Mint.com and replacing its own personal finance division. The document argues that the 2010 class of Technology Pioneers, working in areas like social media, cloud computing, clean energy, and green building materials, have the potential to similarly disrupt major industries.
Life, IT and everything
This is the slide deck of a keynote I gave at Java Forum Nord 2016.
I started with some of the contradictory requirements, developers find themselves often confronted with and the question, if there is a bigger context that we can use to make sense of it.
Then I did a bit of "time-traveling", explaining where we came from and how business and IT have evolved over time. The core finding was that we find ourselves in the middle of a revolution that is going on (not only) in IT.
The last part were some recommendations how an IT developer can at least reduce the risk to become "revolution roadkill".
As always most of the content was on the voice track. But maybe the slides are still a bit helpful on their own.
Enterprise Road to Recovery by Richard D. Smith, SMITH-TRG
SMITH-TRG 4 Steps to Enterprise Reinvention Innovatively Build Job Growth & Wealth Creation Machines for 21st Century be part of U S Road to Recovery Project
L14 interacting with technology
This document summarizes lessons from the evolution of personal computing technology:
- Minicomputer makers failed to transition to the new desktop PC market in the 1980s, allowing new entrants like Apple to succeed.
- In the late 1980s, PCs began meeting the needs of minicomputer users, severely damaging minicomputer makers.
- IBM entered the PC market successfully by creating an autonomous division in Florida far from headquarters.
- Future interactions with technology will increasingly involve gesture, audio, touch and new form factors beyond the desktop metaphor and mouse/keyboard paradigm.
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Innovation: Cost or Rejuvenation
- 1. Innovation RoadKill Cost of Innovation or Nature of Rejuvenation All charts from http://finance.yahoo.com Not an exhaustive compilation Ananda's son Dr. Reddy's Student WVU Alumini
- 2. xerox
- 4. Lucent
- 5. SGI
- 6. Motorola
- 7. Nokia
- 8. AMD
- 9. HP
- 10. CSCO
- 11. DELL
- 12. Intel
- 13. Yahoo!
- 14. Nature of Innovation The industrial complex is littered with roadkill – innovation and new technologies simplydont pause about the disruption or the damage in the wake. Technology also accelerates the process of creating new technologies. UNIX, HTML and Netscape have delivered www and www has littered search, social media FaceBook, Twitter, LinkedIn etc. Yahoo! Will not get the second chance the cycles are too short...Kill or be Killed Landscape. Big companies – cannot teach an elephant to teach ...just cannot keep its customers happy and maintain large workforce and yet change and renew itself. IBM is an exception focusing on quality, R&D and morphing into service company. Apple until now has been a force focusing on value. AMZN is a delibrate disruptive technology player...first they disintermediated just about every marketplace except capital markets... then roll out ebooks.. followed by Cloud Computing...
- 15. An Adopter Story: IBM
- 16. AMZN whips!
- 17. Cray
- 18. MMM is a model
- 19. Reflecting on MMM ● It defies Big Company forces mentioned before ● MMM is a federation of innovative units ● Was practically immune to dot-com bust in 2000 ● Ultimately and unfairly punished the financial crisis of 2007-2009 ● I follow ● AMZN for its speed of innovation ● MMM for corporate culture ● IBM for R&D ● Cray for raw superiority
- 20. Industries ● Mobile transactions and commerce is attractive ● Anything that can eliminate current waste ● Optimize current processes ● Improve quality without increasing cost ● Is also ATTRACTIVE ● Software is too-crowded and too-fast ● Hype and hysteria driven – Y2K – Out of control.... – Unix and Language C would not have survived in this world