Leadership and Digital Transformation. Scott Klososky

Transcription

1 Leadership and Digital Transformation Scott Klososky

2 Leadership and Digital Transformation Scott Klososky

3 A Historical Transformation

4 Information Immersion A Historical Transformation

5 The Connection of Everything A Historical Transformation

6 Frictionless Communication A Historical Transformation

7 The Automation of Processes A Historical Transformation

8 The Proliferation of Mobility A Historical Transformation

9 Digitally Augmented Relationships A Historical Transformation

10 Finding Humalogical Balance A Historical Transformation

11 Finding Humalogical Balance A Historical Transformation

12 H + Humalogy Digital Transformation is consistently changing the Humalogical Balance from human activities to technology performed tasks Humans Technology

13 H + Humalogy T4 H3 T5 H5 T1 T3 H2 0 H1 T2 H4 Digital Transformation is consistently changing the Humalogical Balance from human activities to technology performed tasks Humans Technology

14 H + Humalogy Scale H5 H4 H3 H2 H1 0 T1 T2 T3 T4 T5

15 H + Humalogy Scale H5 H4 H3 H2 H1 0 T1 T2 T3 T4 T5

16 H + Humalogy Scale Amazon YouTube Airline Checkin Online Bill Pay Self Driving Cars H5 H4 H3 H2 H1 0 T1 T2 T3 T4 T5

17 H + Humalogy Scale Funeral Homes Churches Amazon YouTube Doctor Visit Job Interview Airline Checkin Online Bill Pay Creating Art Self Driving Cars H5 H4 H3 H2 H1 0 T1 T2 T3 T4 T5

18 H + Humalogy Scale In 1964, the most valuable company, AT&T, was worth $267 billion in today s dollars and employed 758,611 people. Today s telecommunications giant, Google, is worth $370 billion but has only about 55,000 employees H5 H4 H3 H2 H1 0 T1 T2 T3 T4 T5

19 Digital Darwinism Today 1980

20 Digital Darwinism Technology Innovations Today 1980

21 Digital Darwinism Technology Innovations Today The Death Spiral 1980

22 Digital Darwinism Technology Innovations Today Technology Mastery The Death Spiral 1980

23 Digital Darwinism Technology Innovations Today Technology Mastery The New Normal The Death Spiral 1980

24 The New Normal

25 The New Normal Worlds largest music retailer Has no retail stores

26 The New Normal World s Largest Taxi Company Owns No Taxis

27 The New Normal Most Popular Media Owner Creates No Content

28 The New Normal Largest Accommodation Provider Owns No Real Estate

29 The New Normal Largest Phone Companies Own No Telecom Infrastructure

30 The New Normal Fastest Growing Banks Have No Actual Money

31 The New Normal The fastest deliverer of worldwide news Has no reporters, TV channels, or paper documents

32 The New Normal World s Most Valuable Retailer Has No Inventory

33 The New Normal Largest Software Vendors Write few of the Apps

34 The New Normal The worlds largest movie house Owns no cinemas!

35 The Transformation Dilemma

36 The Transformation Dilemma Technology Changes Rate of Change Exponentially Organizations Change Logarithmically Time

37 The Transformation Dilemma Technology Changes Strategy Risk Gap Rate of Change Exponentially Organizations Change Logarithmically Time

38 The Transformation Dilemma Rate of Change Technology Changes Exponentially Organizations Change Logarithmically The Leadership Legacy Zone Time

39 Pre-emptive Knowledge of Technology = Profitable Disruption Accurate Vision Tomorrow is a battleground you must not lose.

40 LOW BEAM LEADERSHIP 12 MONTH VIEW Focused on Monthly Results Execution Focused Ignorance of Trends Avoid Change No Future Investments

41 HIGH BEAM LEADERSHIP 5 TO 10 YEAR VIEW High VQ (Vision Intelligence) Trend Analysis Willing to Experiment Predictive Analysis

42 HIGH BEAM LEADERSHIP 5 TO 10 YEAR VIEW High VQ (Vision Intelligence) Trend Analysis Willing to Experiment Predictive Analysis

43 HIGH BEAM LEADERSHIP 5 TO 10 YEAR VIEW High VQ (Vision Intelligence) Trend Analysis Willing to Experiment Predictive Analysis

44 Technology & Connection

45 Connected Organizations Web

46 Web 2.0 Connected People 2005 Connected Organizations Web

47 Connected Devices 2014 Web 3.0 Web 2.0 Connected People 2005 Connected Organizations Web

48 Connected Information Platforms (Ambient Intelligence) 2022 Web 4.0 Connected Devices 2014 Web 3.0 Web 2.0 Connected People 2005 Connected Organizations Web

49 Connected People and Technology - (Transhuman) 2030 Web 5.0 Connected Information Platforms (Ambient Intelligence) 2022 Web 4.0 Connected Devices 2014 Web 3.0 Web 2.0 Connected People 2005 Connected Organizations Web

50 Connected People and Technology - (Transhuman) 2030 Web 5.0 Connected Information Platforms (Ambient Intelligence) 2022 Web 4.0 Connected Devices 2014 Digital Transformation Web 3.0 Web 2.0 Connected People 2005 Web 1.0 Connected Organizations 1995

51 The Two Year Lead Strategy

52 The Two Year Lead Strategy

53 The Two Year Lead Strategy Digital Innovation Continuum

54 The Two Year Lead Strategy Bleeding Edge Laggards Digital Innovation Continuum

55 The Two Year Lead Strategy Bleeding Edge Middle of the pack Laggards Digital Innovation Continuum

56 The Two Year Lead Strategy Bleeding Edge Leading Edge Middle of the pack Laggards Digital Innovation Continuum

57 The Two Year Lead Strategy Bleeding Edge Leading Edge Middle of the pack Laggards +4 years +2 years General Market - 2 years Digital Innovation Continuum

