The document discusses how technological innovations drive economic cycles and financial markets. It argues that major technological revolutions occur every 40-60 years and disrupt existing industries, leading to periods of instability and new growth opportunities. The current transition is from an industrial economy to a service economy driven by information technology. Executives need to understand these long-term cycles to manage businesses through periods of change and recession.
Deloitte Silicon Beach Australian Startup EcosystemDavid Adams
Leaving it in the ground
Imagine a rich seam of minerals under ground. We’ve poked around and we know its there: lots of value
=just waiting to be uncovered. Imagine too that we
also know there is a market, growing larger each month, with an insatiable demand for consuming these treasures. Now, imagine that the people who live around the seam are born with an aptitude for mining. We are a mining country and we know this story well. But, unusually for Australia, we are leaving this seam in the ground untapped.
Even if the commodities boom lasts decades, Australia is in trouble.
In Silicon Valley it took 60 years to create the structural, cultural & financial infrastructure to repeatedly create new billion dollar technology based industries. The problem is, we are wired to think in a linear way. We massively underestimate the long term impact of current technology trends & market shifts impacted by the technology.
Adrian Turner, Author of ‘Blue Sky Mining’
If startups were treated as a natural resource,
people would ask why we’re ‘leaving them in the ground’. Australia can improve at what Adrian Turner calls ‘Blue Sky Mining’ in his book of the same name.
Background
Silicon Beach represents rare research of Australia’s startups to help Australian businesses and governments target their actions to support this vital sector. In 2011, The Startup Genome Project (blog.startupcompass.co) revealed its first set of international findings. Through surveying thousands of startups it looked for patterns which emerged from data-driven analysis. The report revealed new insights which helped the global startup community answer common questions including:
• How much should I be spending at the different growth stages?
• How long does it take?
• How many customers should I have by now?
• Is it this hard for everybody or just me?
“This first Australian Ecosystem Report ‘Silicon Beach’ is a vital contribution to further the awareness of why technology entrepreneurship is important to Australia and where it has room for improvement. It provides much needed perspective as technology entrepreneurship is evolving to become a new fundamental to the Australian economy. The public interest will be increasing and more stakeholders will participate in the Australian startup ecosystem. This report will fuel the public dialogue in order to co-ordinate the necessary dynamics between entrepreneurs, investors, corporate development and policy makers. I want to thank Pollenizer for taking the lead in summoning representatives of each of these groups, Deloitte Private and Startup Genome to create this report.”
Bjoern Lasse Herrmann – Startup Genome
Authors
Phil Morle
Co-Founder – Pollenizer
M: +61 430460780 e: phil@pollenizer.com
Zach Kitschke
Editor – From Little Things
e: zach@fromlittlethings.co
Alan Jones
Editor in Chief – From Little Things
M: +61 414987069
e: alan@fromlittlethings.co
Joshua Ta
Deloitte Silicon Beach Australian Startup EcosystemDavid Adams
Leaving it in the ground
Imagine a rich seam of minerals under ground. We’ve poked around and we know its there: lots of value
=just waiting to be uncovered. Imagine too that we
also know there is a market, growing larger each month, with an insatiable demand for consuming these treasures. Now, imagine that the people who live around the seam are born with an aptitude for mining. We are a mining country and we know this story well. But, unusually for Australia, we are leaving this seam in the ground untapped.
Even if the commodities boom lasts decades, Australia is in trouble.
In Silicon Valley it took 60 years to create the structural, cultural & financial infrastructure to repeatedly create new billion dollar technology based industries. The problem is, we are wired to think in a linear way. We massively underestimate the long term impact of current technology trends & market shifts impacted by the technology.
Adrian Turner, Author of ‘Blue Sky Mining’
If startups were treated as a natural resource,
people would ask why we’re ‘leaving them in the ground’. Australia can improve at what Adrian Turner calls ‘Blue Sky Mining’ in his book of the same name.
