The document discusses the impact of the digital economy on organizations. It describes how the digital economy is significantly transforming business models, industries, and the relationship between business and technology. Key trends discussed include the rise of platforms, on-demand services, data and analytics, artificial intelligence, robots, sensors, and new technologies like blockchain. The document also addresses how organizations must change their strategies, structures, processes and culture to adapt to the digital world.

1. El impacto de la economía digital
en las organizaciones Prof. Lalo Huber
www.facebook.com/LaloHuberCoachSpeaker
www.youtube.com/user/visionholistica
​https://ar.linkedin.com/in/lalohuber​
lalo.huber.coach@gmail.com

2. Economía Digital
“Economía digital” es un concepto
que hace referencia a un sistema
económico en el cual la creación de
valor está significativamente
basada en la aplicación de
tecnologías digitales.

3. Cambio radical

4. Direct Your Digital Future
In six years Airbnb
grew to one of world’s
largest hotel companies.
Without owning any hotels.
10M new autonomous
vehicles per year could
be driving on U.S. roads by 2030.
In 2000 starting an Internet company
cost US$5M. Today it’s
less than US$5,000.
Uber, Lyft, and Sidecar
slashed 65% of
San Francisco taxi rides in
only 15 months.
47% of U.S. employees are at risk of
being replaced by artificial intelligence
within 10 years.

5. Velocidad de adopción

6. Empresas afectadas por no innovar a tiempo
✓ Blockbuster
✓ Sony Ericsson
✓ Sega / Atari
✓ Pan Am
✓ Kodak
✓ Olivetti
✓ Daewoo
✓ Nokia
✓ IBM en los 80

7. Interdependencia total en la nueva era de “digital business”
Business
Technology
Business-aligned
Technology
Technology-enabled
Business
De “alineación Negocio – TI” a “integración Negocio – TI”

8. Digital Future
EXPONENTIAL
PROGRESS
TIME
YOU ARE
HERE

9. Tendencias sociales, económicas, del mercado y de TI (I)
✓ Incremento de la clase media
✓ Consumidores más
informados
✓ Demanda de personalización
✓ Mayor competitividad -
Necesidad de innovación
continua
✓ Sustentabilidad

10. Tendencias sociales, económicas, del mercado y de TI (II)
✓ Real Time computing / Información en
tiempo real
✓ Omnicanalidad / Connected customer
experience
✓ Business networks
✓ IOT - Hiperconectividad
✓ 3D printing
✓ Cloud Computing
✓ Blockchain
✓ IAAS / PAAS / SAAS
✓ Big Data
✓ Mobile
✓ Realidad virtual / Realidad aumentada
✓ Redes sociales / Sistemas colaborativos
✓ Inteligencia artificial / Machine learning
✓ Conversational systems
✓ Tecnologías predictivas

11. Tendencias sociales, económicas, del mercado y de TI (III)
✓ Mayor volatilidad de la fuerza laboral
✓ Millenials
✓ T-shaped talent
✓ Home office
✓ Liquid workforce
✓ Neurociencias
✓ Servitization
✓ Internables
✓ Nanotecnología
✓ E-Business
✓ Digital Business / enterprise
✓ Digital boardroom / Live business
✓ Digital economy / Digital government
✓ Des-intermediación

12. Artificial Intelligence

13. IOT

14. Virtual and augmented reality

15. Blockchain

16. Conversational systems

17. Big Data

18. Impactos sobre las organizaciones
➢ En los líderes
➢ En la cultura organizacional
➢ En el proceso de planeamiento estratégico
➢ En los modelos de negocio
➢ En las estructuras organizacionales
➢ En los procesos de negocio
➢ En las metodologías de TI | 2-speed IT | Agile
➢ En la seguridad de TI
➢ En la gestión de RH
➢ En los planes de selección
➢ En los planes de entrenamiento y carrera

19. Negocio Digital
Según Gartner:
“Negocio digital” es un concepto que
hace referencia a la creación de nuevos
modelos de negocio, desdibujando la
línea de separación entre los mundos
físico y digital.”

20. Modelo de Negocio (Business Model Canvas, by Alexander Osterwalder)
Alianzas Clave
Actividades Clave
¿qué actividades son
fundamentales para el
servicio?
Propuesta
de Valor
Segmentos de
Clientes
¿quienes reciben los
servicios?
Recursos Clave /
Información
¿que recursos son
fundamentales?
Relacionamiento
con los Clientes
Canales
¿cómo se entrega la
propuesta de valor?
Ingresos
¿cuáles son las principales fuentes de ingreso?
Egresos / Costos
¿cuáles son las principales fuentes de egresos / costos?

