Post on 26-Mar-2015
transcript
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Summit of the Future, May 2006Mick Yates
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connectivity &
modularity
sense & respond
directed evolution
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connectivity &
modularity
sense & respond
directed evolution
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connectivity &
modularity
sense & respond
directed evolution
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connectivity &
modularity
sense & respond
directed evolution
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connectivity &
modularity
sense & respond
directed evolution
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connectivity &
modularity
sense & respond
directed evolution
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©© Hasbro Parker Bros
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o return on innovation investment ?
o organizational rules of engagement ?
o scientific convergence … … yet with a knowledge explosion … and coming ever faster ?
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ebbs, flows and residual impact of business fads
Richard T. Pascale 1998
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telecom
nanotechnology
materials science
computationcomputationbioinformaticsbioinformatics
molecular sciencemolecular science
quantum science
photonics
combinatorial chemistry
robotics
internet
proteomics
genomics
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1. CUSTOMER CENTRICTY
return on innovation investment?
page 15kenji kawakami
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The microwave is essential for me!
I love baking on a Sunday afternoon
I love exotic and adventurous food
I have to stick to a budget
I care about the environment
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“Our mission is to earn and grow the lifetime loyalty of our customers”
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customer data
customer insight
customer programs
customer loyaltyenables
to build
to grow
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SMART PRICING
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3%4%
9%
8%
6%4%
4%5%
6%4%
7%
9%
2%
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
annual same store sales growth since 1993
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2. NETWORKS
organizational rules of engagement?
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Networks do not just replace current structures …
… they co-evolve with them
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strong links - with family, work teams etc.
weak links- critical to finding new knowledge
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some thoughts on making Networks work harder
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1. Purpose
effective Networks have a clear business / organizational purpose which must be pre-defined
outputs must be both useful and measurable
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2. Member identity
skills, knowledge, motivations, problems, geographic location, time linkages, goals and beliefs
demands data based understanding and communication
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A Community of Practice is not a club - it has identity defined by a shared domain of interest and a shared competence
Members engage in joint activities and share information; relationships emerge to enable learning and creation of new knowledge
Members are practitioners - they develop a shared repertoire of resources, experiences, tools, and ways of addressing problems
after Etienne Wenger
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3. Actionability
something new and innovative actually happens as a result of the Network’s existence …
… a corollary is that links in the Network must have practical value in real interactions
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4. Searchability
to answer real world questions
informational … best Thai restaurants?
intellectual … learn from research?
actionable … better sales results?
relational … team works better?
judgmental … decide right actions?
contextual … balance risks?
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“P&G has focused more on
supporting its existing big brands and
scaled back its corporate R&D
funding, seeking lower-risk
programs that will add steadily
to sales”
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5. Network trustworthiness
depends on
- the nodal identity of an authority
- the actionability of the links
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open systems
open development
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Nonaka & Takeuchi“Hypertext Organization”
MAKE TACIT KNOWLEDGE EXPLICIT
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1. Purpose
2. Member identity
3. Actionability
4. Searchability
5. Network trustworthiness
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3. SENSE AND RESPOND
complex & emergent systems
scientific convergence … and knowledge explosion?
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Capital One – 40,000 + offers per year
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o specify a few simple ruleso rules are linear – outcomes aren’t –
experiment
o understanding present status criticalo determines next state
o demands continuous connectivityo information systems
o needs organizational empowerment
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1. CUSTOMER CENTRICTY 2. NETWORKS
3. SENSE & RESPOND
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connectivity &
modularity
sense & respond
directed evolution