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STKI Summit 2019 Innovation Terroir

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Presentation describes innovation process for IT, from digital transformation though data centric and finally automation revolution, outcome driven innovation and data, process and technical debt

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STKI Summit 2019 Innovation Terroir

  1. 1. RE-IMAGINING THE FUTURE Innovation Initiative adapt, disrupt, transform Dr Jimmy Schwarzkopf jimmy@stki.info
  2. 2. 22 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph Innovation Initiative adapt, disrupt, transform
  3. 3. 3 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph OUTCOME ECONOMY 2019 Implications for an Innovative IT INTRODUCTION & EXPONENTIAL TECH ABSORPTION OUTCOME DRIVEN INNOVATION METHODOLOGY 01 02 03 06 05 08 07 04 MARKET MODEL INNOVATION PROCESS & SUPPLY CHAIN INNOVATION PRODUCT & ORGANIZATION INNOVATION TECHNICAL process & data DEBT DATA-CENTRIC AUTOMATION REVOLUTION TERROIR WHAT IS IT? WHY WE NEED IT Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 3
  4. 4. 44 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph What is exponential growth? Can we understand it? How can we catch up?
  5. 5. 55 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph science-fiction science-fact
  6. 6. 66 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph science-fiction science-fact lets look at what happened with internet and search engines lets look at what happened with internet and search engines
  7. 7. 77 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph example of exponential growth 30 years ago, on March 12, 1989 proposal to help CERN manage and share information that would later become known as the World Wide Web or Internet
  8. 8. 88 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph Search Engines 25-year history 1994 2019
  9. 9. 99 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph Search Engines 25-year history 1994 2019
  10. 10. 1010 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  11. 11. 1111 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  12. 12. 12 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graphCopyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 2019 Recommended Reading List authors that changed their mind about their first book 12
  13. 13. 13 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graphCopyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 2019 Recommended Reading List authors that changed their mind about their first book 13
  14. 14. 14 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graphCopyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 2019 Recommended Reading List authors that changed their mind about their first book 14
  15. 15. 15 15 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph STKI Summit 2019 all about figuring out the IT Opportunity Gap “The question is not how fast tech companies will become your competitor, but how fast you will become a tech company.” STKI Summit 2019 all about figuring out the IT Opportunity Gap “The question is not how fast tech companies will become your competitor, but how fast you will become a tech company.”
  16. 16. 1616161616 STKI Summit 2018 preparations gave us a good sense of what the future of IT would be. Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 16161616
  17. 17. 17 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph business technology (2019-2022) road-map
  18. 18. 18 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph we needed a new framework to describe rapid organizational change and the initiatives needed for the next (preemptive) transformation “automation revolution” 1818
  19. 19. 19 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph we needed a new framework to describe rapid organizational change and the initiatives needed for the next (preemptive) transformation “automation revolution” 1919
  20. 20. 20 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 2020 1‫מא‬
  21. 21. Slide 20 1‫מא‬ delete comma 20 ,‫אורח‬ ‫-משתמש‬Mar-19
  22. 22. 21 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph A company’s ideal behavioral strengths are unique, and cannot be imitated this is called corporate DNA
  23. 23. 22 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph A company’s ideal behavioral strengths are unique, and cannot be imitated this is called corporate DNA
  24. 24. 23 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 2323 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph Organizational culture doesn’t embrace change WHY? The answer is “corporate antibodies” (people and processes) They extinguish a new idea as soon as it begins When they attack an idea, it’s because they perceive that idea to be a foreign object trying to harm their stability in the organization. corporate antibodies They kill innovation even in the biggest, most modern firms
  25. 25. 24 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 2424 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph Organizational culture doesn’t embrace change WHY? The answer is “corporate antibodies” (people and processes) They extinguish a new idea as soon as it begins When they attack an idea, it’s because they perceive that idea to be a foreign object trying to harm their stability in the organization. corporate antibodies They kill innovation even in the biggest, most modern firms organizations have no choice but to change because of exponential technologies organizations have no choice but to change because of exponential technologies
  26. 26. 25 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 25
  27. 27. 26 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph every company has its own “terroir” 26 change comes differently to every company because of the company’s TERROIR (DNA and variables) “values of IT services” for that company are unique -”incapable of being reproduced “- even if the technologies, methodologies and strategies are painstakingly duplicated”-
  28. 28. 27 27 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 27 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph organizational TERROIR does change -”reactively and proactively “- Reactive (forced) Reacting to market/competition rather than anticipating the future. Making decisions fast and without the infrastructures / talent needed. Proactive (preemptive) Acting before a situation becomes a source of confrontation or crisis. Preparing strategies, methodologies, talent and infrastructures thrown to you after you’re drowning helps protect you from drowning
  29. 29. 2828 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph can IT prepare itself for the next transformation? what must be done for data-centricity? ? what do we mean “automated to autonomous”?