58 The Two Year Lead Strategy Bleeding Edge Leading Edge Middle of the pack Laggards +4 years +2 years General Market - 2 years 50% Bleed 15% Bleed 0% Bleed Digital Innovation Continuum

59 High Beam Horizons

60 High Beam Horizons Horizon 1 is about executing today's existing business and revenue plan; the horizon is 12 months out

61 High Beam Horizons Horizon 2 is about managing emerging product offerings to initial adoption and market leadership; the horizon covers 18 to 24 months out Horizon 1 is about executing today's existing business and revenue plan; the horizon is 12 months out

62 High Beam Horizons Horizon 3 is about evangelizing a compelling vision of the future via technologies that are still in the nascent stage; this horizon covers between 3 to 5 years out Horizon 2 is about managing emerging product offerings to initial adoption and market leadership; the horizon covers 18 to 24 months out Horizon 1 is about executing today's existing business and revenue plan; the horizon is 12 months out

63 High Beam Horizons

64 High Beam Horizons Financial systems tend to overstate the value of Horizon 1 Where all the execution and accounting action lives

65 High Beam Horizons Strategic planning tends to overstate the value of Horizon 3 Where all the beautiful things live Financial systems tend to overstate the value of Horizon 1 Where all the execution and accounting action lives

66 High Beam Horizons Strategic planning tends to overstate the value of Horizon 3 Where all the beautiful things live Horizon 2 is a world of transition and contradiction where growth and market power must come from - it looks ugly compared to either of the other two horizons Financial systems tend to overstate the value of Horizon 1 Where all the execution and accounting action lives

67 High Beam Strategy Process

68 High Beam Strategy Process

69 Step One - Divergent thinking: Develop picture of the future 5 years out High Beam Strategy Process

70 Step One - Divergent thinking: Develop picture of the future 5 years out Step Two - Convergent thinking: Identify The 3 most impactful trends - Macro, Industry, Local High Beam Strategy Process

71 Step One - Divergent thinking: Develop picture of the future 5 years out Step Two - Convergent thinking: Identify The 3 most impactful trends - Macro, Industry, Local Step Three - Make decision on leveraging or defending each one High Beam Strategy Process

72 Step One - Divergent thinking: Develop picture of the future 5 years out Step Two - Convergent thinking: Identify The 3 most impactful trends - Macro, Industry, Local Step Three - Make decision on leveraging or defending each one Step Four - Develop investment portfolio - People, Processes, and Products High Beam Strategy Process

73 Step One - Divergent thinking: Develop picture of the future 5 years out Step Two - Convergent thinking: Identify The 3 most impactful trends - Macro, Industry, Local Step Three - Make decision on leveraging or defending each one Step Four - Develop investment portfolio - People, Processes, and Products Step Five - Communicate the plan to your constituents High Beam Strategy Process

74 Step One - Divergent thinking: Develop picture of the future 5 years out Step Two - Convergent thinking: Identify The 3 most impactful trends - Macro, Industry, Local Step Three - Make decision on leveraging or defending each one Step Four - Develop investment portfolio - People, Processes, and Products Step Five - Communicate the plan to your constituents Repeat and Update at the end of each year High Beam Strategy Process

75 Trend Spotting - Pervasive IoT

76 Trend Spotting - Pervasive IoT

77 Trend Spotting - Pervasive IoT

78 Trend Spotting - Pervasive IoT

79 Trend Spotting - Pervasive IoT Trend Extrapolation Huge amounts of data will be generated from devices & this will give us visibility into things we have never seen Devices will be able to recognize us and reconfigure to our personal desires Security of devices will become critical do the ability to gain control & cause havoc Entirely new control & admin systems will have to be created to control devices

80 Trend Spotting - Wearables Wearables are It s about this Not just about this AND MORE

81 Trend Spotting - Wearables

82 Trend Spotting - Wearables Trend Extrapolation Health care moves to preventative medicine Growing divide between the haves and have nots Education migrates away from memorizing facts Information filtering becomes critical Growing addiction to being connected Integration to virtual reality

83 The Benefits of Transforming

84 The Benefits of Transforming Long Term Viability - The skill of staying relevant

85 The Benefits of Transforming The Technology Halo - a competitive advantage Long Term Viability - The skill of staying relevant

86 The Benefits of Transforming Profit Amplification - a financial advantage The Technology Halo - a competitive advantage Long Term Viability - The skill of staying relevant

87 Profit Amplification

88 Profit Amplification Lower Costs Process re-engineering Automating Digital workflows Paperless Self-Serve services

89 Profit Amplification Expand reach Digital new product rollout Raise Revenues Digital nurturing eword of Mouth Self-Serve services Lower Costs Process re-engineering Automating Digital workflows Paperless Self-Serve services

90 They always say time changes things, but you actually have to change them yourself. - Andy Warhol

91 They always say time changes things, but you actually have to change them yourself. - Andy Warhol

92

93 What will be the digital footprints you leave?

94 What will be the digital footprints you leave?

95 A Digital Legacy

96 A Digital Legacy You Pioneered New Uses

97 A Digital Legacy You Pioneered New Uses You Invested in the Future

98 A Digital Legacy You Pioneered New Uses You Invested in the Future You Implemented New Processes

99 A Digital Legacy You Pioneered New Uses You Invested in the Future You Implemented New Processes You Optimized Humalogy

100 To get a copy of this presentation, give me a business card, or go to fpov.com/sk