A 2.5 Day Curriculum for the Network Imperative and how leaders business and mental models are impacting how they make and spend their capital to create value.

1. Yoram
(Jerry)
Wind
The
Lauder
Professor
and
Professor
of
Marke9ng
Director,
SEI
Center
for
Advanced
Studies
in
Management
Academic
Director,
Wharton
Fellows
Program
windj@wharton.upenn.edu
Presented
to
Wharton
Fellows
Jerry
Wind,
SEI
Director
Barry
Libert,
SEI
Senior
Fellow
October
29-­‐31st.
2014
1
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2. The material in this curriculum is the property of
Wharton’s SEI Center and OpenMa<ers, LLC and
shall not be reproduced and/or distributed
without our express authorizaDon
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NOTICE

3. Agenda for Wednesday evening, 10/29/2014
5:00-­‐7:00pm
I.
Wayfair
7:00-­‐7:30pm
Travel
7:30-­‐9:00pm
II.
Introduc0on,
dinner,
ini0al
design
of
a
supply
network,
group
presenta0ons
and
discussion
3
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4. 8:00-­‐8:30am
I.
Introduc0on:
Key
challenges
facing
the
par0cipants
8:30-­‐9:30am
II.
Iden0fying
and
challenging
your
mental
models
9:30
-­‐9:45am
Break-­‐out
Teams:
Iden9fying
and
challenging
the
mental
model
underlying
your
business
and
revenue
models
9:45-­‐10:00am
Break
10:00-­‐10:15am
III.
Business
models,
Mul0pliers,
and
innova0on
11:15-­‐11:30am
Break-­‐out
Teams:
Iden9fying
your
business
models
11:30-­‐12:00pm
Group
reports
and
discussion
12:00-­‐1:00pm
Lunch
1:00-­‐2:00pm
V.
Transforming
your
business
model
to
achieve
the
Network
Mul0plier
2:00-­‐2:15pm
Break-­‐out
Teams:
Transforming
your
business
models
2:15-­‐2:45pm
Group
reports
and
discussion
2:45-­‐3:30pm
VI.
Reflec0ons
and
ac0on
plans
3:30-­‐6:30pm
FIELD
TRIP:
Acquia
6:30-­‐9:00pm
FIELD
TRIP:
The
Media
Lab
-­‐-­‐
Andrew
Lippman
Agenda for Thursday, 10/30/2014
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5. Agenda for Friday, 10/31/2014
8:00-­‐9:00am
I.
Adap0ve
experimenta0on
and
designing
and
organiza0onal
architecture
for
network
orchestra0on
9:30-­‐12:00pm
FIELD
TRIP:
Kayak
12:00-­‐3:00pm
FIELD
TRIP:
Berklee
3:00-­‐4:00pm
IV.
Break-­‐out
Teams:
Group
and
individual
plans
for
a
network
experiment
4:00-­‐5:00pm
V.
Presenta0on
of
plans
and
discussion
5:00-­‐6:00pm
VI.
Final
reflec0ons
and
conclusion
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6. Summary thoughts
1
Key premise: Digital technologies together with
new mental models drive new business models
2
Best pracDces: Every organizaDon has dormant
networks that they can acDvate to drive value
3
(Really 4) steps: To drive value in today’s digital
and networked age
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7. Lessons from Wayfair
Wednesday
evening,
10/29/2014
A
U.S.-­‐based
mul9na9onal
e-­‐commerce
company.
The
company
began
selling
furniture
online
in
2002,
and
now
sells
many
other
home
furnishings,
luggage,
toys,
and
pet
items.
Year
founded
2002
#
employees
2,000
Market
cap
$2B
Revenue
$1.1B
Mul9plier
1.94x
Profit
margin
-­‐5.29%
Business
model
Asset
Builder
Fast
facts
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8. IniDal design of a supply network
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9. It’s Thursday
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10. I. Key challenges facing the parDcipants
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11. A.
Advances
in
Science,
Technology,
and
Biology
C.