  30. 30. 29 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 29
  31. 31. 30 DIGITAL TRANSFORMATION “forced” transformation (2015-2020) transformation from: • back office computing to customer facing computing • technology as an enabler to critical competitive tool • from antivirus to cyber (critical) • development from waterfall to agile • Employees • get same tech customers got • introduced to data (literacy) 30 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  32. 32. 31 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph "A post-digital world doesn’t mean that digital is over. On the contrary, as all organizations develop their digital competency, what will set YOU apart ?" 3131
  33. 33. 32 DATA CENTRIC COMPUTING “preemptive” transformation (2020 - 20XX) can only start after modernizing back office and core systems • build a standard data model • build a strong data supply chain • build a strong algorithms and data science team • implement analytic tools and data literacy programs • start automating clerical jobs • HR learns to manage a mixed workforce (people + robots) 32 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  34. 34. 33 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 33 methods forquantifying data as a asset tactics for using data as competitive edge Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph principles of the “data centric manifesto” INFONOMICS all about DATA • Data is a key asset of any organization. • Data is self-describing and does not rely on an application for interpretation and meaning. • Data in open, non-proprietary formats. • Access to and security of the data is a responsibility of the data layer, and not managed by applications. • Applications use the data, results go back into the data layer for all to share. • Laying the data groundwork to move the enterprise from automated to autonomous 33
  35. 35. 34 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 34 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph CORPORATE SURVEILLANCE IN EVERYDAY LIFE
  36. 36. 35 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 35 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph CORPORATE SURVEILLANCE IN EVERYDAY LIFE
  37. 37. 36 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 36 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph CORPORATE SURVEILLANCE IN EVERYDAY LIFE
  38. 38. 37 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 37 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph CORPORATE SURVEILLANCE IN EVERYDAY LIFE
  39. 39. 38 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graphCopyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 38
  40. 40. 39 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 39
  41. 41. 40 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 40
  42. 42. 41 AUTOMATION REVOLUTION “preemptive” transformation (2021 - 20XX) can only start after the organization is data-centric (poor quality data will hinder automation efforts ) • continue to automate clerical jobs • automate professional jobs • build a core framework for implementing and scaling automation • decisions based on insights (ML/ DL) • design new customer self-service solutions • HR manages a mixed workforce (people + robots) • skills gaps between bits-oriented and atoms- oriented employees must be overcome 41 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph In the “automation revolution” we are going to apply patterns and insights ( from data and algorithms) to the hybrid world of atoms (physical) and of bits (digital). Value created by automation tools will break the silos and cross the physical/digital divide.
  43. 43. 42 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph t
  44. 44. 43 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph is it ?
  45. 45. 44 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph Pull over Detroit: Israel is Motown for Self-Driving Car Tech Car manufacturing is not about tires or brakes anymore, but the technology inside the car “sensors and algorithms”
  46. 46. 45 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph autonomous driving will “also” Change Our Cities Intel (Mobileye) is extending its autonomous driving trials in Israel to provide an entire mobility-as-a-service (across car, software, platform, mapping, and safety mechanisms) VW (electric vehicles), Intel (Mobileye) (autonomous driving technology) ,Champion Motors, (manage the fleet) , will launch an autonomous taxi service in Israel around 4Q 2019 with 50 vehicles and enter the commercial phase by 2022 with a fleet of hundreds of autonomous taxis.