Background
Silicon Beach represents rare research of Australia’s startups to help Australian businesses and governments target their actions to support this vital sector. In 2011, The Startup Genome Project (blog.startupcompass.co) revealed its first set of international findings. Through surveying thousands of startups it looked for patterns which emerged from data-driven analysis. The report revealed new insights which helped the global startup community answer common questions including:
• How much should I be spending at the different growth stages?
• How long does it take?
• How many customers should I have by now?
• Is it this hard for everybody or just me?
“This first Australian Ecosystem Report ‘Silicon Beach’ is a vital contribution to further the awareness of why technology entrepreneurship is important to Australia and where it has room for improvement. It provides much needed perspective as technology entrepreneurship is evolving to become a new fundamental to the Australian economy. The public interest will be increasing and more stakeholders will participate in the Australian startup ecosystem. This report will fuel the public dialogue in order to co-ordinate the necessary dynamics between entrepreneurs, investors, corporate development and policy makers. I want to thank Pollenizer for taking the lead in summoning representatives of each of these groups, Deloitte Private and Startup Genome to create this report.”
Bjoern Lasse Herrmann – Startup Genome
Authors
Phil Morle
Co-Founder – Pollenizer
M: +61 430460780 e: phil@pollenizer.com
Zach Kitschke
Editor – From Little Things
e: zach@fromlittlethings.co
Alan Jones
Editor in Chief – From Little Things
M: +61 414987069
e: alan@fromlittlethings.co
Joshua Ta
How software license enforcement works, how they are cracked, and how cracking can be made harder. And how to make it very hard to create keymakers.
Originally presented at Opkoko 2012. Also presented at HEAVENS project 2013.
How software license enforcement works, how they are cracked, and how cracking can be made harder. And how to make it very hard to create keymakers.
Originally presented at Opkoko 2012. Also presented at HEAVENS project 2013.
Flawed Market Structure Exacerbating the Great Wealth DivideDara Albright
This power point illustrates how flawed market structure exacerbates wealth disparity and how the JOBS Act is helping to narrow it by transforming our capital markets and creating an abundance of new opportunities for smaller issuers and investors to create wealth.
Ayla Matalon, executive director of the MIT Enterprise Forum of Israel, on It Takes a Village: Startup Nation Israel Evolves.
Presentation delivered at the Global Entrepreneurship Congress in Johannesburg, South Africa (March 2017).
Recommended for CIOs and Applications Managers
In this session we will discuss how next generation business applications enable the
creation of much needed hyper-personalized experiences for customers and employees.
Center Office is a new delivery model that is emerging in response to the need to deliver
end to end hyper-personalized solutions that improve on older enterprise (legacy)
applications. Center Office relies on technologies such as APIs, microservices and
Hyperautomation (next level of automation that meshes AI tools with RPA,, enabling
scaling for complex business processes).
How do we manage employees' experiences as well as preserve talent and create
collaborative workplaces for teams? which new skills are needed? what will the
workforce of the future look like? Which new tools are needed for HR (employee well-
being)?
Recommended for CDOs and all Data & Analytics Managers
The past 2 years have had a huge impact on organizations journeys to become data driven. Existing data architectures were disrupted; rigid structures and processes were questioned, and many data strategies were re-written.
On the one hand, the global pandemic emphasized the need for organizations to raise the bar, implement strategies, improve data literacy and culture, increase investments in data and analytics, and explore AI opportunities.
On the other, it also presented new challenges such as: the war for data talent and the wide literacy gap. Inadequate structures as well as outdated processes were exposed. Major changes in the data landscape (Data Fabric, Data Mesh, Transition to Data Clouds) will further disrupt existing data architectures and enhance the need for a new adaptive architecture and organization.
Recommended for CTOs, architects, IT Managers
COVID-19 has emphasized the fact that business agility and hence technology agility are the most if not the only factors for business success. However, technology agility in most IT departments is not the “strongest muscle”. Technology adoption of Cloud, Devops, Integration, Low-Code and Zero Trust are affecting all IT departments and even the entire organization. New
processes and relationships between the various branches of the IT department should emerge, forsaking old habits and technologies. New technologies and roles\responsibilities are taking their place.