Broad
Changes
in
the
Business
and
regulatory
Environment
B.
Emergence
of
the
empowered
Consumer,
employee
and
investor
And do your challenges reflect…
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12. A. Advances in science and technology, such as…
social networks…
cloud…
internet of things…
home
ecosystem of
the future…
wearable compuDng…
Vigo – Human
energy gauge
MIT Human Dynamics Lab starts
publishing in 1990
Nike+
FuelBand
arDficial intelligence…
Why Google is Involved in Deep Learning
Mobile…
personalized medicine...
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13. B. Emergence of empowered consumers & B2B customers
Converging
on
Communi0es:
Let
me
be
a
part
of
it
Converging
on
Channels:
I
want
to
call,
click
and
visit
Converging
on
Compe00ve
Value:
Give
me
more
for
my
money
Converging
on
Choice:
Give
me
tools
to
make
beSer
decisions
Converging
on
Customeriza0on
and
Personaliza0on:
Make
it
mine
Source:
Wind
and
Mahajan,
Convergence
Marke9ng,
Financial
Times/Pren9ce
Hall,
2001
more skep7cal than ever before
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14. C. Other changes in the business environment
• The
changing
global
markets
• Challenges
facing
socie9es
• The
changing
regulatory
environment
• The
changing
compe99ve
environment
• The
increasing
importance
of
networks
• The
global
risks
[and
opportuni9es]
landscape
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15. What are the implicaDons of all these challenges?
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?

16. II. IdenDfy and challenge your mental models
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17. To drive value, you have to challenge and change your…
Mental
models
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18. à What are mental models?
Let’s consider…
What just happened?
Robbery
at
Knifepoint
Updated
March
11,
2013
8:55am
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19. The reality of the situaDon did not change,
our mental model did!
Our beliefs, actudes,
feelings and behaviors are
driven by our Mental
Models, not reality.
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20. Mental Models
What is a mental model?
Mental model
From
Wikipedia,
the
free
encyclopedia
A
mental
model
is
an
explana9on
of
someone’s
thought
process
about
how
something
works
in
the
real
world.
It
is
a
representa9on
of
the
surrounding
world,
the
rela9onships
between
its
various
parts
and
a
person’s
intui9ve
percep9on
about
his
or
her
own
acts
and
their
consequences.
Mental
models
can
help
shape
behavior
and
set
an
approach
to
solving
problems
(akin
to
a
personal
algorithm)
and
doing
tasks.
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21. Challenging your mental models
Inner City
Alterna7ve Medicine
Roger Bannister breaks the 4 Minute Mile
on May 6, 1954
Source:
Gallup
Daily,
April
2014
hVp://www.gallup.com/poll/poli9cs.aspx
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22. What is common to these innovaDons?
Napster
Samsung
SGH-­‐E760
$2000
Car
MIT’s
Media
Lab
$100
laptop
Apple
iPad
Microsoft
Xbox
360
Kinect
Google
Glasses
They changed the mental models of their industries.
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23. Mental models and leadership over the ages
Power
Emo9onal
Intellectual
Network
Technology
Time
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24. Four examples of mental and leadership models
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25. The key points:
“Without changing our pa<ern of thought, we will not be able
to solve the problems we created with our current pa<ern of
thought.”
-­‐
Albert
Einstein
• Mental Models are cri7cal.
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26. III. InnovaDve business models and their market MulDpliers
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27. Business models are driven by mental models
What is a business model?
