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Alarming the Enterprise:
Software-driven inflection points
@MJSIKORSKY@RGMCGRATH
2
I will find you,
I will say thank you.
3
Inflection
points and
early
warnings
4
The
Interview
you don’t
want to be in
2004 2006 2008 2010 2012
0
10
0
50
BLACKBERRY STOCK
INTERVIEW TAPED

APRIL 1ST, 2008
PEAK SHARE
PRICE

JUNE 19TH, 2008
6
The astonishing
success of the
Dollar shave club
7
On Edge
P&G, which has lost market share to upstarts in the
razor business, is trying new services to boost their
detergent business.
Post-
Inflection
Point
P&G market share in the U.S.
9
The back Story
Business
declines
Business
reaches new
heights
Inflection Point
The Inflection Point curve
-Andy Grove
10
Developing Early Warnings
Three kinds of indicators
Ask: What % of the data I use falls where?
Lagging Current Leading
11
Time
Developing
Early
Warnings
Time Zero
Signal Strength
Degrees of Freedom
12
Time
Developing
Early
Warnings
Time Zero
Degrees of Freedom
Signal Strength
13
Now ask, what would
have to be true
• Six months before this could happen?
• Twelve months before?
• Eighteen months before?
• Any evidence this could be an emerging paradigm?
14
Time Zero event examples
• 50% of all insurance contracts traded on a market, not sold by a broker
• Unbundling of traditional banking offers
• Over the top services commoditize running wireless carrier networks
• Millennials stop buying things in favor of borrowing or using
them on demand
• A key competitor makes a legal/regulatory/technological breakthrough that
you won’t be able to match
15
Worked example: Autonomous cars
Now Zero minus 18 months Zero minus 12 months Zero minus 6 months Time Zero
Autonomous driving capability
introduced for ordinary
customers by Tesla
First consumer death due to
shortcomings of auto’s
sensing system
Lots of M&A in this area
First successful truck delivery
by autonomous vehicle
Governments issue a ban on
introduction of autonomous
features in cars
Companies begin to assemble
their lobbying positions;
positions are articulated and
proposed new rules set forth
Companies such as Ford
redefine themselves as
“mobility” firms
Semi-autonomous features
are widespread in ordinary
vehicles; consumers express
interest in fully autonomous
driving
New business models
(access, not ownership)
emerges for autonomous cars
Some jurisdictions use
autonomous services to
supplement public transport
Required infrastructure for the
introduction of autonomous
cars is in place.
Innovators introduce new form
factors and operating models
for these vehicles
New forms of licensing are
created
Institutions start to catch up to
regulations for such vehicles
The introduction of
autonomous vehicles leads to
a complete overhaul of the
regulatory structure around
transportation risks.
16
WELL,
WHAT
IS BREWING?

17
Leading
Current
Lagging
18
Leading
Current
Lagging
19
21
22
1 ETH ~= $290.37 USD
330,497 ETH ~= $95,000,000 USD
27.5 Trillion is NYSE+NASDAQ (or, 366X)
24
25
26
“SOFTWARE IS EATING
THE WORLD”
“EATING SOFTWARE”
28
29
DOES
ANYONE
SEE THIS
COMING?
@RGMCGRATH
30
In almost every case of
disruption, someone in the
organization has identified it
but very seldom has access
to the decision makers
31
The Innovation Maturity Scale
Bias toward exploitation:
Status quo is taken for granted as the right way to do things.
Emphasis on sustainable advantage. Often, a long history of
success.
Innovation Theatre:
Desire to improve and innovate exists in islands, but there is little support
across the organization. There may be workshops, boot camps and visits to
Silicon Valley, but there is no sustained effort.
.
Localized Innovation:
More innovative activity, but no official recognition of innovation
as a discipline. One or two groups within the company initiate
local efforts to innovate. Typically dependent on key sponsor,
and often episodic.
Opportunistic innovation:
Innovation practices are recognized by senior executives as being an
important proficiency. When opportunities are perceived there is more
attention paid and resources allocated. The vast bulk of the organization
still prioritizes the ‘day job.’
Emergent proficiency:
Executive sponsorship includes dedicated resources of both time
and money. First signs of innovation metrics. Early stage
governance, funding & processes.
.
Maturing proficiency:
Strong executive commitment and resourcing. Teams have a set of
repeatable, scaled, best practices to guide their innovation. Upper
management monitors these quality indicators.
Strategic innovation:
CEO recognizes and articulates publicly that innovation is integrated into the
company's central defining mission. Each step in the product development
lifecycle benefits from the innovation practices.
.
Innovation mastery:
Corporate commitment to innovation at all levels creates a portfolio of
wins, as well as cadres of highly-skilled practitioners, enabling the
learnings and mastery of innovation practices to contribute to the global
community.
34
If we don’t make
small amounts of
resources available
for experimentation,
our ventures get big
before they get
smart.
@rgmcgrath
rdm20@Columbia.edu
“
35
Snow melts
from the edges
— Andy Grove
36
WHAT
TO DO?
HUMAN
ADAPTABILITY
TECHNOLOGY
WE ARE HERE
LEARNING FASTER AND
GOVERNING SMARTER
TIME
RATEOFCHANGE
39
40
41
42
how to get out
of the way.
44
Follow
The
Talent
45
“Everyone has
talent. What's rare
is the courage to
follow it to the dark
places where it
leads.”- Erica Jong
46
me being wrong.
(i missed this strategic
inflection point)
47
48
49
https://missions.ai/ews
50
MONEY
MEANING
MORALE
51
PARTING THOUGHT…
WHAT HAPPENS
WHEN YOU
FOLLOW-THE-
TALENT?
52
@RGMCGRATH
@MJSIKORSKY
SHAVE YAKS. Shave Money.
Questions?
#bos2017