  47. 47. 46 46 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graphCopyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph from rule based engines through algorithms and finally into neural networks 46
  48. 48. 47 47 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graphCopyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph from rule based engines through algorithms and finally into neural networks 47
  49. 49. 48 48 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graphCopyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph from rule based engines through algorithms and finally into neural networks 48
  50. 50. 4949 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  51. 51. 5050 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph “ we must deploy now and deal with consequences” “we don’t have time for problem design and prototype the solution” “ what are OpenAPIs or containers? “ “Now we know how we should have done it; we are learning for next time”
  52. 52. 51 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  53. 53. 52 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 52 TECHNICAL DEBT PROCESS DEBT
  54. 54. 53 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  55. 55. Source: Amazon, 2019 Amazon has launched a range of financial services over the past years Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 54 How can banks in Israel fight Amazon-like tech banks ? Only by paying their technical (also data & process) debts How can banks in Israel fight Amazon-like tech banks ? Only by paying their technical (also data & process) debts Bank of Amazon could woo over 2 million Israeli customers in 5 years
  56. 56. Source: Amazon, 2019 Amazon has launched a range of financial services over the past years Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 55 How can banks in Israel fight Amazon-like tech banks ? Only by paying their technical (also data & process) debts How can banks in Israel fight Amazon-like tech banks ? Only by paying their technical (also data & process) debts Bank of Amazon could woo over 2 million Israeli customers in 5 years
  57. 57. How banks in Israel are fighting TECH-DEBT? Overhauling their core systems to make them more agile How banks in Israel are fighting TECH-DEBT? Overhauling their core systems to make them more agile Note: The percentages represent fintechs that have given a rating more than 5 on a scale of 1-7 for each of the options. Source: Capgemini, 2018 92% 92% 76% 76% 67% 56% More agile due to absence of legacy systems Enhanced customer experience New product development Innovation in existing products and services Cost reduction Improved data management Banks need to get competitive advantages on FinTechs and Tech BanksBanks need to get competitive advantages on FinTechs and Tech Banks Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 56 Comparison between Israeli Banks and Tech Banks & FinTechs 5656
  58. 58. 57 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  59. 59. 58 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph TECHNICAL PROCESS & DATA debt payment “CORE SYSTEMS“ need adaptability and scalability properties because of changing business models, regulation, analytics (better data) , process automation and integration to new consumer facing software
  60. 60. 59 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph TECHNICAL PROCESS & DATA debt payment “CORE SYSTEMS“ need adaptability and scalability properties because of changing business models, regulation, analytics (better data) , process automation and integration to new consumer facing software
  61. 61. 6060 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph The Outcome-Driven Approach to Innovation
  62. 62. 61 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph is a strategy, innovation and product development process developed by Anthony Ulwick. • In 1999 he published ODI ideas in a book “what customers want” • In 2002 he published an ODI article in the Harvard Business Review • In 2016 Ulwick published another book “Jobs to be Done: From Theory to Practice” defining the practice of ODI & Jobs Theory • In 2018 many startups, innovation departments, IT & Software developers switched to ODI Outcome-Driven EconomyOutcome-Driven Economy
  63. 63. 62 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 62
  64. 64. 63 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 63
  65. 65. 64 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph INNOVATION = solutions that satisfy unmet needsINNOVATION = solutions that satisfy unmet needs traditional innovation starts with ideastraditional innovation starts with ideas innovation should be a needs-first processinnovation should be a needs-first process What “functional job” are we trying to solve? Who is the “job executioner” ? What “unmet customer needs” segment is a attractive target? What “functional job” are we trying to solve? Who is the “job executioner” ? What “unmet customer needs” segment is a attractive target?
  66. 66. 65 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  67. 67. 66 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  68. 68. 67 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
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  70. 70. 69 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  71. 71. 70 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  72. 72. 71 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph Apple's next big innovation: Becoming a bank (credit card market) What “functional job” are credit card holders trying to solve? Who is the “job executioner” ? What “unmet customer needs” segments are an attractive target? Apple's next big innovation: Becoming a bank (credit card market) What “functional job” are credit card holders trying to solve? Who is the “job executioner” ? What “unmet customer needs” segments are an attractive target?
  73. 73. 72 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  74. 74. 73 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph outcomes being tested by several organizations for last-mile delivery service 73
  75. 75. 74 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph outcomes being tested by several organizations for last-mile delivery service 74
  76. 76. 75 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 1. shifting from competing through selling products and services, to competing on delivering measurable results (important to the customer) 2. developing understanding of customer needs and contexts in which products and services will be used by measuring “real time” the value delivered . 3. applying advanced technologies to data and domain models in order to calculate costs, manage risks and track all the factors required to deliver the promised value
  77. 77. 76 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 7676
  78. 78. 77 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph Many Different METHODOLOGIES & TOOLS “focus on outcomes not outputs“
  79. 79. 78 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph Many Different METHODOLOGIES & TOOLS “focus on outcomes not outputs“
  80. 80. 7979 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph Startups innovate differently than enterprises? How do enterprises innovate? How many types of enterprise innovation are there? Every type of innovation has a different job journey?
