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The Knowledge Era And The Innovation Urgency
- 1. Consequences for the management, the experts and the society Hangout from March 16th, 2014 - João Teixeira Soares
- 3. InternetWeb 2.0 Cloud Computing Social Networks new Products new Services new Practices Virtual reality Augmented realityCrowdfunding Messaging Information management Serious games Virtualization VoIP E-learning
- 4. New technologies New practices (Innovation) Innovation New technologies New practices Universities Training centers Surveys CRM Social Media Communities Organizations … Capture The innovation helix User demands New trends
- 5. Cost of digitized knowledge → “Zero” Economic value is not based on ownership but use Knowledge collection, processing and transmitting will be dominant in all industries Boundary-less Highly networked Only the “top” is relevant; the “average” will be automated The only sustainable competitive advantage → “Learning”
- 8. Subsidiarity (forgiveness) Clubs and congresses (Togetherness) Horizontal fast-tracks (trust) Self-enlightenment (competence) Incidental learning (curiosity) Charles Handy “ Managing the Dream:” Wheel of Learning
- 10. We don’t learn to respond our questions We are afraid to fail We don’t collaborate The education system prioritize thing that are not impotent anymore Our brains are underused We need a revolution in our education system
- 11. Customer view Business view
- 12. Early adopters are specialists searching for new technologies and products to solve their problems and gain competitive edge The mainstream customers are formed by pragmatic generalists that are risk-averse and want maximize profitEarly adopters ■ New smartphone platform (Windows Phone) ■ New interface with the driver (joystick) ■ New ERP (cloud based) “disruptive” products
- 13. Companies depend on customers and investors for resource New markets don’t solve the grow needs of large companies Markets that don’t exist yet can’t be analyzed Organization’s capabilities define its disabilities Technology supply may not equal Market demand (why and when good management lead to failure) 5 Principles
- 14. Innovative business needs not a business plan but a learning plan Based on Empathy and Collaboration The role of a project manager in an innovative project is to moderate and support the learning process The role of the top management in a innovative company is to create room for experiments and learning, and to plan the “chasm crossing”
Editor's Notes
- Crossing the chasm requires moving from an environment of support among the visionaries back into one of skepticism among the pragmatists. It means moving from the familiar ground of product-oriented issues to the unfamiliar ground of market-oriented ones, and from the familiar audience of like-minded specialists to the unfamiliar audience of essentially uninterested generalists.
- 1. In the end it is customers and investors who dictate how the money will be spend because companies with investments patterns that don’t satisfy customers and investors don’t survive.2. Innovations enable new markets to emerge. But no new market are so large to satisfy the grow need of large companies.3. To make a good investment plan a good manager need analyze data from market researches. The only thing that we know about new markets is that the experts’ forecast are wrong.4. An organization’s Capabilities reside in two places: in its processes (how people make things happen) and its values (criteria for prioritization decisions). People are flexible but process and values are not.5. Products frequently exceeds the rate of performance improvement that mainstream customers demand or can absorb.