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Capitalizing on Change

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Capitalizing on Change

  1. 1. 1 2 O C T O B E R 2 0 1 9 C A P I TA L I Z I N G O N C H A N G E
  2. 2. A C H A N G I N G P A R A D I G M
  3. 3. B U F F E T ’ S K E Y I N V E S T M E N T S
  4. 4. Small firm E C O N O M I E S O F S C A L E - I L L U S T R A T E D - Output Average cost Large firm
  5. 5. Minimum efficient scale DIGITAL AGE - FASTER TO SCALE, FASTER TO DISECONOMIES OF SCALE Output Average cost Diseconomies of scale
  6. 6. T H E U N B U N D L I N G O P P O R T U N I T Y
  7. 7. 15
  8. 8. 16
  9. 9. 17
  10. 10. 18 ATTENTION GAP Unless your advertising contains a big idea, it will pass like a ship in the night. -David Ogilvy-
  11. 11. I S T H I S A D P O I N T L E S S ?
  12. 12. 21 AUTHENTICITY GAP
  13. 13. 22 Great Product Customer Acquisition + Engagement feedback loop Brand-building (big ideas, emotional connections) Consumer mobilization (influencers, price, promotions, direct marketing) Virality and referrals marketing
  14. 14. T H E E X P O N E N T I A L G R O W T H O P P O R T U N I T Y
  15. 15. T H E C H A N G I N G N A T U R E O F S C A L E Output Market Share
  16. 16. N E W S T R A T E G I C I M P E R A T I V E S InfluenceControl Learning faster NetworksProprietary assets Working faster Pull Leveraging position Open Push Defending position Closed How business must adapt How business must adapt
  17. 17. F R O M C A S T L E S T O F O R R E S T S
  18. 18. O P E N I N G U P T O B E C O M I N G A G G R E G A T O R S
  19. 19. Clayton M. Christensen - Harvard Business School The reason is that good management itself was the root cause. Managers played the game the way it was supposed to be played. The very decision-making and resource- allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies.
  20. 20. MAIN BUSINESS NEW BUSINESS IDEA
  21. 21. 32
  22. 22. T H E C H A N G I N G N A T U R E O F W O R K O P P O R T U N I T Y
  23. 23. Career Higher education Graduate scheme Manager Senior Manager Director CxO Retirement Time
  24. 24. Average company lifespan on S&P 500 Index (in years)
  25. 25. The end of competitive advantage - Rita Gunther McGrath Organizational systems Individual skills A stable career path A series of gigs Dependence on individual ingenuity Power of augmented workforce Infrequent job switching Permanent career campaigns Careers managed by the organization Careers managed by the individual SETTLERS HUNTERS
  26. 26. Source of income Financial freedom Provable solvency Personal freedom Stability Health care Pensions Constant enrichment What companies are now starting to offer is more personal freedom, in exchange for fewer benefits. But after a certain threshold, the bargain is losing appeal.
  27. 27. OPPORTUNITY 1 Helping us to achieve financial freedom AND personal freedom Freelancer Accounts + Insights + Savings Goals Financial freedom + interest free credit (income smoothing) Personal freedom + sickness/ accident insurance + liability insurance + income / disability / death insurance + health / dental insurance + perks + pensions + investing + advice Income Solvency Stability Benefits Pension Constant enrichment
  28. 28. OPPORTUNITY 2 Helping us to get housing faster, re-skill for ever evolving jobs, democratize hedging
  29. 29. A L L O W I N G C O M P A N I E S T O S C A L E F A S T E R
  30. 30. New clients Scale advantage and more market information Clients grow faster, more predictably More varied client base Higher quality at scale Higher attractiveness for best talent and partners T H E R I S E O F T H E G R O W T H P L A T F O R M COMPLEXITY OF SERVICE VALUEADD Outsourcing On-demand talent matching platforms Growth Platforms 1980s 2000s 2020s Cost arbitrage and operational efficiency Larger talent pool, but commodified No risk sharing Un-bundled tasks, management overhead grows fast Global network of best talent Risk transfer for both sides of platform Work discovery and execution Re-bundled to offer whole functions Greater specialism and complexity Opens up network effects
  31. 31. New clients Scale advantage and more market information Clients grow faster, more predictably More varied client base Higher quality at scale Higher attractiveness for best talent and partners
  32. 32. New clients Scale advantage and more market information Clients grow faster, more predictably More varied client base Higher quality at scale Higher attractiveness for best talent and partners @Nicolas_Colin Entrepreneurship, finance, strategy, policy. Co-Founder TheFamily. Professor Sciences Po. @daveg – David Galbraith Based in Geneva. Architecture, design, technology, physics and finance. Partner, Anthemis, Venture Capital @benthompson Author/Founder of Stratechery. Host of ExponentFM. @meedabyte Creator of Platform Design Toolkit: http://platformdesigntoolkit.com @timoreilly Founder and CEO, O'Reilly Media. Watching the alpha geeks, sharing their stories, helping the future unfold. @andrewchen General Partner at Andreessen Horowitz. Previous: Growth Uber T W I T T E R R E C O M M E N D A T I O N S
  33. 33. New clients Scale advantage and more market information Clients grow faster, more predictably More varied client base Higher quality at scale Higher attractiveness for best talent and partners ben@aperture.co @robinsonbenp ch.linkedin.com/in/robinsonben https://medium.com/@RobinsonBenP https://medium.com/aperture-hub C O N T A C T D E T A I L S
  34. 34. New clients Scale advantage and more market information Clients grow faster, more predictably More varied client base Higher quality at scale Higher attractiveness for best talent and partners A P E R T U R E P O D C A S T W W W . A P E R T U R E H U B . C O @ A P E R T U R E _ H U B
  35. 35. New clients Scale advantage and more market information Clients grow faster, more predictably More varied client base Higher quality at scale Higher attractiveness for best talent and partners S O M E U S E F U L L I N K S http://ritamcgrath.com/books/the-end-of-competitive-advantage/ http://www.uoc.edu/uocpapers/dt/eng/cusumano.html http://www.mintzberg.org/books/rise-and-fall-strategic-planning http://www.claytonchristensen.com/books/the-innovators-dilemma/ https://salon.thefamily.co/in-search-of-scalability-5c495f8f4f0#.au15rmj2y http://a16z.com/2016/03/07/all-about-network-effects/ https://www.linkedin.com/pulse/4-banking-business-models-digital-age-ben-robinson/ https://www.ft.com/content/aadf9a1c-99ce-11e6-8f9b-70e3cabccfae?mhq5j=e5 https://medium.com/@RobinsonBenP/firms-need-business-model-change-not-blockchain-bc8b0b2466bb https://medium.com/@RobinsonBenP/marketing-isnt-dead-ask-facebook-c577b3bf4faa https://medium.com/aperture-hub/the-rise-of-the-growth-platform-b67b6d919b94 https://hedgethebook.com/ https://www.amazon.com/Unscaled-Generation-Upstarts-Creating-Economy/dp/1610398122 https://www.oreilly.com/tim/wtf-book.html

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