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"DIGICAL" Innovation
The document discusses various aspects of innovation, including classical, digital, and disruptive innovations, and their impacts on business ecosystems and entrepreneurship. It highlights the rise of new technologies such as 3D printing and the Internet of Things, as well as the shift towards network-based business models like Uber and Airbnb. Additionally, it emphasizes the importance of adapting to changing market demands and the necessity for businesses to leverage intangible assets in a competitive landscape.
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"DIGICAL" Innovation
- 1. INNOVATION, CREATIVITY and theENTREPRENEUR Michael Klemen 11.06.2015 WEBSTER UNIVERSITY VIENNA
- 2. …. … … KreislaufwirtschaftVerknappung strategischer Ressourcen … …. Digital Natives Durchdringung &Vernetzung des Alltags … … … … Bionik in Technologie & Design Schwarm- intelligenz Vom Massen- markt zum Mikromarkt BUSINESS ECOSYSTEMS Entstehen vernetzter, intelligenter Infrastrukturen Durchbrüche bei künstlicher Intelligenz & Robotik Miniaturisierung & Nanotechnologie treiben T.-Konvergenz Neue Werkstoffe & Konstruktionsprinzipien Dynamisierung & Flexibilisierung der Arbeitsverhältnisse Kollaborative Arbeitsformen Digitale Vernetzung des Verkehrs Global anwachsende Mobilität Neue Wertschöpfungs- partnerschaften & -netzwerke Global fragmentierte & verteilte Wertschöpfungskette Volatile Ökonomie Daten- & Wissensbasierte Wertschöpfung (Big Data, Smart Data) Aufstieg Chinas und Indiens zu Weltmächten Multipolare Welt / Neue strategische Allianzen Individualismus als Massenphänomen Wachsender Ressourcenverbrauch NEW STAGES OF INDIVIDUALISATION DIGITAL CULTURE CHANGE OF WORK WORLD KNLOWLEDGE BASED ECONOMY NEW MOBILITY PATTERNS CHANGE AT ENERGY & RESSOURCES NEW POLITICAL WORLDORDER LEARNING FROM NATURE GLOBALISATION 2.0 / 3.0 / 4.0 NEW DISRUPTIVE TECHNOLOGIES / TECHN.-CONVERGENCE ALL PRESENT INTELLIGENCE Geschäftsmodell- und Systeminnovationen HOW TRENDS WILL SHAPE OUR FUTURE …. 11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 2 Source IMP 2015
- 3. WHAT IS INNOVATION? 11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 3
- 4. INNOVATION IS.. • CLASSICAL •„DIGICAL“ • DISRUPTIVE • Product Innovation • Process Innovation • Market Innovation • Digital Technology as enabler 11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 4
- 5. CLASSICAL… not everythingworks… 11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 5
- 6. CLASSICAL… not everythingworks… 11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 6
- 7. CLASSICAL… some die… 11JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 7
- 8. CLASSICAL… no more… 11JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 8
- 9. CLASSICAL ? 11 JUNE2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 9
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- 11. 11 JUNE 2015© FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 11
- 12. 11 JUNE 2015© FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 12
- 13. Print on Demand!- 3D Printing in Plastic & Metal 11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 13
- 14. Print on Demand!- 3D Printing in Plastic & Metal 11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 14
- 15. Print on Demand!- 3D Printing in Plastic & Metal 11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 15
- 16. Print on Demand!- 3D Printing in Plastic & Metal 11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 16
- 17. Print on Demand!- 3D Printing in Plastic & Metal 11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 17
- 18. Print on Demand!- 3D Printing in Plastic & Metal 11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 18
- 19. Print on Demand!- 3D Printing in Plastic & Metal 11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 19
- 20. “DIGICAL” (combined digital andphysical) innovations will hit some businesses much harder and faster than others Digital-Physical Mashups Sept 2014 11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 20
- 21. Digital-Physical Mashups Sept 2014 Adigical lens will change how people perceive and manage nearly every activity in life and business. 11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 21
- 22. The 141 Companies,VCs, corporate investors, angels, accelerators, and acquirers engaged in the Internet of Things space 11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 22
- 23. DIGICAL & IoTConsists of M2M, M2P, and P2P Connections Machine-to-Machine (M2M/IoT) • Data sent / received from one machine (thing) to another • Often called the “Internet of Things” Machine-to-Person (M2P) • Data sent / received from a machine (thing) to a person • Often called “data and analytics” Person-to-Person (P2P) • Data sent / received from one person to another • Often called “collaboration” IoE Value (2013-2022) $7.4 Trillion $4.6 Trillion $7.0 Trillion 11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 23
- 24. Collaborative Research andDevelopment Provides manufacturing designers and engineers with real-time collaboration which accelerates time to market, improves the quality of collaboration, gains efficiency through reduced travel, all in a secure environment. Remote Design Center Main Design Center TelePresense Supply Partner TelePresense Data Center 11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 24
- 25. High-end 3D visualizationearly in the design and engineering phases leveraging lifelike digital models
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- 27. ENGINEERING VERIFICATION –Testing
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- 29. AUDI CITY LIVELondon,Peking,Berlin…Moscow
- 30. INTEGRATION of HIGHRES VIDEO & 3D VISUALISATION
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- 33. MONDAY FRIDAYTHURSDAYTUESDAY WEDNESDAY ENERGYUSE HIGH LOW INDUSTRY4.0 – CYBER PHYSICAL SYSTEMS
- 34. MONDAY FRIDAYTHURSDAYTUESDAY WEDNESDAY ENERGYUSE HIGH LOW 20-30%ENERGY COST SAVINGS INDUSTRY 4.0 – CYBER PHYSICAL SYSTEMS
- 35. IoT INFRASTRUCTURE Supply Chain MobileControl Rooms Predictive Maintenance Wireless Machines Traceability $1.95 TRILLION IN POTENTIAL PROFITS IN MANUFACTURING FROM ALL IoT
- 36. Video: ARENA2036 http://www.youtube.com/watch?v=hIQ7FS4IxLc&list=PL1M-s3kFzGJsK8u5FwOcINo-MrMzNmOvG 11 JUNE2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 36
- 37. Audi Rethinks Production:Smart Faction 11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 37
- 38. Source Accenture 2015 11JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 38
- 39. Source Accenture 2015 11JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 39
- 40. THE DATA AGGREGATIONCHALLENGE 1.1 Billion Data points generated by sensors daily500 Gigabytes Data generated by an offshore oil rig weekly 1000 Gigabytes Data generated by an oil refinery daily 1,000 Gigabytes Data generated by a jet engine every 60 minutes 2.5 Billion Gigabytes Data generated worldwide daily 90% of the world’s data Has been created in the last 2 years!