Recommended for CXOs and all IT Managers
If COVID-19 has demonstrated anything it is that organizations can no longer rely on traditional long-term strategic direction-setting, in order to succeed and grow. Today, organizations need to be able to quickly identify changes and respond with speed.
Adaptive enterprises have the technical and organizational agility to do this. In this session, we will present the organizational structure, technologies and concepts that make up an adaptive organization and discuss topics such as: Concierge hyper-personalization services; Personalized (PBC) Business Capabilities; adaptive organizational structure; Centers of Excellence; center office; hyper-automation and data centric organizations.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
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.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
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/
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
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.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...
Stki 8th Cio Bootcamp 2009
1. Does it matter how executives
manage for a recession?
It is a tragedy if we loose Innovation in IT
Dr. Jimmy Schwarzkopf
Research Fellow
STKI
jimmy@stki.info
1
2. • Evariste Galois (1811-1832)
– accepted a duel with pistols (lack of
wisdom)
– spent the night before the duel in
writing down his mathematical
testament: theory of
transformation of roots in
algebraic equations (creating
science)
All Rights Reserved 2008@STKI Moshav Bnei Zion, Israel +972 9 790 7000 www.stki.info
3. Does somebody know what is going on??
All Rights Reserved @STKI Moshav Bnei Zion, Israel + +972 9 790 7000 www.stki.info
4. 4
All Rights Reserved 2008@STKI Moshav Bnei Zion, Israel +972 9 790 7000 www.stki.info
5. Facts
• The shadow banking system crashed taking
the whole world economy down.
– Asset comparison:
• Assets of regulated banking system … $10 trillion
• Assets of shadow banking system:
– Hedge funds ………….$ 2.5 trillion
– Investment Firms ….$ 6.0 trillion
– Other ……………..……..$ 4.0 trillion
Anything that does something like a “bank”;
Anything that has to be rescued in crises the
way banks are; Should be regulated as a bank
6. 2008: financial meltdown in 5 steps
• Real estate “Bubble” all over the world
– The belief that everybody should own a home
– The belief that “real estate” value increases more than inflation.
• Converting mortgages into securities
– Wall Street bundled mortgages into securities, supposedly
decreasing risk, hard to assess the value of the loans.
• Cheap money via China
– The Chinese have high savings rates and that money was loaned
to the U.S. through the shadow banking system which used the
money to make bad loans, start 10,000 hedge funds, and drive
private equity.
7. 5 steps cont.
• Subprime mortgages
– The securitization of mortgages bundled riskier loans (subprime
mortgages) with better risk loans.
– This strategy worked as long as real estate prices kept rising and
interest rates remained low.
• Quants and options
– Options were concocted by quantitative-driven financial analysts who,
in their models, failed to factor in irrational human behavior.
– The securitized debt was quot;insuredquot; via “unregulated” swap options.
– The result: flawed options models and flawed insurance.
