Karl Wennberg, Borde vi beskatta robotar? Den svenska modellen och plattformsmodellen Joakim Wernberg, Hur blir Sverige bättre på

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1 Karl Wennberg, professor i företagsekonomi, Linköpings universitet och Handelshögskolan i Stockholm Joakim Wernberg, forskningsledare, Entreprenörskapsforum Claire Ingram Bogusz, postdoc-forskare på Handelshögskolan i Stockholm Moderator: Andreas Bergström, vice vd, Fores Borde vi beskatta robotar? 16 mars Den svenska modellen och plattformsmodellen 12 april Hur blir Sverige bättre på informationssäkerhet? 24 april Hur fungerar innovation i plattformssamhället? Almedalsveckan

2 Digitalisation and collective value creation Karl Wennberg Institute for Analytical Sociology (IAS) Linköping University (joint work with Darja Isaksson)

3 The nature of digitalisation and digital disruption Digitalisation and corporate strategy Implications of plattform strategies - Firms - Public services - Entrepreneurs - Policy

4 Globalisation and digitalisation Shift from trade-in-goods to trade-in-activities Global value chains: what occurs in a location is not an industry, not a firm, but an activity (R&D, design, assembly, parts production) Value migrating out of tangible goods that are becoming commoditised, and into intangibles that encase them Rise of emerging markets Increasing number of locations where the highly specific global value chain activities can be performed (Asia, Latin America, Africa) Some locations (China, India) are so large that they can host domestic firms that grow to giant size before venturing abroad (Huawei, TCS) Rise of knowledge-intensive intangibles

5 Some industries already primarily digital others approaching the tipping point New normal Tipping point Phase Industries % potential digital revenues Digitally nascent Construction Many local services Infrastructure Emerging or on the adoption curve Retail banking Insurance Consumer & Packaged goods Retail Telecom Transport & Logistics Healthcare Public sector Different sub sectors at different stages of adoption New normal <10% ~10-40% >40% Laggard incumbents die Aggregators destroy value chains (from bank financing to Google wallet, PayPal, SMS loans) Media / travel soon mostly online Example of losing incumbents Print media and music distribution High street travel OURCE: McKinsey Lead Indicators Rapid growth of digital channel availability and adoption by customers Price transparency and margin compression Emergence of pure digital entrants (e.g. virtual operators) Atomisation of the value chain (e.g. production decoupled from distribution) Historical leaders loss-making and closing down New business models dominant and growing

6 raditional frameworks in corporate strategy Core Competencies 2 3 Discovering Core Competencies Competitive Advantage 7 Strategic Competitiveness X = ƒ(a, b, c, d, e) b d b e Capabilities 1 Four Criteria of Sustainable Advantages Value Chain Analysis a e d X a Resources Tangible Intangible Valuable Rare Costly to Imitate Nonsubstitutable Outsource c c t = 0 Mission Goals Objectives Strategies Actions Control Rewards t = 0 + x Supplier Value Chain Firm Value Chain Channel Value Chain Buyer Value Chain Upstream Value Downstream Value

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9 content layer (data, metadata) service layer (application functionality) network layer (transmission) physical layer (devices)

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11 First we have shoes.... And we use them for walking Then we add a sensor that calculates our US steps.. Restaurants... And then we Shoemakers start measuring the distance and speed to the restaurant that has barbeque ribs on their menu... Soon shoes will start finding the way for you... Insurance companies analyse the data to calculate discount per step... Insurance companies And our personal Personal trainers trainer will follow our performance Electronics and send manufacturers encouragement... A Platform Ecosystem of In the evening we check from computer how many calories we burned......and our friends compare exercise notes...

12 Digitalisation: Antecedents and consequences Antecedents Exponentially increasing computing power Falling spatial transaction costs Three megatrends Trade in goods à activities Knowledge-intensiv intangibles Emerging markets Consequences Modularisation Global Innovation Networks Shortening product life cycles Porous industry boundaries Scalable business systems winner-take-all outcomes

13 Digital platforms - shared common platform controlled by a platform owner who offers boundary resources to let thirdparty developers to create heterogeneous resources [design view] - Multi-sided network of actors designed to harness the economic benefit of indirect network effects [economic view] Autio, E., Nambisan, S., Thomas, L. D., & Wright, M Digital Affordances, Spatial Affordances, and the Genesis of Entrepreneurial Ecosystems. Strategic Entrepreneurship Journal, Forthcoming.

14 Apple doesn t understand how difficult it is to mass manufacture phones consumers expect total solutions Industry ProfitsBn Nokia 4 3 Apple + RIM Traditional Competitors

15 Tesla doesn t understand how difficult it is to mass manufacture cars

16 Implications for corporations: Implications for public services: Implications for entrepreneurs: Implications for policy:

17 Leveraging collective goods?

18 Thanks! Questions/ comments? Linköping University Institute for Analytical Sociology Karl Wennberg

19 Karl Wennberg, professor i företagsekonomi, Linköpings universitet och Handelshögskolan i Stockholm Joakim Wernberg, forskningsledare, Entreprenörskapsforum Claire Ingram Bogusz, postdoc-forskare på Handelshögskolan i Stockholm Moderator: Andreas Bergström, vice vd, Fores Borde vi beskatta robotar? 16 mars Den svenska modellen och plattformsmodellen 12 april Hur blir Sverige bättre på informationssäkerhet? 24 april Hur fungerar innovation i plattformssamhället? Almedalsveckan