- 41. IoT REQUIRES NEWDISTRIBUTED COMPUTING DEVICE DATACENTER/CLOUD IoT Computing Model (Data Volume, Security, Resiliency, Latency) FOG CLOUD CLOUDEDGE STORE ANALYZE ACT NOTIFY
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- 45. UBER FACTS… In itshome town of San Francisco, 71 percent of rides expensed through Certify during the first quarter were for Uber; 29 percent used taxis. Uber also beat out all other forms of ground transportation in Dallas, accounting for 56 percent of the rides. In Los Angeles and Washington D.C., Uber represented 49 percent of business travel rides. Taxis, limousines and airport shuttles still reigned in New York, Miami and Chicago where they took 79 percent, 77 percent and 75 percent of rides expensed, respectively In London there are 12000 drivers currently Source: 2015 11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 45
- 46. THERE IS ANUBER FOR EVERYTHING NOW… Source: 2015
- 47. THERE ARE FOURBUSINESS MODELS : • Asset Builders: These companies build, develop, and lease physical assets to make, market, distribute, and sell physical things. Examples include DAIMLER, REWE, and FedEx. • Service Providers: These companies hire employees who provide services to customers or produce billable hours for which they charge. Examples include ERSTE BANK, Accenture, and JP Morgan. • Technology Creators: These companies develop and sell intellectual property such as software, analytics, pharmaceuticals, and biotechnology. Examples include SAP, Oracle, and Amgen. • Network Orchestrators. These companies create a network of peers in which the participants interact and share in the value creation. They may sell products or services, build relationships, share advice, give reviews, collaborate, co-create and more. Examples include eBay, Red Hat, and Visa, Uber, Tripadvisor, and Alibaba. 11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 47
- 48. PERFORMANCE is ……? 11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 48
- 49. FEWER THAN 5%ARE NETWORK ORCHESTRATORS • First, today’s network-based business models require new technologies and competencies. Most corporate leaders are skilled at building, owning, and managing their own physical assets or people. Network Orchestrators, however, rely on intangibles such as knowledge (Gerson Lehrman Group) or relationships (Facebook), or other people’s assets (Uber) as well as new “non-management” and “non-ownership” competencies related to facilitating a network of individuals and their individual assets and relationships. • Second, Generally Accepted Accounting Principles (GAAP) categorize some assets as “assets” (plant property and equipment), others as expenses (people, training, and intellectual property) and ignores others (customers, sentiment, and networks) altogether, frequently resulting in the under-allocation of capital to intangible assets. This is especially problematic given that, today, intangible assets make up approximately 80% of corporate market value. • Third, standard industry designations result in siloed thinking, leaving empty space where new business models can enter. For example, think back to the early 1990s. Most traditional retailers were slow to move into the online space because they didn’t consider themselves “technology companies.” The online market was left open, and in came a slew of new players such as Amazon, eBay, and Zappos, who gobbled up market share and changed the retail game. Today, the power of networks is creating a new cross-industry transformation. Consider what Uber and Lyft are doing to the taxi industry or how Airbnb is affecting the hotel industry. • Finally, business models are tightly integrated into all parts of a company, and are therefore daunting to change. Changing business model requires changing capital allocation, but Research by McKinsey & Company shows that most companies follow the same allocation patterns year after year, despite dramatic changes in the business environment. 11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 49
- 50. Viewed traditionally, Uber’svaluation might be confusing. And Uber’s position certainly isn’t set in stone. As it scales and carves out share in the transportation industry, it’s running into it’s fair share of problems. With regulatory issues, public relations nightmares, and safety questions, Uber has a long way to go before all is over. But through the lens of disruption, it’s at least possible to grasp just how Uber could be worth so much. Source: 2015 11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 50
- 51. A FINAL WISH… 11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 51
- 52. 11 JUNE 2015© FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 52 STAY YOUNG STAY COURIOUS…
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