accelerate 2017_what lego + the new york times have been learning about disruption, innovation &...
TRANSCRIPT
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Taste Artificial IntelligenceSIMON GAULT
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TODAY’S SESSIONS…
ART OF THEPOSSIBLE
MAKING SENSEOF EVERYTHING
LEARNING FROMOUR MISTAKES
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Why everyone needs to be ready for the Fourth Industrial Revolution
SAMUEL WILLIAMS
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MISSION OBJECTIVE…
What does “possible” look like, taste like, feel like…
Some ideas, frameworks and ways to navigate Industry 4.0…
Challenge you to…
Samsofy
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ROBOT LOVE…
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Degree ofcomplexity
1800 1900 2000 Today
Time
FirstIndustrialRevolutionthrough the introduction of mechanical production facilities with the help of water and steam power
First mechanical loom, 1784
SecondIndustrialRevolutionthrough the introduction of a division of labour and mass production with the help of electrical energy
First assembly line Cincinnati slaughter, 1870
ThirdIndustrialRevolutionthrough the use of electronic and IT systems that further automate production
First programmable logic controller (PLC), Modicon 084, 1969
FourthIndustrialRevolutionthrough the use of cyber-physical systems
Humanity will change more in the next 20 years more than the 300 years before
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915,103,765
What are the possible combinations of six bricks?
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1717
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2017
2017
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2037
2037
8,968,662,492
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2037
2037
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Alex Kipman
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INNOVATION
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Geoffrey Moore’s Model of Disruption Types…
18
Infrastructure ModelRaspberry Pi, Cloud, SaaS, BYOD, Virtualisation, Containerisation, Micro-services
Business Model Uber, YouTube, Spotify, SalesForce.com, Autonomous Cars, 3D Parts Printing, Amazon Prime
Operating ModelMobile Banking, Amazon, e-Bay, Self-Service, Google Nest, Drone Deliveries
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BUSINESS MODEL100m subscribers
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OPERATING MODELOPERATING MODEL
“Just walk out technology”
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INFRASTRUCTURE MODEL
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Managing a Portfolio The Three Horizons Model
Horizon 10 to 12 months
Horizon 212 to 36 months
Horizon 336 to 72 months
Current Businesses
Generate today’s cash flow
High Growth Businesses
Today’s revenue growth + tomorrow’s cash flow
Growth Options
Options on future high-growth businesses
Expected Window of Returns
Accumulated Total Returns
Geoffrey Moore
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A Zone Based Approach to Innovation Effectiveness
DisruptiveInnovations
SustainingInnovations
DeliversMaterial
Revenue
ConsumesInvestment
IncubationZone
PerformanceZone
TransformationZone
ProductivityZone
Horizon 1
Horizon 1
Horizon 2
Horizon 3Geoffrey Moore
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DISRUPTIONDISSONANCEDIVERGENCE
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UNINTENDEDCONSEQUENCES
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The future is not just something that happens to us.The future something we create.
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OVERVIEW EFFECT
ANDYOU
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Heaven or Hell, Dystopia or Utopia, Abundance or Scarcity?
Perspective, Ethics and New Economics.
Your personal agility will be more valuable than past achievement.
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How to make innovation work using an intrapreneurial approach: Lessons from LEGO,
SAS and Siemens
DAVID GRAM
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Radical Innovation Through Intrapreneurship
Image by Samsofy
David Gram, Executive Advisor & Founder of Diplomatic Rebels™
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About me
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From the Brink of Bankruptcy…
…To the most PowerfulBrand in the World
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Core DNAMission
Innovation Strategy
The Foundation for Effective Innovation
Strategy
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A clear and purposeful Mission.
Inspire and Develop the Builders of Tomorrow
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+ ? = !
Obviously LEGO, but never seen before.
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Incremental v Radical
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Radical is Normal
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COREBUSINESS
LEVEL OF INNOVATION
LEVEL OF RISK / UNCERTAINTY
CORE FRONT-END
RADICAL FRONT-END
Continuous Improvement / Refresh
Incremental Innovation
Radical Innovation
Stage-Gate
Agile Stage-Gate
Agile
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“Exploring the future business, today”
LEGO Future Lab: Invent the Future of Play!
➢ International team➢ Small Core teams➢ Agile experimentation➢ The Rebels of the organization…
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Expected deliverables
New Consumer Segments
New Markets
New Technologies
New Business Models
Learning & CapabilityNew Play Formula
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Innovation Culture
Team Process Measure
Building Capability for Agile Experimentation
Design Thinking
Agile Execution
Business Modelling
Experience Designer
Project Designer
Business Designer
Desirability
FeasibilityViability
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Think BIGstart SMALL…
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Scout for Trends and Technologies
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Gather Insightsfrom Customers through Co-Creation
B2C
End-user
B2B
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Document Insights and Identify Patterns
ObserveParticipateInteractLearnUnderstand
=
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Builds Clear Directions,
Opportunities and Challenges to be
Persued
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Pretotype Ideas for Fast Testing
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Fast Learning through Multiple
Iterations
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Multiply the Innovation Power through Partnerships
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Market Validation through small Pilot
Launches
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Shorten the Time to Market by only Developing theKey Features needed
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Don’t aim to get it right the first time.
Aim to Learn.
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Measure the Portfolio on Maturity and Future Impact
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Disrupt yourself… …before somebody else does!
Image by Samsofy
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But it Demands Special Attention to Culture
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A few cases…
Image by Samsofy
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Development of LEGO products is being democratized
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…Let LEGO fans become
entrepreneurs
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LEGO CUUSOO lanceres
20102009 2011
Elephant Design møder
LEGO
2012 2013
Shinkay and Hayabusa lanceres
LEGO Minecraft lanceres
Lancering af ny global platform
2014
LEGO Ideas overføres til kerne-
forretningen
The journey to user participation
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Internal Talent Entrepreneurs
Kids and AFOLs Companies & Institutions
Set the strategy for the Open Innovation Value Pools
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The Results…
Knowhow, Capabilities and Culture is build Ahead of Time
Image by Samsofy
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Key Challenges with Intrapreneurship
Proving it Internalizing it Scaling it
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So, Be a Rebel!But be diplomatic about it…
Top 5 Advice on self-disruption:
1. People will hate your project. Accept it.
2. Only break the rules you understand.
3. Build a tribe.
4. Write love letters.
5. Make people shine.
Diplomatic Rebels™…
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What The New York Times + LEGO + a start-up have learned about navigating disruption and
building customer equity
DR JAMES SLEZAK
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James Slezak@[email protected] June 2017
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PUBLICATION OF THIS INFORMATION IS DIRECTLY
PROHIBITED BY THE PROVISIONS OF THE ESPIONAGE LAW
TOP SECRET CLASSIFICATION
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“The entire operation smelled of 20 years to life.Our lawyers were cautious. The senior partner told me if we chose to publish, his firm would refuse to defend us.”
Arthur “Punch” Sulzberger
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“The Pentagon Papers were long, very long. But one thing was undeniable. If I’d been in charge of that mess I’d have tried to keep it secret too.”
Arthur “Punch” Sulzberger
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“These were extraordinary documents proving deceit of the people by their elected officials. I had no doubt that the American people had a right to read them and that we at The Times had an obligation to publish them.”
Arthur “Punch” Sulzberger
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Source: Daniel Berehulak for the New York Times (2014)
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Tyler Hicks, Libya (2011)
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TODAY’S SESSIONS…
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WIN A LEGOSPACE SHUTTLE
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Lessons from the coalface of innovation