21. Where Will The Self-Driving Car Take Us?
Link toSources
The 1.2 billion cars on
the roads are used
just 4% of the time. That’s
8.2 trillion hours of nonuse
per year.
Annual savings in the
U.S. alone: $1.3 trillion –
8% of the U.S. GDP.
Cost of adding self-driving
technology to a vehicle:
US$8K−$10K and dropping.
Software will make up
as much as
40% of a car’s value.

22. Drones: Tomorrow’s “I” In The Sky
Cargo drones could
turbocharge economic
development in Africa,
where only 16% of roads
are paved.
The first GPS receiver
weighed 50 pounds and cost
more than US$100,000.
Today, a 0.3-gram GPS chip
costs less than US$5.
50lbs
Solar-powered drones will
provide Internet, Wi-Fi, and
telecom services to people
in remote places on earth.
The global market for
commercial drones will rise
from $15.22M in 2014 to
$1.27B in 2020: tripling every
18 months, faster even
than Moore’s Law.
800 million people
worldwide have limited
access to emergency
services due to
weak transportation
infrastructure.
Link to Sources

23. Makers Shake Up Manufacturing
Peer-to-peer e-commerce
site Etsy’s revenue nearly
quadrupled in only 4 years −
from US$525 million in 2011
to US$1.9 billion in 2014.
Crowdfunding campaigns
generated US$11.08 billion
in 2014. The market
will grow to US$93 billion
by 2025.
By 2025 the 3D
printing market will
quadruple to
US$12 billion.
In 2006 the San Francisco
MakerFaire attracted 65,000
enthusiasts. In 2014
130,000 attended,
and another 85,000
attended in New York.

24. Bitcoin’s Blockchain: A New Model for Trust
Link toSources
The Bitcoin blockchain —
the digital ledger of transactions
— is growing exponentially and
doubled to 40GB from August
2014 to August 2015.
The first worldwide conference on
applying blockchain technology was
held on May 28, 2015.
Honduras began creating
land titles based on blockchain
technology in May 2015.
B

25. Blending The Best of People and Machines
Link toSources
Image and speech recognition
technologies are advancing
quickly and could soon equal
human abilities.
The number of Internet
of Things sensors will
grow from 14.8B in 2015
to 50B by 2020.
There will be 200B
Internet-connected
things in 2030.
The robotics market will
grow 9.5% per year to
US$66.9B by 2025. Military
and industrial uses will
be 60% of the total.
Commercial and personal
uses will grow even faster.
Tactile technology is
improving rapidly
due to research
and development in
robot-assisted
medicine.

26. Enveloped by Ambient Intelligence
Link toSources
1 trillion sensors will be
connected to the Internet by 2022.
Appliances and home automation will
account for more than half of
household Internet traffic by 2024.
The first “smart city” with
Internet-connected, automated roads,
services, and utilities will emerge
by 2026.
Fabrics that can charge
electronics – or incorporate
them – already exist.
Over 8 billion ambient intelligence
smartphone apps will be downloaded in
2020.

27. Making Sense of Sensors
Experts predict
there will be up to
100 trillion sensors
by 2030.
Image, speech, and
voice recognition will
advance to near
100% accuracy by
2025.
The speed of
analytics will grow
thirty-fold by 2030,
with 95% of queries
answered in
milliseconds.
Sensors will be
commonplace in the
111 million new cars
and the 2 billion
smartphones that
will be purchased
in 2020.
The Internet of
Everything market
could grow to
$14.4 trillion by
2022.
Link toSources

28. Para los clientes
A fundamental change:
From physical products
to
7x24 omnichannel accessible
on-demand solutions

29. La evolución de una fábrica de maquinaria

30. Pilares del éxito en los negocios digitales

32. 4 roles en la economía digital

33. Aún habiendo clarificado
perfectamente la dirección del
cambio requerido por la
organización, realizarlo es algo muy
difícil…
¿Por qué?
Las principales barreras al cambio
no son técnicas, sino psicológicas

34. Causas de la resistencia al cambio
✓ Habituación / automatismo
✓ Miedo a lo desconocido
✓ Falta de información - Desinformación
✓ Tradición
✓ Amenazas al estatus / beneficios personales
✓ Amenazas a los expertos o al poder
✓ Clima de baja confianza organizativa
✓ Reducción en la interacción social
✓ Miedo al fracaso
✓ Temor a experimentar
✓ Liderazgo autoritario / amenazante
✓ Temor a aumento de las responsabilidades laborales
✓ Temor a disminución en las responsabilidades laborales
✓ Temor a no poder aprender las nuevas destrezas requeridas.

35. SAP BTM2 – Change Management
The psychology of change
“Factual” argumentation
Symptoms of resistances
 Lack of motivation
 Conflicts
 Illness
 Plots
 Rumours
Causes for resistances
 Fear of job loss
 Lack of abilities
 Past experiences
 Routine, inflexibility
 “Not invented here” syndrome

36. Enfoque “Open-minded”
Peter Drucker
“Culture eats
strategies for
breakfast”

37. Cultura y cambio organizacional
Cambio cultural
El pasaje conscientemente dirigido o espontáneo de una cultura
a otra. Se trata de una modificación psicológica profunda en el
modelo mental del grupo humano abarcado por el cambio.
Cambio cultural estratégico
El pasaje conscientemente planeado y dirigido de la cultura
actual a una nueva, que impulse el avance hacia la visión de la
organización.

