Empowering Local Government Frontline Services - Mo Baines.pdf
Innovation Leadership: AI, Data, and the 4th Industrial Revolution
1. Ikhlaq Sidhu, content author
Ikhlaq Sidhu
Founding Faculty Director
Sutardja Center for Entrepreneurship & Technology
Department of Industrial Engineering & Operations Research
IEOR Emerging Area Professor Award
Enabling Innovation
Through Leadership
For AI, Business Models and
the 4th Industrial Revolution
2. Ikhlaq Sidhu, content author
Lots of Students
Our Model Brings Bay Area Executives and Entrepreneurs into the Classroom
1500 Undergraduates
100 Ph.D / Graduate Students
100 Executives
10 Global Partners
Michael Marks, KKR, former CEO, Flextronics
Shomt Ghose, Venture Partner, Onset Ventures
Udi Manber, VP Engineering, Google
Marc Andreesen, Founder, Netscape
Larry Baer, COO, San Francisco Giants
Amine Haoui, CEO, Sensys Networks
Stacey Lawson, Founder In Part, Executive Seibel
Jim Davidson, Managing Director, Silverlake Partners
Donna Dubinsky, Former CEO, Palm
Matt Caspari, co-founder, Aurora Biofuels
Richard Gorman, SVP, Siebel Systems
Mike Olson, founder and CEO, Cloudera
Brodie Keast, EVP, TiVo
David Ladd, Managing Director, Mayfield
Jeff Miller, CEO, Documentum
Eva Miranda, SVP, Sony Corporation
Ravi Mohan, Managing Director, Shasta Ventures
Ted Hoff, Inventor,of the Microprocessor
Nat Goldhaber, Managing Director, Claremont Creek Ventures
Peter Thiel, co-founder and CEO, PayPal
Victoria Hale, founder and CEO, Medicines 360
Steve Newcomb, founder , Powerset (part of Microsoft’s BING)
Pehong Cheng, CEO, Broadvision
We focus on the Mindsets & Behaviors needed for Innovation and Entrepreneurship
(in context of technology change)
5. Ikhlaq Sidhu, content author
Our Labs offer classes and projects in emerging industry areas
8/19/2017 Reflecting on “Why” for UC Berkeley’s Sutardja Center for Entrepreneurship & Technolo
Our Recipe and How It Works:
Mindset and Behavior:
A key educational training is the area of mindsets and behaviors. This area is not obvious. When we began, we be
that it was valuable to start with technical students and simply add an understanding of business knowledge to th
curriculum. Since then, we have corrected that belief. We no longer believe business training is the key additive
ingredient. Mechanical business skills can be acquired anytime and as needed. The actual missing ingredient is a
behaviors and mindsets that allow a person to utilize their core capabilities.
Industry 4.0?
6. Ikhlaq Sidhu, content author
What is happening
at the Sutardja Center (SCET)?
• We are changing education
• Students change the world
• Our lab area enable new industries and new
ways to collaborate
7. Ikhlaq Sidhu, content author
Anticipating the Next Industrial
Revolution
Industrial Revolution 1.0 Industrial Revolution 2.0
• Winner was whoever
made something most
cheaply
• Leveraged scale
• Winner will be
whoever makes best
sense of the data
• Leveraging scale Shomit Ghose
First Industrial Revolution Next Industrial Revolution
9. Ikhlaq Sidhu, content author
1. Knowing your customer, better targeting and relationship.
E.g. Target, Disney, Netflix
2. Improving physical product or servicer with complimentary information:
E.g. UPS, FedEx
3. Data-driven reliability or security
E.g. GE, BMW, Siemens
4. Information Brokers, Arbitrage, and Trading Opportunities:
E.g. Investment funds.
5. Improving the customer journey/experience..
E.g. Harrah’s
6. Functional Applications: HR/Hiring, Operations etc..
Eg Walmart, Baseball, Sports
7. Efficiency or better performance per dollar cost.
E.G. General IT, SAP, etc
8. Risk Management, regulation, and compliance
Eg. Compliance 360
Top 8 Business Models Using Data
11. Ikhlaq Sidhu, content author
Some companies have been able to adapt
and transform while others were not Technical Drivers:
Data
Algorithms
Robotics
Network Connectivity
Structural Drivers:
Business Model Adaptation
Shorter Cycles
Adapted
Disrupted
12. Ikhlaq Sidhu, content author
Some companies have been able to adapt
and transform while others were not Technical Drivers:
Data
Algorithms
Robotics
Network Connectivity
Structural Drivers:
Business Model Adaptation
Shorter Cycles
Adapted
Disrupted
• Did “they” get it. Culture, external awareness, learning
behaviors.
• Did “they” get it. Alignment: Top vs Middle
• Timing: over-compensate vs denial
• Have alignment, but cannot execute (tactical)
• Have alignment, but have challenges with Acquisitions
15. Ikhlaq Sidhu, content author
Identify the
Stage of
Your
Product
Business Investment Readiness
System Test,
Launch, Ops
Technical Readiness
System/Subsystem
Demonstration
Development Progress
Feasibility
Research
Insight Story /
Value
Validation Business
Model
Sales
Process
Complete
Ecosystem
Operational
Metrics
X
Y
Z
16. Ikhlaq Sidhu, content author
What is the path for
transformation or
business model
change?
Adding, Letting Go, and
Change Management
Dimension B
Dimension A
X
Z
Company or
Project: Today
Company or
Project: Next
17. Ikhlaq Sidhu, content author
1. What do you need to acquire or
learn?
2. What do you need to let go?
3. First principle: you can’t be
happy where you are.
4. It’s like getting a new degree part
time, while you still work at the
last job.
Dimension B
Dimension A
Z
Company or
Project: Today
Company or
Project: Next