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28. Different ages, different business models
Industrial
revolution
-­‐
1800
Services
revolution
-­‐
1975
Information
revolution
-­‐
1990
Network
revolution
-­‐
2010
Technology
Time
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29. Different business models scale differently
exponential
algebraic
growth
arithmetic
growth
geometric
growth
Time
Growth
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30. Business models scale with different marginal costs
Network
Facilitators
Technology
Facilitators
Service
Facilitators
Asset
Facilitators
The image cannot be
displayed. Your computer
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Restart your computer, and
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The image cannot be displayed. Your
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and then open the file again. If the red x
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image and then insert it again.
make
many,
sell
many
make
one,
sell
many
hire
one,
sell
one
make
one,
sell
one
zero
marginal
cost
low
marginal
cost
medium
marginal
cost
high
marginal
cost
30
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31. The four business models…
Network
Orchestrator
Technology
Creator
Service
Provider
Asset
Builder
Digital
divide
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32. …and their Revenue MulDpliers
4
Network
Orchestrator
Technology
Creator
8
1
Service
Provider
Asset
Builder
2
Digital
divide
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33. 4
Network
Orchestrator
Technology
Creator
8
1
Service
Provider
Asset
Builder
2
Examples of companies
Credit
card
companies
Stock
exchanges
Social
Networks
Biotech
Software
Pharmaceutical
Retails
Industrials
Manufacturing
Consultants
Financial
Services
Insurance
Digital
divide
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34. Why “8” type business models are criDcal
Networks
Services
Assets
Technology
8
Business
that
are
8’s
scale
using
other
people’s
money,
intelligence
and
relationships,
creating
less
need
for
capital
and
more
future
opportunity
for
open
innovation
in
a
flat
world
Digital
divide
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35. Exercise: What type of business model are you?
4
Network
Orchestrator
Technology
Creator
8
1
Service
Provider
Asset
Builder
2
Investment
Tangible
Intangible
Orienta9on
External
Internal
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36. IV. IdenDfy your dormant networks
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37. Networks are all around you
NETWORK
CATEGORY
POSSIBLE
VALUE
PROVIDED
Customers
• Increased
loyalty/brand
awareness
• Data
assets
about
customer
profile
or
ac9vity
• Marke9ng
or
product
ideas
Employees
• New
product
and
marke9ng
ideas
• Opera9onal
improvements
• Expert
support
–
both
internal
and
external
Suppliers
and
Partners
• Improved
market/compe9tor
awareness
• More
efficient
rela9onships
• New
sales
and
marke9ng
channels
Investors
• Sugges9ons
to
improve
valua9on
• Market
awareness
• Crowd
funding
solu9ons
–
e.g.
new
sources
Communi9es
(geographic,
business,
etc.)
• Source
new
employees
• Understand
local
poli9cs/news
as
it
affects
company
• Advocacy
and
support
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38. Customers
1
2
3
4
5
6
7
8
9
10
Employees
1
2
3
4
5
6
7
8
9
10
Suppliers
1
2
3
4
5
6
7
8
9
10
Distributors
1
2
3
4
5
6
7
8
9
10
Partners
1
2
3
4
5
6
7
8
9
10
Investors
1
2
3
4
5
6
7
8
9
10
Communi9es
1
2
3
4
5
6
7
8
9
10
Other
1
2
3
4
5
6
7
8
9
10
Not
at
all
valuable
Extremely
valuable
What networks do you have and how do you acDvate them?
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39. V. Transform your business to achieve the MulDplier Effect
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40. What can you do to transform your business or
organizaDon to benefit from the Network MulDplier?
?
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41. First, think like an investor: Diversify
Assets
Services
Technology
Networks
Allocate at least 10% to building your networks!
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42. Potential
network
assets
1. Choose
your most valuable
network to start
2. Add
a technology
platform
3. Recruit
early members with
content and value
4. Expand
by sharing rewards
with participants
Consumer
networks
Employee
networks
Supplier
networks
Other
networks
Take CARE: 4 steps to acDvaDng your networks
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43. Case study: Nike+
Select
a
network:
runners
who
want
to
log
runs
Create
incen9ves
to
par9cipate:
ability
share
runs
with
social
groups
(pride
and
recogni9on)
Seed
the
network
with
content:
mo9va9on
and
training
advice
Connect
the
network:
Wireless
devices,
apps,
and
integra9on
with
Facebook
1:
Choose
the
network
4.
Expand
with
incen9ves
3.
Recruit
members
with
value
2.