All Rights Reserved 2008@STKI Moshav Bnei Zion, Israel +972 9 790 7000 www.stki.info
8. • History is not facts, but ex-post narrative
• The past is very difficult to predict
• Humans cannot understand uncertainty
– Do not learn from the past
– Cannot understand a future mixed with chance
• “Our problem is not just that we don’t know
the future, we don’t know much of the past
either…”
9. HISTORY REPEATS ITSELF
not immediately, not identically
Uniqueness
Recurrence
All Rights Reserved 2008@STKI Moshav Bnei Zion, Israel +972 9 790 7000 www.stki.info
10. Exponential Growth in logarithmic plot
www.KurzweilAI.net
10
All Rights Reserved 2008@STKI Moshav Bnei Zion, Israel +972 9 790 7000 www.stki.info
12. The S-curve Flow of Economics
Financial
The Real
Economy
Economy
(moves
(produces
capital)
value)
VALUE:
production
Money/capital
of goods
and
services
All Rights Reserved @STKI Moshav Bnei Zion, Israel + +972 9 790 7000 www.stki.info
13. 4 Professors and 1 School
1. Profs. Prescott & Kydland
REAL ECONOMY CYCLES influenced by the technology
–
that converts inputs of capital and labor into output of
goods
Technology creates value, changes productivity and
–
produces cycles
2. Prof. Carlota Peres
Technological Cycles change “best business practices”
–
These cycles create explosive growth and change
–
Everything changes: the way we work, live, play
–
Technology influences financial markets
–
All Rights Reserved 2008@STKI Moshav Bnei Zion, Israel +972 9 790 7000 www.stki.info
14. 3. Prof. THOMAS KUHN :
Real economy and technology advance in a peaceful
•
way interrupted by violent change revolutions
PARADIGM SHIFT: A change in world view that calls
•
everything you know into question and each world
view is replaced by another
4. Prof. Joseph Shumpeter :
Innovation is the basis of technological change
•
through “Creative Destruction”
Markets do not know how to do Price Adjustments
•
for Technological Innovation
Produces also Financial Innovation (usually
•
unregulated) that tend to eventually burst
All Rights Reserved 2008@STKI Moshav Bnei Zion, Israel +972 9 790 7000 www.stki.info
15. Austrian-School of Economics
government interventions: credit cycle theory
• Governments (central banks) tend to quot;artificiallyquot;
set interest rates too low for too long with wrong
regulations
– Low interest rates tend to stimulate borrowing
– Leading to an unsustainable quot;monetary boom“
(FRENZY)
– Financial institutions get caught in the frenzy
– Shadow banking system starts to “ease”
movement of money
– quot;credit crunchquot; quot;recessionquot; or quot;bustquot; – occurs
when this frenzy cannot be sustained.
All Rights Reserved 2008@STKI Moshav Bnei Zion, Israel +972 9 790 7000 www.stki.info
16. Financial Economic Cycles Based On
Technological Innovation Cycles
TECHNOLOGY FINANCIAL
INNOVATION
ECONOMY
ECONOMY
CYCLES
CYCLES
All Rights Reserved 2008@STKI Moshav Bnei Zion, Israel +972 9 790 7000 www.stki.info
17. S curves for Economic progress
DRIVEN BY SUCCESSIVE TECHNOLOGICAL REVOLUTIONS
Technological
progress
Time
40-60 years
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18. FIVE TECHNOLOGICAL REVOLUTIONS IN
230 YEARS
All Rights Reserved @STKI Moshav Bnei Zion, Israel + +972 9 790 7000 www.stki.info
19. FRENZY:
success, excess demand and GREED
SUCCESSES ATTRACT
of the new all available money towards
entrepreneurs… the technological revolution
Spectacular
profits
and growing
capital gains
GREED:
makes many unprofitable Excess demand
projects appear viable… in the stock market
ASSET INFLATION
…attracting even more
funds and preparing
the inevitable collapse!!!
All Rights Reserved 2008@STKI Moshav Bnei Zion, Israel +972 9 790 7000 www.stki.info
20. technology/economic cyclesAustrian
Perez new
PARADIGM School
forecast
Degree Turning DEPLOYMENT PERIOD
INSTALLATION PERIOD
Point
of diffusion
of the
Institutional recomposition and role shift
MATURITY
technological
“Creative destruction”
revolution
Defeat of the old
SYNERGY
financial capital
Kuhn’s
“boom”
“golden age” to maturity
FRENZY
growth and social benefits
production capital
IRRUPTION
Schumpeter’s
Creative
? Next
destruction
big-bang
big-bang Time
2O - 30 years 2O - 30 years
???
All Rights Reserved @STKI Moshav Bnei Zion, Israel + +972 9 790 7000 www.stki.info
21. The Age of Steel
The Age of Information Technology
and Heavy
and Global Telecommunications
Engineering The Age of Oil, Automobiles
Bubble, Corporate scandals & 2008 Recession…
and Mass Production
1894-1920
MATURITY
1960-74
MATURITY
OCIAL UNREST
Depression 1930’s and WWII
Social unrest mature industries CHINA Inc.