  81. 81. 8080 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  82. 82. 81 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  83. 83. 82 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  84. 84. 83 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph Internal Innovation LabInternal Innovation Lab Companies should take a portfolio approach to their innovation effort concurrently pursuing two of the three levels. Companies should take a portfolio approach to their innovation effort concurrently pursuing two of the three levels. Portfolio of incremental and breakthrough innovations can provide most companies with an edge over their competitors and opportunities to grow their business Portfolio of incremental and breakthrough innovations can provide most companies with an edge over their competitors and opportunities to grow their business
  85. 85. 84 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  86. 86. 85 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  87. 87. 86 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  88. 88. 87 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph The Fast Follower * “LAB” Transformational (disruptive) Innovation , not everyone can be a disruptor and not everyone needs to be a disruptor. The Fast Follower approach allows organizations to adopt startup’s or competitor’s innovative product/ service into customer ecosystem already familiar with it (buying or making partnerships) * Fast Follower ≠ “me-too” product/service
  89. 89. 88 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  90. 90. 89 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph NEW ticket vending machine at a metro station at Moscow. No need to pay money. 30 sit-ups and get a ticket
  91. 91. 90 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graphCopyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 90
  92. 92. 91 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph medicine Retail stores warehouses Gardening autonomous robots are here
  93. 93. 92 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 3 “crazy” guys changing the way we travel
  94. 94. 93 93 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 93 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  95. 95. 9494 Legacy Silos (hierarchical) of Function 1970s – today 94 CRM ERP INTRANET Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  96. 96. 9595 Tight alignment of IT (SILOS) systems with strategy restricts (impedes) agility and innovation Aligning IT with company’s strategy can : • Cut costs • Improve the ability to collect data • Enable quick, coordinated adjustments of business processes. • Produce efficiencies (resources coordinated with processes) Its rigidity (inflexibility) will impede (restrict) agility and innovation Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  97. 97. 9696 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph Workplace Perks That Attract the Next Generation of Bright Workers • Collaborative open office space • PlayStation and Table Tennis to unwind • Fully stocked kitchen (Snacks, fruits, beers) • Pets allowed and encouraged • Fast and agile teams • Regular team building events • Freedom to be creative • Casual dress & work environment • Bonuses Via Time Off • Unlimited Vacation • On-Site Gym Workout Classes • Elimination of the 9 to 5
  98. 98. 97 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  99. 99. 9898 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph workers will be empowered not just by skills and knowledge, but also by algorithmic software robots. The “new” workers (people+robots) will change the DNA of the workforce and the Terroir of the company
  100. 100. 9999 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph workers will be empowered not just by skills and knowledge, but also by algorithmic software robots. The “new” workers (people+robots) will change the DNA of the workforce and the Terroir of the company HR: “one” job descriptionHR: “one” job description
  101. 101. 100 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph Everything As A Service Crowd Sourcing Vetted Global Community Gig Economy FreelancersTeam 1 Xshore Integrators Different Sourcing Models Unbounded EnterpriseUnbounded Enterprise Team 2 Temps Part Jobs Staff Augmentation Everything As A Service Crowd Sourcing Vetted Global Community Gig Economy Data Centric Organizational Structure Xshore Integrators Different Sourcing Models Unbounded EnterpriseUnbounded Enterprise Team 2 Temps Part Jobs Team Augmentation
  102. 102. 101 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph Everything As A Service Crowd Sourcing Vetted Global Community Gig Economy FreelancersTeam 1 Xshore Integrators Different Sourcing Models Unbounded EnterpriseUnbounded Enterprise Team 2 Temps Part Jobs Staff Augmentation Everything As A Service Crowd Sourcing Vetted Global Community Gig Economy Data Centric Organizational Structure Xshore Integrators Different Sourcing Models Unbounded EnterpriseUnbounded Enterprise Team 2 Temps Part Jobs Team Augmentation
  103. 103. 102 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 102
