Uploaded bynexxworks
Peter Hinssen - The Day After Tomorrow
The document discusses the evolution of Silicon Valley from a high-tech hub to an industry disruption capital, emphasizing the need for innovation paradigms that embrace organic and serendipitous growth. It highlights the rapid changes in the corporate landscape and stresses the necessity for companies to adapt their structures for agility and co-creation with startups. Key strategies for future innovation include breaking traditional rules, fostering trust, and establishing a culture of experimentation and collaboration.
More Related Content
Similar to Peter Hinssen - The Day After Tomorrow
Peter Hinssen - The Day After Tomorrow
- 1.
- 13. UNICORNS CENTAURS PONIES > 1$ BILLIONVALUATION > 100$ MILLION > 10$ MILLION VALUATION
- 25. GLOBAL NETWORK PLATFORMS DEEPAI FLUID DATA ROBOTICS
- 26. GLOBAL NETWORK PLATFORMSFLUID DATA DEEP AI ROBOTICS
- 27.
- 28. G A FA A
- 29. G A FA A M A F I A
- 31. 1.6 BILLION 1BILLION 700 MILLION 350 MILLION
- 36. MOBILE 2013: NO MOBILESTRATEGY 2014: MOBILE FIRST STRATEGY 2015: MOST REVENUE FROM MOBILE
- 38. 2/5 OF ALL MOBILEMINUTES ARE ON FACEBOOK/INSTAGRAM
- 50. G A FA A
- 58. G A FB A T
- 60. GLOBAL NETWORK PLATFORMS DEEPAI FLUID DATA ROBOTICS
- 63. Take it tothe LIMIT Limit (PRIVACY) = t➞➁nd leg
- 73.
- 84. THE BIG SHIFTIN SILICONVALLEY
- 85. SILICONVALLEY SHIFTS FROM BEING THEHIGH TECH CAPITAL OF THE WORLD TO THE INDUSTRY DISRUPTION CAPITAL OF THE WORLD
- 87. SILICONVALLEY IS CHANGING BECAUSE THEROLE OF TECHNOLOGY IS CHANGING
- 99. Plantation Controlled, predictable, planned Rainforest Organic,serendipitous, interconnected A new paradigm for innovation weedscrops
- 101. Rules of thePlantation for Production Rules of the Rainforest for Innovation 1.Break rules and dream 2.Open doors and listen 3.Trust and be trusted 4.Seek fairness, not advantage 5.Experiment and iterate together 6.Err, fail, and persist 7.Pay it forward 1.Excel at your job 2.Be loyal to your team 3.Work with those you can depend on 4.Seek a competitive edge 5.Do the job right the first time 6.Strive for perfection 7.Return favors Efficiency - Productivity - Profitability - Scalability Radical - Serendipity - Fail Forward - Non Linear
- 106. "GM has adysfunctional corporate culture, embedded in a deeply 'siloed' way of working" "We have to change GM. Today, everyone colors inside the lines of their own precise job description without thinking independently or holistically."
- 107. "Our industry willsee more change in the next 10 years than it has in the past 50 years. All of a sudden, the competitive landscape has shifted entirely."
- 115.
- 116. A COMPANYNEEDS ANORG CHART
- 120. GLOBAL NETWORK PLATFORMS DEEPAI FLUID DATA ROBOTICS
- 121. GLOBAL NETWORK PLATFORMS DEEPAI FLUID DATA ROBOTICS
- 122.
- 123.
- 130.
- 131.
- 132.
- 134. GLOBAL NETWORK PLATFORMS DEEPAI FLUID DATA ROBOTICS
- 144.
- 145. GLOBAL NETWORK PLATFORMS DEEPAI FLUID DATA ROBOTICS
- 153.
- 155.
- 157.
- 162.
- 164.
- 174. YOUR CHILD MIGHT NEVER NEEDA DRIVER'S LICENSE
- 175. JOBS THAT HAVE ANEXPIRY DATE: #16 DRIVING INSTRUCTOR
- 178. JOBS THAT HAVE ANEXPIRY DATE: #17 TRUCK DRIVER
- 179. JOBS THAT HAVE ANEXPIRY DATE: #18 AIRLINE PILOT
- 180. JOBS THAT HAVE ANEXPIRY DATE: #19 TAXI DRIVER +
- 183.
- 190. JOBS THAT HAVE ANEXPIRY DATE: #20 UPS DELIVERY AGENT
- 191.
- 192.
- 193. 20th Century 21stCentury Large Slow Stable Enclosed Dative (to/for) Scale Fast Agile Porous Ablative (by, with) Standalone Networked
- 196.
- 200.
- 202. OPTIONALITY DAY AFTER TOMORROW *CREDITS to MARK LESLIE
- 206.
- 207.
- 208.
- 209.
- 210.
- 211.
- 212.
- 213.
- 214.
- 215.
- 216.
- 217.
- 219. THE BREWING OF ASTORM
- 220.
- 221. HOW DO CORPORATESWORK WITH STARTUPS ? JOHNSON & JOHNSON INNOVATION LABS VODAFONE INNOVATION CO-CREATION LABS INTERNATIONAL AIRLINES GROUP INNOVATION CATAPULT MASTERCARD LABS SAN DIEGO LONDON SILICONVALLEY DUBLIN
- 222. HOW DOYOU ORGANIZEFOR THE DAY AFTER TOMORROW ?
- 223. DAY AFTER TOMORROW SEPARATEENTITY Day-After-Tomorrow Entity Separate from Core Business CATAPULT DISRUPTION Overarching Cross-Business Fast-Rhythm Agile Innovation DAY AFTER TOMORROW REMOTE SILO Day-After-Tomorrow Unit Optimum Distance from Core HOLOCRACY ORGANIZATION Hierarchy of People Hierarchy of Work DAT NETWORK ORGANIZATION Micro-Enterprises Catfish Management DAT PORTFOLIO ORGANIZATION Frozen - Fluid Cycle Beyond One-Size-Fits-All INTEGRAL DISRUPTION Full Fledged Total Integral Disruption. Every Pore. CUSTOMER CO-CREATION DAT LABS Agile Co-Creation Customer as DAT Partner
- 228.
- 230.
- 231. GLOBAL NETWORK PLATFORMS DEEPAI FLUID DATA ROBOTICS HOW WILLYOU TACKLE THE NEXUS OF FORCES?
- 232. WHAT'S THE CHART THATSCARES THE LIVING DAYLIGHTS OUT OFYOU ?
- 233.
- 234. 0 TO 1 BRINGAN IDEA TO LIFE 1 TO N BRING A PRODUCT TO SCALE HOW WILLYOU BALANCE 0 TO 1 with 1 TO N ?
- 235. SOY TO DAY TO MORROW DAY AFTER TOMORROW HOW MUCH SHITOFYESTERDAY AREYOU CLEANING UP ?
- 237.
- 256. 1717 Obedient workers forthe mines. Obedient soldiers for the army. Well-subordinated civil servants to government. Well-subordinated clerks to industry. Citizens who thought alike about major issues.
- 258.
- 262.
- 266. “Confidence is whatyou have before you understand the problem.” — Woody Allen
- 267. Inspiration Sources /RecommendedResearch Organizations become Networks Stanley McChrystal: "My Share of the Task" Shark Fin Innovation "Big Bang Disruption" by Larry Downes and Paul Nunes SiliconValley becomes the industry-disruption capital of the world Mark Zawacki at 650 Labs (www.650labs.com) The Collaborative Economy Honeycomb Crowd Companies™ by Jeremiah Owyang