1968-70 to Third World
1943-59
SYNERGY
Financial Capital Financial Capital
Post war
Golden Age
Regulations Regulations
Break down Break down
Production Capital 1987-2008
1920-29
FRENZY
FRENZY
New 1971-87
Internet
IRRUPTION
regulations
& Telecoms
Roaring
1908-1920 Transistors; computers;
mania
Twenties
IRRUPTION analog instruments;
Oil and
(USA) numerical control
automobiles
Mass production
ICT Revolution
Bretton Woods
Crash Starts with the
and stagflation
1971
Welfare State
1929 Internet bubble
Intel
Marshall Plan
1908 Micro-processor 2008 Global meltdown
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Ford Model-T
22. Historical Records (1771 – today)
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23. Inclusive Knowledge Society with
Multiple Compensatory Safety Mechanisms
Service Economy
Mass Production Economy
DIVERSITY
HOMOGENEITY
HYPER SEGMENTED MARKETS:
INTEGRATION OF MIND /HAND
SEPARATION OF MIND AND
Knowledge Worker
HAND
T education
Blue collar
White collar
CAPACITY FOR
UNAVOIDABLE
ENVIRONMENTAL
ENVIRONMENTAL
PROTECTION
DESTRUCTION
All Rights Reserved @STKI Moshav Bnei Zion, Israel + +972 9 790 7000 www.stki.info
24. FEATURES OF THE CURRENT PARADIGM SHIFT
“SERVICES”
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25. Which road should we take ?
Alice came to a fork in the road.
“Which road do I take?” she asked.
“Where do you want to go?”
responded the Cheshire cat.
“I don’t know” Alice answered.
“Then” said the cat,
“it doesn’t matter”. Lewis Carroll, Alice in Wonderland
25
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26. Reinvest in
human capital
All Rights Reserved @STKI Moshav Bnei Zion, Israel + +972 9 790 7000 www.stki.info
27. No balance between work and leisure (home)
• Prof. Ragnar Frisch
– time the most precious resource an individual has
– very difficult to find balance (impossible)
• Prof. Israel Kizner
– A market with men unable to learn: in other words
COMMODITY PEOPLE… needs a group of outsiders
T PEOPLE who are able to perceive opportunities
– This group of entrepreneurs…notice profit
opportunities that exist because of the initial
ignorance of the original market participants and
that have persisted because of their inability to
learn.
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790 7000 www.stki.info
28. need people that can talk business terms
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30. People as “commodities”
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31. All Rights Reserved 2008@STKI Moshav Bnei Zion, Israel +972 9 790 7000 www.stki.info
32. Generation C is here
Co-Creators
Cash
Control
The birth of
Generation C
(T people)
Communicate Connected
Creativity
Creative Class
Content
Conversation
Community
Channel
Consumer 2.0
32
All Rights Reserved 2008@STKI Moshav Bnei Zion, Israel +972 9 790 7000 www.stki.info
33. Shift to a
solutions economy
From product to service
and commoditization of IT
What are customers
trying to solve?
“Less stuff*… more service”
* if “buying” then commodities
All Rights Reserved @STKI Moshav Bnei Zion, Israel + +972 9 790 7000 www.stki.info
34. Can you see the difference??
• BEFORE
– We sold “products”
– We “productized” services
• NOW
– We will sell “services”
– We will “servicerize” products
All Rights Reserved 2008@STKI Moshav Bnei Zion, Israel +972 9 790 7000 www.stki.info
35. What will happen here?
• pay for service and
get free phone?
• pay for phone and get
free service?
• pay for use of
application and
content and get free
phone and service?
36. For the new economic paradigm:
CFO or CIO create value?
