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Pedro Moneo en el IV Congreso DEC

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Ponencia de Pedro Moneo, Founder and CEO de Opinno, en el IV Congreso Internacional sobre Experiencia de Cliente celebrado el 3 de octubre de 2017 en Madrid,

Publicado en: Liderazgo y gestión
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Pedro Moneo en el IV Congreso DEC

  2. 2. WHAT IS DISRUPTIVE INNOVATION? The ideas summed up in the phrase “disruptive innovation” have become a powerful part of business thinking—but they’re in danger of losing their usefulness because they’ve been misunderstood and misapplied. The leading authorities on disruptive innovation revisit the central tenets of disruption theory, its development over the past 20 years, and its limitations. The Problem The Response Does it matter whether Uber, say, is a disruptive innovation or something else entirely? It does: We can’t manage innovation effectively if we don’t grasp its true nature. The Conclusion
  3. 3. TURNING DESIGN THINKING INTO STRATEGY Companies have to rethink their innovation process and design experiences for their consumers— from conception to the client, if they what to be competitive. In the past, user experience wasn´t crucial, so a big cultural change inside the company must be made, to push design thinking from the supply chain to the point of sales. The Situation The Problem First, you have to bring in the right kind of design leaders. Second, you need the right sponsorship from the top. Third, you need as many external endorsements as possible— from a variety of entities. Then you need quick wins: projects that rapidly prove the value of design inside the enterprise. On the basis of that early success, you start to build a design organization. The Steps
  4. 4. THE WORLD AFTER BABY BOOMERS Baby Boomers were responsible for the first wave of digitalisation. They invented computers and the internet. Also built and deployed the first software, operating systems and built the first databases This age finished with the dot com burst, when Gen X took the lead of corporate transformation and invented the methodologies and tools we use today. The Problem The Transition Will Gen X also end with a big crash? Will it happen when we achieve the transition to a collaborative, 2.0 world? The Conclusion
  5. 5. GEN X: COLLABORATIVE OVERLOAD Over the past two decades, the amount of time managers and employees spend on collaborative work has ballooned. At many companies people now spend about 80% of their time in meetings or answering colleagues’ requests. Although the benefits of collaboration are well documented, the costs often go unrecognized. When demands for collaboration run too high or aren’t spread evenly through the organization, workflow bottlenecks and employee burnout result. The Situation The Problem Leaders must learn to better manage collaboration in their companies by mapping supply and demand, eliminating or redistributing work, and incentivizing people. The Solution
  6. 6. PIPELINES, PLATFORMS AND THE NEW RULES OF STRATEGY Platform businesses that bring together producers and consumers, as Uber and Airbnb do, are gobbling up market share and transforming competition. Traditional businesses that fail to create platforms and to learn the new rules of strategy will struggle. With a platform, the critical asset is the community and the resources of its members. The focus of strategy shifts from controlling to orchestrating resources, from optimizing internal processes to facilitating external interactions, and from increasing customer value to maximizing ecosystem value. The Situation The New Rules In this new world, competition can emerge from seemingly unrelated industries or from within the platform itself. Firms must make smart choices about whom to let onto platforms and what they’re allowed to do there, and must track new metrics designed to monitor and boost platform interactions. The Conclusion
  7. 7. Combining voice recognition and natural language understanding to create effective speech interfaces for the world’s largest Internet market It can be time-consuming and frustrating to interact with computers by typing Breakthrough Why it matters - Baidu - Google - Apple - Nuance - Facebook Key Players Powerful speech technology from China’s leading Internet company makes it much easier to use a smartphone SURGE OF UX. THE INTERFACE REVOLUTION
  8. 8. | To compete, companies will have to rethink their business models, identifying new opportunities for creating and capturing value. The Implication Digital transformation-the digitization of previously analog machine and service operations, organizational tasks, and managerial processes-is pushing both established and start-up players in many industries to compete in new ways. The Finding General Electric has invested millions in its “industrial internet,”linking previously discrete tasks and equipment to create more than $1.5 billion in incremental revenue in 2013-an amount it expects will double in 2014 and again in 2015. The Example GEN Y: DIGITAL UBICUITY HOW CONNECTIONS, SENSORS AND DATA ARE REVOLUTIONIZING BUSINESS
  9. 9. 5G will power the internet of things. This world needs strong investments in cybersecurity. The development of new technologies like blockchain will enable new transactions over every business. Breakthrough What will come As horizontal technologies, banks can power transactions of many different types in all industrial sector. This represents a huge area of opportunity. Opportunities THE 5G, TOKENIZED, CYBERSECURE WORLD
  10. 10. Advances in software and hardware are paving the way for cheap AI that already has business applications. Everyone is experimenting with new uses of AI that could result in dramatic cost cuts and increase of potential for scalability. Breakthrough Why it matters - - Cortana - Siri - Google Deep Mind - IBM Watson Key Players Artificial Intelligence is silently making its way to the business world. GEN Z: AI GOES MAINSTREAM
  11. 11. ALGORITHMS NEED MANAGERS, TOO Algorithms are essential tools for planning, but they can easily lead decision makers astray. All algorithms share two characteristics: They’re literal, meaning that they’ll do exactly what you ask them to do. And they’re black boxes, meaning that they don’t explain why they offer particular recommendations. The Problem The Causes When formulating algorithms, be explicit about all your goals. Consider long-term implications of the data you examine. And make sure you choose the right data inputs. The Solution
  12. 12. BEFORE AUTOMATION Automation has traditionally dis- placed workers, forcing them onto higher ground that machines have not yet claimed. Today, as artificial intelligence encroaches on knowledge work, it can be hard to see how humans will remain employed in large numbers. The outlook is grim if computers continue to chip away relentlessly at the tasks currently performed by well- educated people. But if we reframe the use of machines as augmentation, human work can flourish and accomplish what was never before possible. The Threat The Reframing Some knowledge workers will step up to even higher levels of cognition; others will step aside and draw on forms of intelligence that machines lack. Some will step in, monitoring and adjusting computers’ decision making; others will step narrowly into highly specialized realms of expertise. Inevitably, some will step forward by creating next- generation machines and finding new ways for them to augment human strengths. Five Steps
  13. 13. EXAMPLE: KILLING THE INTRANET Step1: Connect people Step 2: Conect things Step 3: Connet bots