  104. 104. 10 3 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 103 INNOVATION for 2019-2022 will be all about laying the groundwork and implementing AUTOMATION REVOLUTION Automation in Organizations broad set of tools • artificial intelligence (AI-ML) • will replace professional workers • robotic process automation (RPA) • will replace clerical workers • orchestrators for software-defined infrastructure • will replace IT operations workers • physical robots • will replace blue collar workers Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  105. 105. 10 4 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 104 INNOVATION for 2019-2022 will be all about laying the groundwork and implementing AUTOMATION REVOLUTION Automation in Organizations broad set of tools • artificial intelligence (AI-ML) • will replace professional workers • robotic process automation (RPA) • will replace clerical workers • orchestrators for software-defined infrastructure • will replace IT operations workers • physical robots • will replace blue collar workers Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  106. 106. 10 5 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 105 INNOVATION for 2019-2022 will be all about laying the groundwork and implementing AUTOMATION REVOLUTION Automation in Organizations broad set of tools • artificial intelligence (AI-ML) • will replace professional workers • robotic process automation (RPA) • will replace clerical workers • orchestrators for software-defined infrastructure • will replace IT operations workers • physical robots • will replace blue collar workers Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  107. 107. 10 6 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 106 INNOVATION for 2019-2022 will be all about laying the groundwork and implementing AUTOMATION REVOLUTION Automation in Organizations broad set of tools • artificial intelligence (AI-ML) • will replace professional workers • robotic process automation (RPA) • will replace clerical workers • orchestrators for software-defined infrastructure • will replace IT operations workers • physical robots • will replace blue collar workers Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  108. 108. 10 7 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 107 INNOVATION for 2019-2022 will be all about laying the groundwork and implementing AUTOMATION REVOLUTION Automation in Organizations broad set of tools • artificial intelligence (AI-ML) • will replace professional workers • robotic process automation (RPA) • will replace clerical workers • orchestrators for software-defined infrastructure • will replace IT operations workers • physical robots • will replace blue collar workers Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  109. 109. 10 8 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 108 INNOVATION for 2019-2022 will be all about laying the groundwork and implementing AUTOMATION REVOLUTION Automation in Organizations broad set of tools • artificial intelligence (AI-ML) • will replace professional workers • robotic process automation (RPA) • will replace clerical workers • orchestrators for software-defined infrastructure • will replace IT operations workers • physical robots • will replace blue collar workers Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  110. 110. 109 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph what does RPA (robotic process automation) software do?what does RPA (robotic process automation) software do?
  111. 111. 110 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph RPA is a “productivity” software robot that sits on top of existing systems where can you use it? RPA is a “productivity” software robot that sits on top of existing systems where can you use it?
  112. 112. 111 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph “RPA” marketplaces exist from several of the vendors (ready-to-deploy automation)
  113. 113. 112 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph benefits for companies using RPAs
  114. 114. 113 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph benefits for companies using RPAs
  115. 115. 114 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
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  117. 117. 116 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph Innovation lab should focus on TOOLS needed for a “service” or “product” supply chain:
  118. 118. 117 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph Innovation lab should focus on TOOLS needed for a “service” or “product” supply chain:
  119. 119. 118 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph With each new buying opportunity, consumers can and often do switch to better alternatives Enterprises should recognize the need for new business models and markets This is called the COMPANY’S SECOND ACT
  120. 120. 119 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph INNOVATION Finding Your Company’s Second Act by Larry Downes and Paul Nunes FROM THE JANUARY FEBRUARY 2018 ISSUE 119 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  121. 121. 120 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 120 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  122. 122. 121 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 121 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph digital ecosystems require new mindsets and resource allocation.
  123. 123. 122 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 122 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph digital ecosystems require new mindsets and resource allocation.
  124. 124. 123 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph 123 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph Prof Jean Tirole and his team re-wrote the “new economy” rules for “aggregators-platforms” business models 2014 Economics Noble Prize
  125. 125. 12 4 124 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  126. 126. 12 5 125 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
  127. 127. 126 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph bank services servicesservices
  128. 128. 127 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph Dr. Jimmy Schwarzkopf jimmy@stki.info 054 70 000 20 09 790 7000 127 Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph Innovation Initiative adapt, disrupt, transform

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