Downloaded 12 times
Uploaded byRobin Teigland
New Industrial Revolution and Implictations for CFOs
The document discusses the transformative impact of technology and platforms on traditional business models, emphasizing the shift from linear value chains to networked ecosystems. It highlights the importance of innovation, capital allocation, and the role of community-driven platforms in the modern economy. Key themes include sustainability, the rise of the gig economy, and the integration of emerging technologies like 3D printing and blockchain.
More Related Content
![Box Office Best Practices [Webinar]](https://cdn.slidesharecdn.com/ss_thumbnails/wbr-box-office-best-practices-presentation-160824232541-thumbnail.jpg?width=640&height=640&fit=bounds)
Similar to New Industrial Revolution and Implictations for CFOs
More from Robin Teigland
New Industrial Revolution and Implictations for CFOs
- 1.
- 2. Thx to R.Wieselfors, Ericsson for photos
- 3. Thx to R.Wieselfors, Ericsson for photos
- 4.
- 5. “We always overestimatethe change that will occur in the next two years and underestimate the change that will occur in the next ten.” - Bill Gates, The Road Ahead, 1996
- 6. Human-like face withsocial intelligence 2016 http://www.furhatrobotics.com/furhat/
- 7. People • “Net generation” •24x7 “mobile” workforce • Knowledge via MOOCs • Sharing not owning • Sustainability • Gigs and not jobs Technology • Broadband • Smart phones • Cloud • Internet of Things • Big Data • Cognitive computing • 3D printing • Robotics/AI • VR/AR/ Holography Open Source IP • Software • Hardware • Physibles Convergence of….. Finance • Microlending/microfinance • Crowdfunding/equity/P2P • Cryptocurrencies • Blockchains • Mobile money/payments • M2M payments
- 8.
- 9.
- 10.
- 11.
- 12. FIRM YEAR FOUNDEDNO. EMPLOYEES MKT CAP BMW 1916 116,000 $53B UBER 2009 7,000 $60B MARRIOT 1927 200,000 $17B AIRBNB 2008 5,000 $21B WALT DISNEY 1923 185,000 $165B FACEBOOK 2004 12,691 $315B KODAK 1888 145,000 $30B (heyday) INSTAGRAM 2010 13 $1B (acquisition) 2016 Parker & Van Alstyne, with Choudary – licensed under Creative Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0). Something fundamental is changing
- 13. Pipeline – Traditionallinear value chain Supply-side economies of scale
- 14. • Launched June2010 • 519 cities in >68 countries • Limited physical assets • 7000 employees • USD 62.5 bln valuation (BMW, 1916, 116,00 empl, USD 53 bln) “Doing more with less” through a global platform
- 15. Network Effects Value risesas more people use the platform Metcalfe’s Law Platform-based business models
- 16. PIPELINES PLATFORMS Create Innovation COMPANY ROLE Enableinteractions Consume innovation CUSTOMER ROLE (Co)-create innovation Supply-side economies of scale SCALING ADVANTAG E Demand-side economies of scale (network effects) Optimize value chain and run more efficient operations SCALING FOCUS Optimize interactions and build more networking effects CONSUMERS COMPANY EXTERNAL INNOVATORS COMPANY Thomas Kohler, 2016
- 17. Community platform Hierarchicalfirm VS Microsoft ~ Createdby employees within organizational boundaries E.g., eZ Systems ~ Created by community collaborators regardless of affiliation Teigland, Di Gangi, & Yetis 2012 The Flipped Firm: New model of value creation?
- 18.
- 19. Local Motors toprint 3D cars in its micro-factories
- 22. Converging technologies 3D printingRobot Blockchain/AI Drones/IoT Social Robots
- 23. The Blockchain isthe glue that is going to drive a productivity revolution across the globe on par with what Henry Ford did with the automobile. — Paul Brody, Americas Strategy Leader, Technology Sector, Ernst & Young
- 24. All our knowledgeis about the past, but all our strategic decisions are about the future. What we don’t know we don’t know Most of what we need to know to make good decisions today is outside our comprehension: We don’t even know it’s there. What we know What we know we don’t know
- 25. Looking into thefuture? Forecast − How we think the future will be Vision − How we want the future to be Scenario − What the future can be Scenarios: Memories from the future ? ? ? ?
- 26.
- 27. Exploitation Improving existing value creation activities Exploration Developingnew value creation activities Adapted from March 1991
- 28. Reallocating capital The headsof many companies are not skilled at capital allocation.……But today, capital allocation is Job 1. And investing in today’s digital business models is critical. — Warren Buffet https://hbr.org/2016/09/investors-today-prefer-companies-with-fewer-physical-assets
- 29. Four faces ofthe CFO https://www2.deloitte.com/us/en/pages/finance/articles/gx-cfo-role-responsibilities-organization-steward-operator-catalyst-strategist.html
- 30. Robin Teigland robin.teigland@hhs.se www.slideshare.net/eteigland @robin.teigland If youlove knowledge, set it free… If you like this presentation and would like to contribute to our research, we accept bitcoins: 14hs4JbnQLXE87GGzu84uXGaspmxmnLpwC. Thank you!!!!!