Add
technology
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44. Case study: AT&T
Select
a
network:
employees
Create
incen9ves
to
par9cipate:
Recogni9on
of
peers,
face9me
with
leaders
Seed
the
network:
ask
managers
and
leaders
to
par9cipate
Connect
the
network:
Online
plarorm
to
propose
and
vote
on
ideas
1:
Choose
the
network
4.
Expand
with
incen9ves
3.
Recruit
members
with
value
2.
Add
technology
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45. Case study: Nest thermostat
Select
a
network:
high-­‐end
thermostat
users
Create
incen9ves
to
par9cipate:
Improved
energy
efficiency
through
big
data
analysis
Seed
the
network:
begin
with
public
data
about
temperatures
and
energy
uses
Connect
the
network:
Internet
networked
devices
1:
Choose
the
network
4.
Expand
with
incen9ves
3.
Recruit
members
with
value
2.
Add
technology
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46. Exercise: Create a new network asset
Select
a
network
to
develop.
Look
for
one
that
is
large,
ac9ve,
underserved,
and
aware
of
your
company
Create
incen9ves
for
par9cipants
to
begin
adding
content
themselves.
Incen9ves
could
be
recogni9on
or
shared
revenus
Seed
the
network
with
content,
informa9on,
and
products
in
order
to
grow
awareness
and
membership.
Use
a
technological
solu9on
to
connect
the
network.
Begin
with
something
inexpensive
and
quick
to
implement.
Discuss
the
following
steps
for
a
high
poten9al
network
1:
Choose
the
network
4.
Expand
with
incen9ves
3.
Recruit
members
with
value
2.
Add
technology
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47. What will your network experiments be?
•
•
•
•
•
•
•
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48. VI. ReflecDons and acDon plans
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49. Lessons from Acquia
Friday
10/31/2014
A
sosware-­‐as-­‐a-­‐service
company
providing
products,
services,
and
technical
support
for
open-­‐source
web
content
management
plarorm
Drupal.
Acquia
is
financed
by
venture
capital.
Fast
facts
Year
founded
2007
#
employees
500
Enterprise
customers
3,800
Total
investment
$118.6M
Revenue
Est.
$70M
Mul9plier
unknown
Business
model
Network
Orchestratorer
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50. Lessons from The Media Lab
The
MIT
Media
Lab
is
an
interdisciplinary
research
laboratory
at
the
MassachuseVs
Ins9tute
of
Technology
devoted
to
projects
at
the
convergence
of
technology,
mul9media,
sciences,
art
and
design.
As
of
2014,
it
has
diversified
its
research
into
neurobiology,
biologically-­‐inspired
fabrica9on,
socially-­‐
engaging
robots,
emo9ve
compu9ng,
bionics,
and
hyperinstruments.
The
One
Laptop
per
Child
(OLPC)
was
one
of
the
notable
research
efforts
which
grew
out
of
the
Media
Lab.
Fast
facts
Year
founded
1985
Faculty
&
principal
inves9gators
28
Graduate
students
146
Current
projects
350+
Annual
opera9ng
budget
$45M
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51. It’s Friday
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52. II. IdenDfy and challenge your mental models
We
cannot
solve
our
problems
with
the
same
thinking
we
used
when
we
created
them.
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53. The new theory of the firm
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54. BeneBits
of
Experimentation:
1. Learning
&
Better
Decisions
2. Forces
Measurement
3. Enhances
Innovation
4. Fosters
an
Innovative
Culture
5. Confuses
the
Competition
Response
x
$
Response
x
$
½x
2x
X
X
X
-­‐
-­‐
-­‐
-­‐
-­‐
-­‐
-­‐
-­‐
Have
you
adopted
the
adap-ve
experimenta-on
philosophy?
And
what
have
you
learned
from
the
natural
experiments
occurring
around
you?
I.A. AdapDve experiment
Others?
