the innovation imperative - agc imperative - dan wooldridge.… · global talent war engineering...

The Innovation Imperative!Monday, October 21, 13

It’s a VUCA World!

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VVolatility

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UUncertainty

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CComplexity

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AAmbiguity

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Welcome to the New Normal!

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What’s causing

this?

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Globalization

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Not Cycles ...

Permanent Seismic Shifts!

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Convergenceof Technologies

Design Cloud

Internet ofThings Robotics

Modular

3D Printing

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0

20

40

60

80

1968 1980 1988 1998 2008 2020 2028 2034 2038

Spending Wave

Baby BoomPeak

Echo Boom

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Global Talent War

Engineering Students

USA < 75,000/yearIndia > 250,000/yearChina > 350,000/year

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Rise of the Platform Company

iPod Economics

2-3% for Chinese Manufacturer40% for Apple

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Impact of Generational Shifts

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Generation Birth Dates Median Agein 2015

Boomer 1946-64 60

Gen X 1965-80 43

Millennial 1980-95 28

Gen 2020 1995 - today First will be 20

circa 2013

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Monday, October 21, 13

size = cultural force

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Millennialsa Deeper Look

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Generation Population

Boomer 81 Million

Gen X 61 Million

Millennial 85 Million

Gen 2020 > 85 Million

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Digital Nativesnot

Immigrants

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InnovationAverage is over!

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If we don’t “get”Gen-y

We’ll never “get”Gen-z.

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Education cannot keep up. Teachers are unprepared and behind. Most teachers

are analog. Gen Z is digital.

Can business leaders keep up?

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Expectations of an App World and Interface Culture:

InstantAuto Updates

Auto FixeslnnovationInterface

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Why?vs.

Why not?

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Technology Expectation/Adaptation Gap

Consumer Primary Whsle/GC Sub

We frame the world byour view of Tech

Next Gen

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What has been the impact of all theseshifts on business?

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What is an industry?SIC Changes

1972-1987: 50 deleted1987-1997: 500 deleted

The pace continues

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What is an industry?Firms Failing Annually

1978: 10,000, stable since 10501986: 60,0001998: 73,000

Pace continues

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What’s happening to the economic life of our business models?

1992: 10-20 years 2002: 5-8 years 2013: ???

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What’s the chance that your company will significantly

outperform the economy or market over the next 5 years?

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Gallup Poll of 500 CEO’s•“Who took best advantage of change in your industry over the past 10 years - newcomers, traditional competitors, or your own company?”

•“Did these newcomers win by executing better or by changing the rules of the game?” 62%

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So what can we do?

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1. Create a vision and a mindshift ... Our Journey

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Our Question:How do we lead in a world full of

changes we can’t predict, industries we can’t imagine, and jobs for which we

have no vocabulary to describe?

?

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Our Challenge:How do we develop resilience and

strategic opportunism for the long haul?

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Board Report from 2026presented to the Presidents’

Summit in 2012

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2026$7B100

15,00010%

10 x 10X

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NumeratorDenominator

Limit = 0

Limit = ∞

EfficiencyEffectiveness

Innovation

20-MileMarch

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2. Establish internal think tanks on:

Innovation and SolutionsField Labor and LeadershipBecoming a Talent Magnet

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3. Learn/teach/embed innovation disciplines

- Training Innovation Mentors - Company Innovation Teams - Fire Bullets, Then Cannonballs

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Monday, October 21, 13

4. Leadership and Innovation... Everyone and Everywhere

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70

20

10

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5. Bake into Business Planning

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6. Benchmark and Partner

Learning Exchanges

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7. Lead for Innovation

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APi Group

Non PerformingMisaligned

DisciplinedProfitability

DisciplinedGrowth

Game Change

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33%

33%

33%

Acquisitions Organic Innovation

Balanced Growth2026

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2012

2025Base Camp 3

2020Base Camp 2

2015Base Camp 1

2030Summit

Most Disc

iplined Company

Most Innovati

ve Company

Flywheel of V

alue C

reatio

n

20 Mile MarchOperating Code

Lean

IncubatorInternal & External

VCAcquisitions

World Clas

s Tale

nt & Lead

er Develo

pment

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Escaping the Tyranny of the Urgent

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Commitment toa 10 Year and Forever

Journey

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Dan WooldridgeStrategic Leadership Advisor

APi Group Inc.303.250.0806

dan.wooldridge@apigroupinc.us

Monday, October 21, 13