This document discusses several shifts occurring due to new technologies and business models: from resource control to resource orchestration, from internal optimization to external interaction, and from customer value to ecosystem value. It highlights new technologies like smartphones, cloud computing, and 3D printing that are enabling new forms of collaboration and value creation through platforms and networks. Examples are given of how companies like Uber, Airbnb, and Local Motors are leveraging these shifts and technologies to disrupt existing industries through new business models based on sharing assets and community contributions.
3. From resource control to resource orchestration
From internal optimization to external interaction
From customer value to ecosystem value
Some fundamental shifts…
2016 Parker & Van Alstyne, with Choudary
7. “We always overestimate the change
that will occur in the next two years
and underestimate the change that will
occur in the next ten.”
- Bill Gates, The Road Ahead, 1996
15. A system that activates the untapped
value of all kinds of assets through models
and marketplaces that enable greater
efficiency and access.
- Botsman
The Sharing Economy
Harvard Business Review, 2014
The Sharing Economy: Embracing Change with Caution
http://www.slideshare.net/eteigland/sharing-economy-webb
26. The automotive industry
Disruptions ......the likes of which the
industry hasn’t seen since the
automated assembly line.
http://asmarterplanet.com/blog/2015/01/auto-industry-innovation.html
27. FIRM YEAR FOUNDED NO. EMPLOYEES MKT CAP
BMW 1916 116,000 $53B
UBER 2009 7,000 $60B
MARRIOT 1927 200,000 $17B
AIRBNB 2008 5,000 $21B
WALT DISNEY 1923 185,000 $165B
FACEBOOK 2004 12,691 $315B
KODAK 1888 145,000 $30B (heyday)
INSTAGRAM 2010 13 $1B (acquisition)
2016 Parker & Van Alstyne, with Choudary
Something fundamental is changing
30. Community platform
Hierarchicalfirm
VS
Ford
~ Created by employees within
organizational boundaries
E.g., Local Motors
~ Created by community collaborators
regardless of affiliation
Teigland, Di Gangi, & Yetis 2012
The Flipped Firm: New model of value creation?
41. The Blockchain is the glue that is going to drive a
productivity revolution across the globe on par with
what Henry Ford did with the automobile.
— Paul Brody, Americas Strategy Leader, Technology
Sector, Ernst & Young
46. Newton’s third law holds that every action
has an equal and opposite reaction.
In the same vein, every disruptive threat
creates an equal, if not greater,
opportunity.
http://www.innosight.com/innovation-resources/strategy-innovation/turning-ambiguity-into-opportunity-a-new-approach-to-strategy-under-uncertainty.cfm
47. All our knowledge is about the past, but all our
strategic decisions are about the future.
What we don’t know
we don’t know about
the future What we
know
What we know
we don’t know
49. Looking into the future?
Forecast
− How we think the future will be
Vision
− How we want the future to be
Scenario
− What the future can be
Scenarios: Memories from the future
?
?
? ?
51. From resource control to resource orchestration
From internal optimization to external interaction
From customer value to ecosystem value
Some fundamental shifts…
2016 Parker & Van Alstyne, with Choudary
52. Some tips…
1. Boundary spanner bridging diverse networks
2. Problem solver -> solution finder
3. What if? Breaking basic assumptions