So, you will say, what did we learn from all these interviews? First of all we saw that CEOs said that their o rganizations are bombarded by change, and many are struggling to keep up Also, CEOs view increasingly demanding customers not as a threat, but as an opportunity to differentiate Nearly all CEOs are adapting their business models—two-thirds are implementing extensive innovations CEOs are moving aggressively toward global business designs, with a lot of change to get there Finally we learned that financial outperformers are making bolder plays These key insights have led us to formulate the five KEY characteristics of THE ENTERPRISE OF THE FUTURE: The enterprise of the future is: Hungry for change: The Enterprise of the Future is capable of changing quickly and successfully. Instead of merely responding to trends, it shapes and leads them. Market and industry shifts are a chance to move ahead of the competition. Innovative beyond customer imagination: The Enterprise of the Future surpasses the expectations of increasingly demanding customers. Deep collaborative relationships allow it to surprise customers with innovations that make both its customers and its own business more successful. Globally integrated: The Enterprise of the Future is integrating to take advantage of today’s global economy. Its business is strategically designed to access the best capabilities, knowledge and assets from wherever they reside in the world and apply them wherever required in the world. Distruptive by nature: The Enterprise of the Future radically challenges its business model, disrupting the basis of competition. It shifts the value proposition, overturns traditional delivery approaches and, as soon as opportunities arise, reinvents itself and its entire industry. Genuine, not just generous: Enterprise of the Future goes beyond philanthropy and compliance and reflects genuine concern for society in all actions and decisions. So now, lets take time to go through eadh of these aspects in some more detail. We will focus on some key slides, although you will see that there are extra slides available for you if you want to dive even deeper. The slides we discuss during this training are marked with a dark blue DNA string at the top left hand corner!
Opening Chart: Slide Rule To set the stage, you should know that I am an engineer by education and trade. I am a person with a slide-rule heritage. This guy you see on the slide isn’t me, but it easily COULD BE me. I started life in this industry smack in the middle of the primordial ooze, as a designer of integrated circuits and chips. I literally grew up with this industry, from the very bottom up. If I haven’t seen it all, I have seen most of it! And I can tell you, with total confidence, that no one needs to worry about the technological base for the information-technology industry. Let me tell you why I am so confident …
*According to International Telecommunication Union.
Types of Enterprise Innovation We have found that the basic TYPES of innovation – particularly Enterprise Innovation – have not changed dramatically in recent times. We see four primary forms that innovation takes within the enterprise: Products & Offerings , Business Process , Business Model innovation .. And Societal innovation. Most companies and organizations struggle to master just one of these areas. We are committed to leadership in all four. But, knowing this, we set out a few years back to conduct a unique experiment …
Technology Advancement is Fundamental We’ve learned that technology, by itself, is no longer the necessary and sufficient condition for success in the 21st century. Just how it is applied will separate the winners from the losers – the ordinary from the unique. That’s what innovation is. Innovation is more than just the availability and accessibility of all this information technology. It’s how you can couple it with deep insight to create new value – for business, for government, for academia, for institutions of all kinds, for global society. The true measure of innovation is the ability to transform technology into products, services and solutions that transform businesses – that bring them a new value proposition.
CEO Study Collaboration and co-creation are shaping every industry in one way or another. For example, the 750 CEOs we surveyed last year year told us a lot about where their companies get the best ideas. Note that after “employees,” the next seven sources are external ... They’re getting about twice as many innovation insights from customers as they are from the sales and service units who work directly with those customers. Their own R&D functions came in eighth!! What they’re realizing is that they no longer have to create – and own -- everything themselves, as they once believed. People know they need to innovate. They’re looking for a way to create new value for their clients …or to create jobs for their citizens. That is the struggle today. It’s no longer about the race to best, but about the race to be special.
