accelerate 2017_what lego + the new york times have been learning about disruption, innovation &...
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Taste Artificial IntelligenceSIMON GAULT
TODAY’S SESSIONS…
ART OF THEPOSSIBLE
MAKING SENSEOF EVERYTHING
LEARNING FROMOUR MISTAKES
Why everyone needs to be ready for the Fourth Industrial Revolution
SAMUEL WILLIAMS
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
ROBOT LOVE…
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
915,103,765
What are the possible combinations of six bricks?
1717
2017
2017
2037
2037
8,968,662,492
2037
2037
Alex Kipman
INNOVATION
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
BUSINESS MODEL100m subscribers
OPERATING MODELOPERATING MODEL
“Just walk out technology”
INFRASTRUCTURE MODEL
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
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
DISRUPTIONDISSONANCEDIVERGENCE
UNINTENDEDCONSEQUENCES
The future is not just something that happens to us.The future something we create.
OVERVIEW EFFECT
ANDYOU
Heaven or Hell, Dystopia or Utopia, Abundance or Scarcity?
Perspective, Ethics and New Economics.
Your personal agility will be more valuable than past achievement.
How to make innovation work using an intrapreneurial approach: Lessons from LEGO,
SAS and Siemens
DAVID GRAM
Radical Innovation Through Intrapreneurship
Image by Samsofy
David Gram, Executive Advisor & Founder of Diplomatic Rebels™
About me
From the Brink of Bankruptcy…
…To the most PowerfulBrand in the World
Core DNAMission
Innovation Strategy
The Foundation for Effective Innovation
Strategy
A clear and purposeful Mission.
Inspire and Develop the Builders of Tomorrow
+ ? = !
Obviously LEGO, but never seen before.
Incremental v Radical
Radical is Normal
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
“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…
Expected deliverables
New Consumer Segments
New Markets
New Technologies
New Business Models
Learning & CapabilityNew Play Formula
Innovation Culture
Team Process Measure
Building Capability for Agile Experimentation
Design Thinking
Agile Execution
Business Modelling
Experience Designer
Project Designer
Business Designer
Desirability
FeasibilityViability
Think BIGstart SMALL…
Scout for Trends and Technologies
Gather Insightsfrom Customers through Co-Creation
B2C
End-user
B2B
Document Insights and Identify Patterns
ObserveParticipateInteractLearnUnderstand
=
Builds Clear Directions,
Opportunities and Challenges to be
Persued
Pretotype Ideas for Fast Testing
Fast Learning through Multiple
Iterations
Multiply the Innovation Power through Partnerships
Market Validation through small Pilot
Launches
Shorten the Time to Market by only Developing theKey Features needed
Don’t aim to get it right the first time.
Aim to Learn.
Measure the Portfolio on Maturity and Future Impact
Disrupt yourself… …before somebody else does!
Image by Samsofy
But it Demands Special Attention to Culture
A few cases…
Image by Samsofy
Development of LEGO products is being democratized
…Let LEGO fans become
entrepreneurs
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
Internal Talent Entrepreneurs
Kids and AFOLs Companies & Institutions
Set the strategy for the Open Innovation Value Pools
The Results…
Knowhow, Capabilities and Culture is build Ahead of Time
Image by Samsofy
Key Challenges with Intrapreneurship
Proving it Internalizing it Scaling it
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™…
What The New York Times + LEGO + a start-up have learned about navigating disruption and
building customer equity
DR JAMES SLEZAK
James Slezak@[email protected] June 2017
PUBLICATION OF THIS INFORMATION IS DIRECTLY
PROHIBITED BY THE PROVISIONS OF THE ESPIONAGE LAW
TOP SECRET CLASSIFICATION
“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
“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
“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
Source: Daniel Berehulak for the New York Times (2014)
Tyler Hicks, Libya (2011)
TODAY’S SESSIONS…
WIN A LEGOSPACE SHUTTLE
Lessons from the coalface of innovation