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55. -­‐
Vision
-­‐
Objec9ves
-­‐
Value
Proposi9on
-­‐
Business
Models
-­‐
Strategies
Cultures
&
Values
People
&
Competence
Value
Crea9on
&
Network
Orchestra9on
Processes
Ownership,
Governance,
Structure,
&
Network
Orchestra9on
Resources
Technology
Facili9es
Metrics
/
Dashboard
The
Organiza9onal
and
Network
Stakeholders
Customers
Employees
Shareholders
Partners
Suppliers
Government
Communi9es
Other
How
will
you
go
about
crea0ng
a
Crea0ve
Culture
and
Architecture?
Address
the
key
challenges
of:
• Aligning
rewards
and
incen9ves
• Balancing
short
and
long
term
perspec9ves
and
resources
• Groom
and
support
champions
• Balancing
growth
of
core
business
with
experimenta9on
with
breakthrough
innova9on
• Bridging
the
internal
and
external
silos
• Other?
I.B. Design an OrganizaDonal Architecture & Network
OrchestraDon
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56. IdenDfy and overcome obstacles to implementaDon
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57. Lessons from Kayak
KAYAK
is
a
travel
search
engine
operated
by
the
KAYAK
Sosware
Corpora9on.
KAYAK's
products
are
available
in
more
than
20
languages.
The
company
also
runs
travel
search
engines
checkfelix
and
swoodoo.
KAYAK
was
acquired
by
The
Priceline
Group
on
November
8,
2012.
Year
founded
2004
Acquisi9on
by
Priceline
2012
Acquisi9on
price
$1.8B
Revenue
at
acquisi9on
$300M
(2012)
Mul9plier
at
acquisi9on
6x
Profit
margin
-­‐5.29%
Business
model
Network
Orchestrator
Fast
facts
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58. Lessons from Berklee
The
largest
independent
college
of
contemporary
music
in
the
world.
Known
primarily
as
the
world's
foremost
ins9tute
for
the
study
of
jazz
and
modern
American
music,
it
also
offers
college-­‐level
courses
in
a
wide
range
of
contemporary
and
historic
styles,
including
rock,
flamenco,
hip
hop,
reggae,
salsa,
and
bluegrass.
Year
founded
1945
Campus
enrollment
4,200
students
Online
enrollment
5,000
students
Tui9on
&
fees
revenue
~$180M
Total
revenue
(incl.
grants)
~$200M
Fast
facts
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59. IV. Individual or group plans to transform your
organizaDon to a Network OrganizaDon
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60. AcDvate your most valuable asset: your networks
Networks
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61. Four steps to create your network mulDplier effect
Orient
Assess
Act
Measure
Understand
your
current
business
and
mental
models
Inventory
all
your
Networks
and
other
intangible
assets
Allocate
capital
to
your
networks
and
take
small
steps
to
insure
success
Add
network-­‐
focused
key
performance
indicators
(KPIs)
to
your
financial
repor9ng
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62. Mental models drive business model rewards
BEST PRACTICES
Drive
Business
Models
What
Leaders
believe
and
do
How
leaders
measure
success
How
leaders
invest
capital
Mental
Models
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63. Today’s leaders allocate capital to technology & networks
BEST PRACTICES
Network(Orchestrator(
Technology(
Creator(
Asset(
Builder(
Service(Provider(
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64. Asset Builder: Using assets to manufacture cars
BEST PRACTICES
1
General
Motors
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65. Service Provider: Using people to deliver services
BEST PRACTICES
2
Accenture
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66. Technology Creator: Changing the world through IP
BEST PRACTICES
4
Salesforce.com
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67. Network Orchestrator: ConnecDng people
BEST PRACTICES
8
Facebook
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68. Comparison: Amazon versus Best Buy
BEST PRACTICES
AmazonBest Buy
4
2
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69. 0%
10%
30%
60%
10%
10%
20%
60%
Lesson: Reallocate capital to align with today’s sources of value
