"digical" innovation

INNOVATION, CREATIVITY and the ENTREPRENEUR

Michael Klemen11.06.2015

WEBSTER UNIVERSITY VIENNA

© FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015

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KreislaufwirtschaftVerknappung strategischer Ressourcen

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Digital NativesDurchdringung & Vernetzung

des Alltags

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Bionik in Technologie & Design

Schwarm-intelligenz

Vom Massen-markt zum Mikromarkt

BUSINESS ECOSYSTEMS

Entstehen vernetzter, intelligenter

Infrastrukturen

Durchbrüche bei künstlicher Intelligenz

& Robotik

Miniaturisierung & Nanotechnologie treiben

T.-Konvergenz

Neue Werkstoffe & Konstruktionsprinzipien

Dynamisierung & Flexibilisierung

der Arbeitsverhältnisse

Kollaborative Arbeitsformen

Digitale Vernetzung des Verkehrs

Global anwachsende Mobilität

Neue Wertschöpfungs-partnerschaften &

-netzwerke

Global fragmentierte & verteilteWertschöpfungskette

Volatile Ökonomie

Daten- & Wissensbasierte Wertschöpfung

(Big Data, Smart Data)Aufstieg Chinas und

Indiens zu Weltmächten

Multipolare Welt /Neue strategische

Allianzen

Individualismus als Massenphänomen

Wachsender Ressourcenverbrauch

NEW STAGES OF

INDIVIDUALISATION

DIGITAL CULTURE

CHANGE OF

WORK WORLD

KNLOWLEDGE BASED

ECONOMY

NEW MOBILITY

PATTERNS

CHANGE AT ENERGY &RESSOURCES

NEW POLITICALWORLDORDER

LEARNING

FROM NATURE

GLOBALISATION 2.0 / 3.0 / 4.0

NEW DISRUPTIVE TECHNOLOGIES /

TECHN.-CONVERGENCE

ALL PRESENT INTELLIGENCE

Geschäftsmodell- und Systeminnovationen

HOW TRENDS WILL SHAPE OUR FUTURE ….

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Source IMP 2015


WHAT IS INNOVATION ?

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© FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 4

INNOVATION IS..

• CLASSICAL• „DIGICAL“• DISRUPTIVE

• Product Innovation • Process Innovation• Market Innovation

• Digital Technology as enabler

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CLASSICAL… not everything works…

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CLASSICAL… not everything works…

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CLASSICAL… some die…

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CLASSICAL… no more…

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CLASSICAL ?

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Print on Demand! - 3D Printing in Plastic & Metal

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“DIGICAL” (combined digital and physical) innovations will hit some businesses much harder and faster than others

Digital-Physical MashupsSept 2014

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Digital-Physical MashupsSept 2014

A digical lens will change how people perceive and manage nearly every activity in life and business.

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© FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 22

The 141 Companies, VCs, corporate investors, angels, accelerators, and acquirers engaged in the Internet of Things space

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DIGICAL & IoT Consists of M2M, M2P, and P2P Connections

Machine-to-Machine (M2M/IoT)• Data sent / received from one machine (thing)

to another• Often called the “Internet of Things”

Machine-to-Person (M2P)• Data sent / received from a machine (thing) to a

person• Often called “data and analytics”

Person-to-Person (P2P)• Data sent / received from one person to

another • Often called “collaboration”

IoE Value (2013-2022)

$7.4 Trillion

$4.6 Trillion

$7.0 Trillion

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Collaborative Research and Development

Provides manufacturing designers and engineers with real-time collaboration which accelerates time to market, improves the quality of collaboration, gains efficiency through reduced travel, all in a secure environment.

Remote Design Center

Main Design Center TelePresense Supply Partner TelePresense

Data Center

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High-end 3D visualization early in the design and engineering phases leveraging lifelike digital models

DESIGN VERIFICATION

ENGINEERING VERIFICATION – Testing

COMPUTER GENERATED CONFIGURATION

AUDI CITY LIVE London,Peking,Berlin…Moscow

http://www.audi.com/cn/brand/en/experience/audicitybeijing.html

INTEGRATION of HIGH RES VIDEO & 3D VISUALISATION

DESKTOP

NO DIFFERENCE TO PHYSICAL PRESENCE

MONDAY FRIDAYTHURSDAYTUESDAY WEDNESDAY

ENER

GY

USE

HIGH

LOW

INDUSTRY 4.0 – CYBER PHYSICAL SYSTEMS

MONDAY FRIDAYTHURSDAYTUESDAY WEDNESDAY

ENER

GY

USE

HIGH

LOW

20-30% ENERGY COST SAVINGS

INDUSTRY 4.0 – CYBER PHYSICAL SYSTEMS

IoT INFRASTRUCTURE

Supply Chain

Mobile Control Rooms

Predictive MaintenanceWireless Machines

Traceability

$1.95 TRILLION IN POTENTIAL PROFITS IN MANUFACTURING FROM ALL IoT


Video: ARENA2036http://www.youtube.com/watch?v=hIQ7FS4IxLc&list=PL1M-s3kFzGJsK8u5FwOcINo-MrMzNmOvG