“Wealth in the new economy
flows directly from innovation,
not optimization”
Kevin Kelly
Wired Magazine
37. All Rights Reserved @STKI Moshav Bnei Zion, Israel + +972 9 790 7000 www.stki.info
38. New ways: IT & Business value
Business Value
Cloud Computing (Late 2000s)
Infrastructure
Value
SOA & Web Services (Early 2000s)
Services
Packaged Applications (Late1990s)
Internet (Mid 1990s) Software
Relational DBMS & BI (Mid 1980s)
Std. Hardware Interfaces (Late 1980s) Hardware
Consolidation / Virtualization (Late 2000s)
Component
PC Processors (Early 1980s)
Value
Character Format (ASCII) (Late 1970s)
All Rights Reserved @STKI Moshav Bnei Zion, Israel + +972 9 790 7000 www.stki.info
39. In STKI summit 2009 we will answer:
IT Operations Sourcing
IT Investment Perspective
Enabler
Cost
In-house Outsource
Technology Position
Interoperability Standards
Vendor Specific Industry Standards Follower Leader
Development Preference
Hardware/Software Selection
Many Vendors Few Vendors Build Buy
Scalability
Legacy Perspective
Leverage Replace
Multiple-Smaller Fewer-Larger
IT Development Sourcing Transactional Data
In-house Outsource
Distributed Centralized
Processing
Analytical Data
Centralized
Distributed
Distributed Centralized
All Rights Reserved @STKI Moshav Bnei Zion, Israel + +972 9 790 7000 www.stki.info
40. Discretionary vs. Nondiscretionary
What percent of your total IT budget
is devoted to:
• non-discretionary items
• infrastructure,
• support and maintenance
• discretionary items
• new capabilities
In a recession how much of the
discretionary budget is cut
and how do we use the rest Source: CIO Magazine
“The State of the CIO” online survey, January 2008
in order to innovate????
36% devoted to providing
new capabilities?
40
All Rights Reserved 2008@STKI Moshav Bnei Zion, Israel +972 9 790 7000 www.stki.info
40
41. IT and the meltdown:
capitalization and cash flow
• IT budgets will rise without some
fundamental change in the
approach
• To take advantage of this
metamorphosis of IT we need to
find new and different ways of
being able to scale and innovate :
– without scaling labor costs
– using existing “assets”
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42. How to increase discretionary budget?
Services? On-demand? Multi-tenancy ? Subscriptions?
Represent “disruptive” change ?
YES
CLOUD COMPUTING, METAweb, HATMAA,
and SOA
are basically new “disruptive” ways of delivering
Information Technology
based on scalability, re-use
and new sourcing options
43. New age management books
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44. Competition in services?
Business Process Improvement
New Business Model
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45. CIOs will do BPI in 2009
IT of
Competitor
Value Business
ERP captured Process 1 Market
1
by
verticals
Competitive
No Real Sales
Differentiation
difference in value Prospect
IT of
Competitor Business
Value
ERP Process 2
captured
2
by
verticals
45
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46. CIOs will do BPI in 2009
IT of
Competitor
Value Business
ERP captured Process 1 Market
1
by
Best Projects
verticals
Business Competitive
No Real Sales
For
Differentiation
difference in value Prospect
Practices
IT of
2009/10
Competitor Business
Value
ERP Process 2
captured
2
by
verticals
46
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47. So what do we do in the “New Era” ?
Business Redefined
Model Business Model
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48. Business Process Innovation
High
Improve: SURVIVE Innovate : GROW Invent: CHANGE
Contribution to Business
Performance
Low
Redo Existing Rethink Redefine
Processes Business Business
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49. 2009-11: BI and DATA MINING
Data
Warehouse
MDM
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50. Implementing a Balanced Scorecard
A balanced scorecard converts:
– organization’s value drivers,
• customer service
• innovation
• operational efficiency
• financial performance
–to a series of pre-defined metrics
50
51. Governance and Risk
• definition became
confused with
obeying the law
• “ENTERPRISE RISK
MANAGEMENT”
53. Another question….
• How many systems has IT created (last 15
years) that do the same function?
