klemen on innovation webster 20150611 final
TRANSCRIPT
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KreislaufwirtschaftVerknappung strategischer Ressourcen
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Digital NativesDurchdringung & Vernetzung
des Alltags…
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…Bionik in
Technologie & DesignSchwarm-intelligenz
Vom Massen-markt zum Mikromarkt
BUSINESSECOSYSTEMS
Entstehen vernetzter, intelligenter
InfrastrukturenDurchbrüche bei
künstlicher Intelligenz & Robotik
Miniaturisierung & Nanotechnologie treiben
T.-KonvergenzNeue Werkstoffe &
Konstruktionsprinzipien
Dynamisierung & Flexibilisierung
der ArbeitsverhältnisseKollaborativeArbeitsformen
Digitale Vernetzung des Verkehrs
Global anwachsende Mobilität
Neue Wertschöpfungs-partnerschaften &
-netzwerkeGlobal fragmentierte & verteilte
WertschöpfungsketteVolatile
Ökonomie
Daten- & Wissensbasierte Wertschöpfung
(Big Data, Smart Data)Aufstieg Chinas und
Indiens zu WeltmächtenMultipolare Welt /
Neue strategische Allianzen
Individualismus als Massenphänomen
Wachsender Ressourcenverbrauch
NEW STAGES OFINDIVIDUALISATION
DIGITAL CULTURE
CHANGE OF WORK WORLD
KNLOWLEDGE BASED ECONOMY
NEW MOBILITYPATTERNS
CHANGE AT ENERGY &RESSOURCESNEW POLITICALWORLDORDER
LEARNING FROM NATURE
GLOBALISATION 2.0 / 3.0 / 4.0
NEW DISRUPTIVE TECHNOLOGIES /TECHN.-CONVERGENCEALL PRESENT INTELLIGENCE
Geschäftsmodell- und Systeminnovationen
HOW TRENDS WILL SHAPE OUR FUTURE ….
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INNOVATION IS..• CLASSICAL• „DIGICAL“• DISRUPTIVE
• Product Innovation • Process Innovation• Market Innovation
• Digital Technology as enabler11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 5
CLASSICAL… not everything works…
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CLASSICAL… not everything works…
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Print on Demand! - 3D Printing in Plastic & Metal
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Source Audi Encounter 2015
Print on Demand! - 3D Printing in Plastic & Metal
11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 15
Source Audi Encounter 2015
Print on Demand! - 3D Printing in Plastic & Metal
11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 16
Source Audi Encounter 2015
Print on Demand! - 3D Printing in Plastic & Metal
11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 17
Source Audi Encounter 2015
“DIGICAL” (combined digital and physical) innovations will hit some businesses much harder and faster than others
Source: Digital-Physical MashupsSept 2014
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Source: Digital-PhysicalMashups Sept 2014
A digical lens will change how people perceive and manage nearly every activity in life and business. 11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 19
The 141 Companies, VCs, corporate investors, angels, accelerators, and acquirers engaged in the Internet of Things space
11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 20
DIGICAL & IoT Consists of M2M, M2P, and P2P ConnectionsMachine-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 Trillion11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 21
Collaborative Research and DevelopmentProvides 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
MONDAY FRIDAYTHURSDAYTUESDAY WEDNESDAY
ENERGY
USE
HIGH
LOW
20-30% ENERGY COST SAVINGSINDUSTRY 4.0 – CYBER PHYSICAL SYSTEMS
IoT INFRASTRUCTURE
Supply ChainSupply ChainMobile Control RoomsMobile Control Rooms
Predictive MaintenancePredictive MaintenanceWireless MachinesWireless Machines
TraceabilityTraceability
$1.95 TRILLION IN POTENTIAL PROFITS IN MANUFACTURING FROM ALL IoT
Video: ARENA2036http://www.youtube.com/watch?v=hIQ7FS4IxLc&list=PL1M-s3kFzGJsK8u5FwOcINo-MrMzNmOvG
11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 32
Audi rethinks Production: Smart Faction
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A production process wherby everything controls itself, with complete car bodies emerging from 3D printers and with drones used to transport materials – thats what an Audi factory could look lik in thedistant future – maybe a little futuristic but the smart factory has already started today.
Source Audi Encounter 2015
THE DATA AGGREGATION CHALLENGE1.1 BillionData points generated by sensors daily500 Gigabytes
Data 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 daily90% of the world’s data
Has been created in the last 2 years!
IoT REQUIRES NEW DISTRIBUTED COMPUTING
DEVICE
DATACENTER/CLOUD
IoT Computing Model(Data Volume, Security, Resiliency, Latency)
IoT Computing Model(Data Volume, Security, Resiliency, Latency)
FOG
CLOUD CLOUDEDGESTORESTORE ANALYZEANALYZE ACTACT NOTIFYNOTIFY
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, respectivelyIn London there are 12000 drivers currently
Source: 2015
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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.11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 44
Source 2015
PERFORMANCE is …… ?
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Source 2015
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.
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Source 2015
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: 201511 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 47