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Audi Rethinks Production: Smart Faction

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Source Accenture 2015

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THE DATA AGGREGATION CHALLENGE1.1 Billion

Data points generated by sensors daily500 GigabytesData generated by an offshore oil rig weekly

1000 GigabytesData generated by an oil refinery daily1,000 Gigabytes

Data generated by a jet engine every 60 minutes

2.5 Billion GigabytesData generated worldwide daily

90% of the world’s dataHas been created in the last 2 years!

IoT REQUIRES NEW DISTRIBUTED COMPUTING

DEVICE

DATACENTER/CLOUD

IoT Computing Model(Data Volume, Security, Resiliency, Latency)

FOG

CLOUD CLOUDEDGE

STORE ANALYZE ACT NOTIFY

DISRUPTIVE


UBER FACTS…

In its home town of San Francisco, 71 percent of rides expensed through Certify during the first quarter were for Uber; 29 percent used taxis. Uber also beat out all other forms of ground transportation in Dallas, accounting for 56 percent of the rides.

In Los Angeles and Washington D.C., Uber represented 49 percent of business travel rides. Taxis, limousines and airport shuttles still reigned in New York, Miami and Chicago where they took 79 percent, 77 percent and 75 percent of rides expensed, respectively

In London there are 12000 drivers currently

Source: 2015


THERE IS AN UBER FOR EVERYTHING NOW…

Source: 2015


THERE ARE FOUR BUSINESS MODELS :

• Asset Builders: These companies build, develop, and lease physical assets to make, market, distribute, and sell physical things. Examples include DAIMLER, REWE, and FedEx.

• Service Providers: These companies hire employees who provide services to customers or produce billable hours for which they charge. Examples include ERSTE BANK, Accenture, and JP Morgan.

• Technology Creators: These companies develop and sell intellectual property such as software, analytics, pharmaceuticals, and biotechnology. Examples include SAP, Oracle, and Amgen.

• Network Orchestrators. These companies create a network of peers in which the participants interact and share in the value creation. They may sell products or services, build relationships, share advice, give reviews, collaborate, co-create and more. Examples include eBay, Red Hat, and Visa, Uber, Tripadvisor, and Alibaba.



PERFORMANCE is …… ?



FEWER THAN 5% ARE NETWORK ORCHESTRATORS

• First, today’s network-based business models require new technologies and competencies. Most corporate leaders are skilled at building, owning, and managing their own physical assets or people. Network Orchestrators, however, rely on intangibles such as knowledge (Gerson Lehrman Group) or relationships (Facebook), or other people’s assets (Uber) as well as new “non-management” and “non-ownership” competencies related to facilitating a network of individuals and their individual assets and relationships.

• Second, Generally Accepted Accounting Principles (GAAP) categorize some assets as “assets” (plant property and equipment), others as expenses (people, training, and intellectual property) and ignores others (customers, sentiment, and networks) altogether, frequently resulting in the under-allocation of capital to intangible assets. This is especially problematic given that, today, intangible assets make up approximately 80% of corporate market value.

• Third, standard industry designations result in siloed thinking, leaving empty space where new business models can enter. For example, think back to the early 1990s. Most traditional retailers were slow to move into the online space because they didn’t consider themselves “technology companies.” The online market was left open, and in came a slew of new players such as Amazon, eBay, and Zappos, who gobbled up market share and changed the retail game. Today, the power of networks is creating a new cross-industry transformation. Consider what Uber and Lyft are doing to the taxi industry or how Airbnb is affecting the hotel industry.

• Finally, business models are tightly integrated into all parts of a company, and are therefore daunting to change. Changing business model requires changing capital allocation, but Research by McKinsey & Company shows that most companies follow the same allocation patterns year after year, despite dramatic changes in the business environment.



Viewed traditionally, Uber’s valuation might be confusing. And Uber’s position certainly isn’t set in stone. As it scales and carves out share in the transportation industry, it’s running into it’s fair share of problems. With regulatory issues, public relations nightmares, and safety questions, Uber has a long way to go before all is over.

But through the lens of disruption, it’s at least possible to grasp just how Uber could be worth so much.

Source: 2015



A FINAL WISH …


THANK YOU

"digical" innovation

Internet

private usage

entrepreneur michael

plastic metal

d printing

alltags bionik

nature globalisation

webster university vienna

source imp