38. SAP BTM2 – Change Management (CM)
Stakeholder Analysis Portfolio
II
Opponents
III
Promoters
I
Resisters
IV
Enthusiasts
Attitude towards the project
HighLowLevelofinfluence
Negative Positive

39. 8 key steps for organizational change
(by John Kotter, Harvard Professor)

40. Modelo de Negocio (Business Model Canvas, by Alexander Osterwalder)
Alianzas Clave
Actividades Clave
¿qué actividades son
fundamentales para el
servicio?
Propuesta
de Valor
Segmentos de
Clientes
¿quienes reciben los
servicios?
Recursos Clave /
Información
¿que recursos son
fundamentales?
Relacionamiento
con los Clientes
Canales
¿cómo se entrega la
propuesta de valor?
Ingresos
¿cuáles son las principales fuentes de ingreso?
Egresos / Costos
¿cuáles son las principales fuentes de egresos / costos?

41. Key
partners
Key activities Value proposition Customer
relationships
Customer
segments
Key Resources Channels
Cost Structure Revenue/value streams
Micro-
segments
Individual customers
Data management
Analyzing customers browsing
previous purchases to extract
a profile for recommendations.
Continuous improvement of
automatic recommendation
algorithms.
Digital platforms as
resource connectors/
aggregators
Amazon.com platform
Data as resources
Customer reviews
Data/content
providers
E-book publishers
Connected
partners
3rd party providers of
product/services
Accelerated decision support
and value delivery
Automatic recommendations and
one-click business
Lower marginal costs
of digital assets
E-books versus. books
Costs of digital
platform
New fixed cost
Ubiquitous service monetization
Revenues from e-books
Business network monetization
Resell of third-party products/services
Ubiquitous
Access
E-readers (Kindle),
apps
Better
knowledge of
the customers
Binding through
history of previous
activities
On-demand services
From books to e-books
Amazon

42. Key
partners
Key activities Value proposition Customer
relationships
Customer
segments
Key Resources Channels
Cost Structure Revenue/value streams
Micro-
segments
Individual customers
Data management
Analyzing customers browsing
movie catalogue and
purchases. Continuous
improvement of automatic
recommendation algorithms.
Digital platforms as
resource connectors/
aggregators
Netflix platform
Data/content
providers
Movie/content
providers
Tailored data-based customer
solutions
Personalized movie offering
Lower marginal costs
of digital assets
Lower marginal costs of digital
movies compared to DVDs
Cost of digital
platform
Fixed cost
Precision subscription-based
pricing for digital services
Subscriptions for specific contents
Pay-per-use pricing for digital
services
New releases (on request)
Customized
channels
Personalized
interface
Better
knowledge of
the customers
Binding through
history of previous
activities
On-demand services
Movies on demand
Cloud-based process
execution
Media streaming
Netflix

43. Key
partners
Key activities Value proposition Customer
relationships
Customer
segments
Key Resources Channels
Cost structure Revenue/value streams
Global reach
by cloud
Professionals,
recruiters
E-community
orchestration and
management
LinkedIn platform
development and
management
Control of the access to
a network of people as
resource
LinkedIn registered users
People-networks based
solutions
Build your professional network
Find the talents you need
People-network effect
Cost per registered users
decreases with their number
People community monetization
Premium subscriptions for professionals
Ubiquitous
Access
LinkedIn Web site
and app
Social-
network(s)
based
customer
relationships
LinkedIn as a social
network
Micro-
segments
Individual
professionals and
recruiters
Data/content
providers
Content providers
Costs of digital
platform
New fixed cost
People community monetization
Fee for recruiters
Linkedin

44. Key
partners
Key activities Value proposition Customer
relationships
Customer
segments
Key Resources Channels
Cost structure Revenue/value streams
E-community
orchestration and
management
Design, implementation, and
management of Airbnb
website
Crowd
partners
Airbnb hosts
On-demand services
Easy renting
Ubiquitous service monetization
Percentage fee from travelers
Business network monetization
Percentage fee from hosts
Ubiquitous
Access
AirBnB website
Social-
network(s)
based
customer
relationships
AirBnB accounts can
be connected to
Facebook, increasing
trust
Global reach
by cloud
Any travelers and
hosts accessing
Airbnb website
Control of the access to
a network of people as
resource
Travelers and hosts registered
in Airbnb Web site
People-network effect
Cost per host/traveler
decreases with their number
Costs of digital
platform
Cost of Airbnb Web site
Airbnb