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Rita Gunter McGrath & Mike Sikorsky - Alarming the Enterprise. Software Driven Inflection Points

  • 1. Alarming the Enterprise: Software-driven inflection points @MJSIKORSKY@RGMCGRATH
  • 2. 2 I will find you, I will say thank you.
  • 5. 2004 2006 2008 2010 2012 0 10 0 50 BLACKBERRY STOCK INTERVIEW TAPED
 APRIL 1ST, 2008 PEAK SHARE PRICE
 JUNE 19TH, 2008
  • 6. 6 The astonishing success of the Dollar shave club
  • 7. 7
  • 8. On Edge P&G, which has lost market share to upstarts in the razor business, is trying new services to boost their detergent business. Post- Inflection Point P&G market share in the U.S.
  • 9. 9 The back Story Business declines Business reaches new heights Inflection Point The Inflection Point curve -Andy Grove
  • 10. 10 Developing Early Warnings Three kinds of indicators Ask: What % of the data I use falls where? Lagging Current Leading
  • 13. 13 Now ask, what would have to be true • Six months before this could happen? • Twelve months before? • Eighteen months before? • Any evidence this could be an emerging paradigm?
  • 14. 14 Time Zero event examples • 50% of all insurance contracts traded on a market, not sold by a broker • Unbundling of traditional banking offers • Over the top services commoditize running wireless carrier networks • Millennials stop buying things in favor of borrowing or using them on demand • A key competitor makes a legal/regulatory/technological breakthrough that you won’t be able to match
  • 15. 15 Worked example: Autonomous cars Now Zero minus 18 months Zero minus 12 months Zero minus 6 months Time Zero Autonomous driving capability introduced for ordinary customers by Tesla First consumer death due to shortcomings of auto’s sensing system Lots of M&A in this area First successful truck delivery by autonomous vehicle Governments issue a ban on introduction of autonomous features in cars Companies begin to assemble their lobbying positions; positions are articulated and proposed new rules set forth Companies such as Ford redefine themselves as “mobility” firms Semi-autonomous features are widespread in ordinary vehicles; consumers express interest in fully autonomous driving New business models (access, not ownership) emerges for autonomous cars Some jurisdictions use autonomous services to supplement public transport Required infrastructure for the introduction of autonomous cars is in place. Innovators introduce new form factors and operating models for these vehicles New forms of licensing are created Institutions start to catch up to regulations for such vehicles The introduction of autonomous vehicles leads to a complete overhaul of the regulatory structure around transportation risks.
  • 19. 19
  • 20.
  • 21. 21
  • 22. 22 1 ETH ~= $290.37 USD 330,497 ETH ~= $95,000,000 USD
  • 23. 27.5 Trillion is NYSE+NASDAQ (or, 366X)
  • 24. 24
  • 25. 25
  • 28. 28
  • 30. 30 In almost every case of disruption, someone in the organization has identified it but very seldom has access to the decision makers
  • 32. Bias toward exploitation: Status quo is taken for granted as the right way to do things. Emphasis on sustainable advantage. Often, a long history of success. Innovation Theatre: Desire to improve and innovate exists in islands, but there is little support across the organization. There may be workshops, boot camps and visits to Silicon Valley, but there is no sustained effort. . Localized Innovation: More innovative activity, but no official recognition of innovation as a discipline. One or two groups within the company initiate local efforts to innovate. Typically dependent on key sponsor, and often episodic. Opportunistic innovation: Innovation practices are recognized by senior executives as being an important proficiency. When opportunities are perceived there is more attention paid and resources allocated. The vast bulk of the organization still prioritizes the ‘day job.’
  • 33. Emergent proficiency: Executive sponsorship includes dedicated resources of both time and money. First signs of innovation metrics. Early stage governance, funding & processes. . Maturing proficiency: Strong executive commitment and resourcing. Teams have a set of repeatable, scaled, best practices to guide their innovation. Upper management monitors these quality indicators. Strategic innovation: CEO recognizes and articulates publicly that innovation is integrated into the company's central defining mission. Each step in the product development lifecycle benefits from the innovation practices. . Innovation mastery: Corporate commitment to innovation at all levels creates a portfolio of wins, as well as cadres of highly-skilled practitioners, enabling the learnings and mastery of innovation practices to contribute to the global community.
  • 34. 34 If we don’t make small amounts of resources available for experimentation, our ventures get big before they get smart. @rgmcgrath rdm20@Columbia.edu “
  • 35. 35 Snow melts from the edges — Andy Grove
  • 37.
  • 38. HUMAN ADAPTABILITY TECHNOLOGY WE ARE HERE LEARNING FASTER AND GOVERNING SMARTER TIME RATEOFCHANGE
  • 39. 39
  • 40. 40
  • 41. 41
  • 42. 42 how to get out of the way.
  • 43.
  • 45. 45 “Everyone has talent. What's rare is the courage to follow it to the dark places where it leads.”- Erica Jong
  • 46. 46 me being wrong. (i missed this strategic inflection point)
  • 47. 47
  • 48. 48
  • 51. 51 PARTING THOUGHT… WHAT HAPPENS WHEN YOU FOLLOW-THE- TALENT?
  • 52. 52 @RGMCGRATH @MJSIKORSKY SHAVE YAKS. Shave Money. Questions? #bos2017