There are some very key factors affecting BAU - Business As Usual. They have been at play for quite some time but their effects are only palpable now. How do we prepare ourselves for the new reality? This is a session I present at Barcamp Bangalore 9, 2010.

1. INSTITUTIONAL & BUSINESS
MODEL INNOVATION FOR
THE TECHNOLOGISTS
Barcamp Bangalore 2010
#bcb9

2. Overview

3. Future of Work
Technology

4. Social Media
Technology & User Generated Content
Image Source: http://luckyborisyeltsinisdead.wordpress.com/2007/09/06/user-generated-content/

5. Social Customer
Empowered & Aware of it.
Image Source: http://www.socialmedia.biz/2010/07/26/united-breaks-guitars-social-media-tips-the-scales/

6. Social Media
Global Online Customer Communities
Image Source: http://marktamis.com/2010/02/18/social-crm-and-social-business/

7. Social Business
More than Marketing, Advertisement, PR
Image Source: http://www.gapingvoid.com/brain001JPEG%20B.jpg

8. Social
 Social Media is about technology & user generated
content
 Social Media is also about an empowered Customer
 Social Media is also about Customer Communities
 Social Business is not only Marketing, Advertising, PR
 How can we help businesses adopt & adapt?

9. Mobile
More than a communication device.
Image Source: http://www.flickr.com/photos/p1r/1696132815/in/photostream/

10. Cyborg Anthropology
Extension of Human body & mind
Image Source: http://www.channels.com/episodes/show/9003484/theorycast-34-Cradlepoint-EVDO-wifi-router-3G-iPhone-anyone-

11. Connects Humans
Mobile Social Networking vs. Implicit Mobile Usage Networks
Image Source: http://www.noeman.org/gsm/trash-section/76856-morange-v5-0-4-r3-msn-email-chat-rooms-more-*updated*.html

12. Mobile Sensors
Camera, Touch, Location, Orientation, Proximity, etc.
Image Source: http://www.ubergizmo.com/15/archives/2008/10/heart_rate_monitor_iphone_app_video.html

13. Mobile Development Platforms
Asymmetry in creation & access?
Image Source: http://blog.oxagile.com/2010/03/24/mobile-os-racing-blackberry-android-and-iphone-who-wins-and-who-loses/

14. Innovating for India
There are more mobiles in India than toilets – UN (Press Release)
Image Source: http://www.dawn.com/wps/wcm/connect/dawn-content-library/dawn/news/sci-tech/35-low-tech-low-cost-solutions-connecting-indias-farmers-ak-03

15. Mobile
 Mobile is not merely a communication device
 It’s a technological extension of human body & mind
 Cyborg Anthropology
 It is a platform for human connections too
 Not just mobile social networking
 Consider the existing networks among users
 Location, Orientation, Proximity & other sensors
 Development Platforms introduce asymmetry in creation
& access
 How to take it to the grass roots?

16. Future is Cloudy?
There is a clear
consensus that
there is no real
consensus on what
cloud computing is.
There are no fewer
than twenty
attempts at a
definition of the
infrastructural
paradigm shift.
Image Source:
http://geekandpoke.typepad.c
om/geekandpoke/2008/07/t
he-cloud-thing.html

17. Cloud
Type Description Examples
IaaS On-demand storage or hardware services and ensures BT, AT&T, Verizon,
security, reliability and availability. Buy only the capacity Tata
as per need then scale seamlessly as business grows. Communications
PaaS Facilitate deployment of applications without the cost and Amazon,
complexity of buying hardware and software. Provide Force.com,
developers a platform to create rich collaborative custom Rackspace
apps.
SaaS Software on Demand or through subscription or pay-as- Salesforce.com,
you-use mode. Provides unlimited scalability in a multi- Oracle on
tenant environment with numerous physical data centers. Demand, Zoho,
Google Apps
BPaaS Business Processes completely outsourced without the need TCS, Infosys, IBM,
to manage the underlying resources. Helps companies to Wipro
focus on their core competencies.

18. Future of Work
Demographics

19. What defines Millennials?
How to tap Gen Y’s Energy, Innovation & ever present Search for Meaning?
Image Source: http://twitpic.com/s2tzr

20. Gen Y / Millennials
 Making a difference is important
 Want to feel they are contributing
 Want to be Innovative
 Want to be heard
 Want to know they are succeeding
 Want to express who they are through their work
Taken from: http://msp.imirus.com//Mpowered/imirus.jsp?volume=ds10&issue=5&page=72

21. Digital Natives vs. Digital Migrants
Mentoring & Reverse Mentoring – Have plans for both
Image Source: http://sites.wiki.ubc.ca/etec510/Digital_Natives_and_Immigrants

22. Future of Work
Globalization

23. Labor & Intellectual Arbitrage
Labor & Intellect can from anywhere across the globe. Trade policies, Political Scenarios,
Travel & Communications technology have changed where we work from and for whom.
Image Source: http://www.urenio.org/2006/04/11/boeings-unprecedented-global-collaboration-effort/

24. Virtual Workplaces
Telepresence & Robotic Avatars and Online Collaboration tools

25. Innovation
Institutional

26. Push vs. Pull
Push Programs Pull Platforms
 Demand can be  Demand highly
anticipated uncertain
 Top down design  Emergent design
 Centralized Control  Decentralized Initiative
 Procedural  Modular
 Efficiency Focus  Innovation Focus
 Extrinsic rewards  Intrinsic rewards
Taken from: http://www.johnhagel.com/paper_pushpull.pdf

27. Flows, not Stocks
Right information to the right person at the right time.
Image Source: http://www.flickr.com/photos/swamibu/2868288357/in/photostream/

28. Relationships, not Transactions
Image Source: http://www.indiamike.com/photopost/showphoto.php/photo/12906/ppuser/16672

29. Emergence, not Planning
Forecasting model underlies the push model.
Image Source: http://www.adafruit.com/blog/2010/02/17/emergence/

30. Serendipity, not Determinism
You need to allow chance encounters to happen.
Image Source: http://blog.abondance.com/2007/09/les-trois-princes-de-serendip.html

31. Potential, not Product
Image Source: http://www.modoccohealthservices.com/alcoholdrug.html

32. Pull Programs
 Flows, not Stocks
 Relationships, not Transactions
 Emergence, not Planning
 Serendipity, not Determinism
 Potential, not Product

33. Innovation
Business Model

34. Business Model Canvas
The Business
Model Canvas
is a strategic
management
tool, which
allows to
develop and
sketch out new
or existing
business
models. It is a
visual template
preformatted
with the nine
blocks of a
business model.
http://www.businessmodelgeneration.com/

35. Patterns
 Unbundling of Business Model
 Long Tail
 Multi Sided Platforms
 FREE as a Business Model
 Open Business Model

36. Thank You
Prem Kumar Aparanji
http://j.mp/prem_k | http://twitter.com/prem_k