• How can I re-use ???
• Have to do an ASSET inventory
• Then an assessment:
– what we can use as services (SOA)
– what we can get to work as is but BETTER
(HATMAA)
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55. The SOA “dream”
Enterprise Portal
(BPM) Process Manager
MDM
Portal as assembly engine
Master data manager
Enterprise Integration Bus
Front- & Workflow
eBusiness Financial
Backoffice Management
System System
System System
Legacy CRM SCM
System System System
55
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56. HATMAA: definition
• Training, assimilation, implementation,
rollout,etc: are change management processes.
• Change management that helps users change
working processes.
• HATMAA: is the measurement of the change
process success.
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57. Underutilization of applications?
• An assessment will
show what applications
have high HATMAA
and which do not
• LOW HATMAA need
special tools and re-
training
• HIGH HATMAA need
tool for constant
reinforcement
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58. The new
computing
utility
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59. A huge paradigm shift is underway
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60. Delegating the Power to the Cloud
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61. The new Service-Based IT
T6 T2
T1
T3 T8
T7
T5
T4
Gateway
T8
T7 T2
T7 T8
T6
T3
T1 T1 T5
T4 T2 T3 T4
T5 T6
Applications Infrastructure
Services Services
Puzzle Builder
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Moshav Bnei Zion, Israel
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61
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63. Cloud example
CLOUD Services SQL
MAIL Workflow
Access Data
Security Portal
Control SaaS
ERP
CRM
STKI
drjimmys@gmail.com Raanana Yoni
CUTTER
Mail
EDM
DRP*
jimmy@stki.com
New York
Hosted at XXX
Karen
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64. Path to Innovation ?
Client/Server & Cloud
App Server
Computing
Platforms
Source: 3rd party analyst surveys
Source Salesforce.com Customer Relationship
Survey conducted in Feb. 2008, by an
independent third-party CustomerSat Inc.
64
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65. It’s Time for Every Organization to Ask:
“Which Path Will We Choose?”
66. A process of mutual shaping
in a constantly changing context
New
Business
METAweb
Model
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68. METAweb: Markets 2.0
• Traditional market 1.0 model: Traditional Market 1.0 Model
central organization serving many
individuals
– Large-scale impersonal markets
– Low preference expression
• Market 2.0 model: flexible dynamic Market 2.0 Models
capital allocation systems that provide
democratic, more immediate, low-cost,
affinity-directed capital Many: One
Peer finance
– Benefits to individuals: freedom, One: Many
Affinity purchasing
convenience, preferences articulation
– Benefits to groups: virtual aggregation
of group power to conduct transactions Many: Many
Prediction markets
Peer philanthropy
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69. Books you should read: crowdsourcing
Stop 'Aligning IT With The Business'
Connect With Customers
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70. Social Technographics™
Josh Bernoff, co-author of Groundswell
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71. I have outsourced part of my life
to external cognitive servants:
• No longer need a • Musical taste:
memory – ITunes
– Google
– Yahoo • Books and others:
– Wikipedia – Amazon
• Personal Information • Social Capital
– Smartphone tells me – LinkedIn
about birthdays, phones,
– Xing
addresses
– Facebook
71
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72. Study by Prof. Granovetter shows that
weak links are better than strong
• Strong Links: More
motivation to help you,
since they know you
better
•Weak Links : Likely less
overlap with leads you
can easily get elsewhere
Most job referrals come
through those who we
see rarely: old school
friends, former co-
workers, etc.
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74. METAweb REVOLUTION
4The real, long-term change is just beginning to be felt,
and anyone thinking about our economic future should
consider this:
• access to information is a democratizing force
• makes it inexpensive and easy to collaborate and share
information.
Your Text here Your Text here
• even the smallest companies can now have as big a
presence online as a multinational corporation
The revolution may have started in a garage in California
but it has already crossed every border
moving as freely
around the globe as a cloud
74
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