Routine thinking is characterised by: Creative thinking is characterised by: wishes that are reasonably attainable wishes that may not be achievable retrievals that fit the situation perfectly, and which retrievals that are at best approximate, but may not fit at all require little transformation necessarily high level of transformation comparisons that result in precise fits comparisons that lead to more wishes, transformations, retrievals, etc. it is logical and precise it is non-logical and approximate we feel comfortable and certain we feel confused, uncertain, anxious, excited afraid little or no learning takes place there is a high propensity for learning it involves a high degree of rightness it involves a feeling for wrongness there is little worth storing (nothing new!). there are things worth storing Source: Hicks (1991
Our current market are our current group satisfaction
Desafios da Competitividade Cezar Taurion Gerente de Novas Tecnologias Technical Evangelist [email_address]
O Mundo do Século XXI…Mudanças rápidas! Globalização Desregulamentação Internet Comoditização
Estudo IBM Global CEO Study 2006 Fonte: IBM, “The Global CEO Study 2006” (2006) <ul><li>“ 65% expect to radically change their companies during the next 2 years” </li></ul>
The collective wisdom of these CEOs has led us to the five core traits of the Enterprise of the Future (CEO Study 2008) <ul><li>Findings from 1,130 interviews </li></ul><ul><ul><li>Organizations are bombarded by change, and many are struggling to keep up </li></ul></ul><ul><ul><li>CEOs view increasingly demanding customers not as a threat, but as an opportunity to differentiate </li></ul></ul><ul><ul><li>Nearly all CEOs are adapting their business models—two-thirds are implementing extensive innovations </li></ul></ul><ul><ul><li>CEOs are moving aggressively toward global business designs, deeply changing capabilities and partnering more extensively </li></ul></ul><ul><ul><li>Financial outperformers are making bolder plays </li></ul></ul>Core Traits of the Enterprise of the Future Hungry for change Innovative beyond customer imagination Globally integrated Disruptive by nature Genuine, not just generous 1 2 3 4 5
A EMPRESA DO FUTURO ESTARÁ CENTRADA NO SEU CAPITAL INTELECTUAL E NA SUA CAPACIDADE DE SE REINVENTAR E INOVAR GLOBAL CEO STUDY 2008 – THE ENTERPRISE OF THE FUTURE
Três Tecnotendências que estão “rebooting the world”
Três Tecnotendências... Lei de Moore O número de transistores dos circuitos Integrados dobra a cada 18/24 meses Lei de Metcalfe O valor de uma rede cresce proporcionalmente ao número de seus usuários elevado ao quadrado Lei de Maxwell “ Tudo sem fio” “ Campos elétricos e magnéticos viajam pelo espaço, em forma de ondas, na velocidade da luz”
Um mundo cada vez mais instrumentado Chips em todos os lugares!
O ritmo das inovações está se acelerando... Para chegar a 50 milhões de usuários: Telefone 74 anos PC 16 anos Celular 5 anos Internet 4 anos Skype 2 anos Autom óvel Internet 0 25 50 100 125 150 75 Anos 0 50 100 Telefone Eletrici dade Radio Televis ão VCR PC Cel u lar % Penetra ção
Existem diversos tipos de Inovação Produtos Novos produtos ou melhoramentos em produtos existentes <ul><li>Processos </li></ul><ul><li>Melhoria de processos en uma organização (ex: lean processes) </li></ul><ul><li>Reengenharia de processos. </li></ul><ul><li>Modelos de Negócio </li></ul><ul><li>Novos espaços de atuação em serviços adjacentes (iPod+ITunes) </li></ul><ul><li>Mudança na cadeia de valor (nova entrega de serviços); </li></ul><ul><li>Novos modelos financeiros (ex: Google). </li></ul><ul><li>Gerencia e cultura </li></ul><ul><li>Novas maneiras de gerenciar uma organização (ex: empresas do Silicon Valley ) </li></ul><ul><li>Política e Sociedade </li></ul><ul><li>Novas leis e estrutura educacional </li></ul><ul><li>Serviços </li></ul><ul><li>Novos serviços ou melhoramentos em serviços existentes </li></ul>
Inovação é uma atividade social <ul><li>A invenção sózinha não é mais suficiente; </li></ul><ul><li>A inovação reside na interseção entre a invenção e o “ insight ”; </li></ul><ul><li>Inovação é multidisciplinar </li></ul><ul><li>Inovação cria novos valores; </li></ul><ul><ul><li>Transforma conhecimento e tecnologias para impulsionar a produtividade e criar novos hábitos sociais. </li></ul></ul>
As fontes de novas idéias e Inovação IBM Institute for Business Value, CEO Study 2006 Colaboração impulsiona a inovação Academia Associações Parceiros Competidores Think-tanks Consultores Clientes Funcionários Outras instituições Pesquisa & Desenvolvimento Vendas e Serviços 0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Diferentes visões de uma mesma situação Diversity works!
Our current market Our new market Other firm´s market Stolen with pride from Prof Henry Chesbrough UC Berkeley, Open Innovation. Open innovation External technology insourcing Internal technology base External technology base Internal/external venture handling Licence, spin out, divest
Para pensar um pouquinho... “ Nunca ande pelo caminho traçado, pois ele conduz somente até onde os outros foram” Alexandre Graham Bell