Phase Zero October 2004 Phase Zero - October 2004 Page 1 [email protected].
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Transcript of Phase Zero October 2004 Phase Zero - October 2004 Page 1 [email protected].
Phase ZeroOctober 2004
Phase Zero - October 2004
Page 2
Computer: What Gender?
In order to get their attention, you have to turn them on They have a lot of data, but are clueless They are suppose to solve your problems, but half the time
they are the problem As soon as you commit to one, you realize that, if you had
waited a little bit longer, you could have had a better model.
Women Felt Computer was Masculine
Phase ZeroOctober 2004
Phase Zero - October 2004
Page 3
Computer: What Gender?
No one but their creator understands their internal logic Language used to communicate with other computers is
incomprehensible to anyone else Even your smallest mistakes are stored in long-term
memory for later retrieval As soon as you commit to one, you start spending half
your paycheck on accessories
Men Felt Computer was Feminine
Phase ZeroOctober 2004
Phase Zero - October 2004
Page 4
Social Media Revolution
Phase ZeroOctober 2004
Phase Zero - October 2004
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There is a moment when the center feels in its bones that the ground beneath it is moving, whether it likes it or not.
Transformation
Phase ZeroOctober 2004
Phase Zero - October 2004
Page 6
Change is hard because people OVERESTIMATE the value of what they are
giving up and UNDERESTIMATE the value of what they may gain by giving it up
Phase ZeroOctober 2004
Phase Zero - October 2004
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Trends
Ubiquity of Information Branding technology [Apps] Aging population changes capital use Global integration Capital flows, migration, and demographics to south and
midwest Technology integration changes business design and nature of
competition Interest rates rise Information exhaust generates money making opportunities Collaboration becomes work norm as do virtual companies
supported by networks, common values and objectives
Phase ZeroOctober 2004
Phase Zero - October 2004
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New Realities
Value leads qualityBelief for knowledgeTake away my resources [Vietnam]Decision Speed [Cycle Authority Up, Tip of Customer ]Aim beyond what you can plan forMarket of customers > every customer a marketOODANot What I Say, It is what you hear
Phase ZeroOctober 2004
Phase Zero - October 2004
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Paradigm ShiftsSeparate Networks Integrated Networks
Dedicated Bandwidth Shared Bandwidth
Low Integration High Integration
Limited Standards Global Standards
Few Suppliers Global Sourcing
Low Satellite Capacity High Satellite
Capacity
High Cost Storage Low Cost Storage
Low Service Integration High Service
Integration
Phase ZeroOctober 2004
Phase Zero - October 2004
Page 10
Tennis Ball Exercise
Phase ZeroOctober 2004
Phase Zero - October 2004
Page 11
Five Questions
What business are we in?How do we get closer to the customer?What kind of business model can we
create?Where do we digitize our business?How do we build A global presence?
Phase ZeroOctober 2004
Phase Zero - October 2004
Page 12
Know Your Engine
Motorcycles Automobiles
Outboard MotorsSnowmobiles
Lawnmowers Generators
Engine?
? ?
?
Phase ZeroOctober 2004
Phase Zero - October 2004
Page 13
Not what to think, but how to think!
You are a NAILBA competitor – What would you do to take business away from you.
Phase ZeroOctober 2004
Phase Zero - October 2004
Page 14
Three Organizations
Source: Adapted from McWhinney, Norokosky, Smith and Webber.
By the Rules
To Optimize Performance
Increase Skill or Competence
Operational
“New Rules”
Set the Rules
To Create Advantage
Strategic
Create “What Could Be” Could Be”
To Create Fundamental
Change
Seize New or Different
Opportunities
Visionary
Name of Organization
How You Play
The Goal
How to Gain Advantage
Nature of Planning
“Same Game” “New Game”
Increase Power
(any base)