BEST PRACTICES
Yesterday Today
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70. Mental
Model
Business
Model
What
leadership…
• Believes
is
important
• Has
developed
their
own
skills
• Gives
9me
and
aVen9on
• Measures
and
reports
How
a
company…
• Spends
and
makes
money
• Hires
people
and
develops
skills
• Uses
and
leverages
technologies
• Engages
with
customers
Drives
• Enterprise
value
• Revenue
growth
• Profitability
Value
and
performance
Determines
Result: Mental and business model connect to create results
BEST
PRACTICES
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71. And have you considered the following implicaDons:
Existing
technology
we currently
use
Existing
technology we
do not use
New
technology
Existing
market we
currently
serve
Existing
market we
do not serve
New market Exploration into new
markets
Exploration
with new
technologies
New-category
products
Next-
generation
products for
core markets
Adjacent
growth
Improvements,
extensions,
variants, and
cost reductions
Knowledge of Technology
KnowledgeofMarket
1. New mental models for making sense of
the changing environment and for
innovaDng your business model and
strategies
3. Consumers as partners – co
producers, co designers, co
distributors, co marketers…
2. AcDvaDng your networks
and taking the role of
network orchestrator
4. Open innovaDon for all your key
domains of acDviDes
5. AdapDve experimentaDon as the new
strategic philosophy and lessons from
natural experiments
6. Reallocate your pornolio resources to
reflect the above
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72. ReBlections
and
Action
Plans
ReflecDons and AcDon Plan
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73. Summary thoughts
1
Key premise: Digital technologies together with
new mental models drive new business models
2
Best pracDces: Every organizaDon has dormant
networks that they can acDvate to drive value
3
(Really 4) steps: To drive value in today’s digital
and networked age
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74.
Jerry
Wind
Director,
SEI
Center
Wharton
windj@wharton.upenn.edu
www.linkedin.com/in/yoramwind
Barry
Libert
CEO
OpenMaVers
barry@openmaVers.com
hVp://www.linkedin.com/in/barrylibert
Contact info

75. About
DeloiSe
DeloiVe
refers
to
one
or
more
of
DeloiVe
Touche
Tohmatsu
Limited,
a
UK
private
company
limited
by
guarantee
(“DTTL”),
its
network
of
member
firms,
and
their
related
en99es.
DTTL
and
each
of
its
member
firms
are
legally
separate
and
independent
en99es.
DTTL
(also
referred
to
as
“DeloiVe
Global”)
does
not
provide
services
to
clients.
Please
see
www.deloiVe.com/about
for
a
detailed
descrip9on
of
DTTL
and
its
member
firms.
Please
see
www.deloiVe.com/us/about
for
a
detailed
descrip9on
of
the
legal
structure
of
DeloiVe
LLP
and
its
subsidiaries.
Certain
services
may
not
be
available
to
aVest
clients
under
the
rules
and
regula9ons
of
public
accoun9ng.
36
USC
220506
This
presenta9on
contains
general
informa9on
only
and
OpenMaVers
is
not,
by
means
of
this
presenta9on,
rendering
accoun9ng,
business,
financial,
investment,
legal,
tax,
or
other
professional
advice
or
services.
This
presenta9on
is
not
a
subs9tute
for
such
professional
advice
or
services,
nor
should
it
be
used
as
a
basis
for
any
decision
or
ac9on
that
may
affect
your
business.
Before
making
any
decision
or
taking
any
ac9on
that
may
affect
your
business,
you
should
consult
a
qualified
professional
advisor.
OpenMaVers
shall
not
be
responsible
for
any
loss
sustained
by
any
person
who
relies
on
this
presenta9on.

76. Yoram
(Jerry)
Wind
The
Lauder
Professor
and
Professor
of
Marke9ng
Director,
SEI
Center
for
Advanced
Studies
in
Management
Academic
Director,
Wharton
Fellows
Program
windj@wharton.upenn.edu
Barry
Libert
CEO,
Open
MaVers
Senior
Fellow,
SEI
Center
for
Advanced
Studies
in
Management
windj@wharton.upenn.edu
Presented
to
Wharton
Fellows
Jerry
Wind
Barry
Libert
October
29-­‐31st.
2014
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