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WRFY Exponential Organizations
- 1. Exponential Organizations By Salim Ismailwith Micheal S. Malone and Yuri van Geest #WRFY Presented by Dr Morne Mostert morne@ifr.sun.ac.za 8 April 2016: Cape Town 15 April 2016: Johannesburg
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- 6. Combatting the organisationalimmune system
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- 10. Peter H. Diamandisis a Greek-American engineer, physician, and entrepreneur best known for being the founder and chairman of the X Prize Foundation, the co-founder and executive chairman of Singularity
- 11. Here today, … “inthe next 10 years, 40% of the S&P 500 companies will be gone.” “20 years ago it took 20 years to become a $bn company; now it is less than 9 months”
- 12. “the number oftransistors in a dense integrated circuit doubles approximately every two years” Gordon E. Moore, co-founder of Intel and Fairchild Semiconductor, 1965
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- 16. The internet hasdropped the cost of demand ExO’s use technology to reduce the cost of supply (approaching 0)
- 18. The ExO formula ExO = MTP+ SCALE + IDEAS
- 20. 4/10 ain’t bad Stabilisingforces Forces of growth
- 22. The shift From Securing assets,create boundaries, sell access to scarcity To Tap into external abundance using technology
- 23. Shift in problemspace • Ownership works for scarcity – Linear, cost driven • Openness, access & sharing work for abundance – exponential as domains explode We have scaled technology - Now let’s scale the whole organisation • Open Access vs Control • Rent vs Own • Share vs protect • Including the customer’s assets
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- 26. Congratulations! You have failed! Heroicfailure award Dare to try award
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- 28. Use the crowdfor scale
- 29. Reduce information latency throughcollaborative tools Example
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- 31. Engagement – network effects& positive feedback loops Digital reputation systems Gamification Incentive prizes
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- 33. Case studies: BlackOps (GE)
- 34. Functionality : Priceratio How to get rich in the past ExO Functionality Price
- 36. Aha! Waste isopportunity? Time of usage Time of ownership
- 37. The evolution 1. Digitise 2.Disrupt 3. Demonetize 4. Democratise
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- 39. Threats & opportunitiesare external
- 40. redefining the bottomline to account for true long–term costs throughout supply chains
- 41. • Lean value& growth metrics, incl. Lean start- up methodology • Experiment, risk, fail • Learning metrics – fast feedback loops • Self-organising • Multidisciplinary • Decentralised • Holacracy (Brian Robertson) • OKR
- 42. Sociocracy is asystem of governance using consent decision making and an organizational structure based on cybernetic principles (a closed loop system with a feedback mechanism).1981 standard definition of consensus used since the 1960s and 1970s, and probably before. It was published in 1981 in United Judgement: The Handbook of Consensus Decision Making by the Center for Conflict Resolution. The goal of consensus is a decision that is consented to by all members.
- 44. Inherent contradiction 20th centurybusiness was an externalisation machine Vs Externalise risk of ownership to customers?
- 45. Inherent contradiction “The futureis not what it used to be” Vs “At this same rate…”
- 46. Inherent contradiction “We arenot ready” Vs “We are already doing it.”
- 47. Inherent contradiction “We arein trouble” Vs “We are solving problems more easily now”
- 48. Potential lingering questions Arewe becoming algorithms? Will Big Brother grow bigger?
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- 50. If it isfree… Perhaps YOU Are the ProductTelevision delivers people, 1973
- 51. Better decisions To secure YourAfrican Future Join the Institute for Futures Research morne@ifr.sun.ac.za