Presentation iWeek July 10th, 2014
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This document discusses the transition from traditional business models of the 20th century to new models of the 21st century. Managerial capitalism dominated business in the 20th century, emphasizing control by managers over individual workers and parts of the business. However, this model is declining. The new model of "distributed capitalism" distributes leadership across institutions and individuals, utilizing common IT infrastructure and communities to enable co-creation. It facilitates growth and discovery rather than control and avoids limiting space and failure. Links are provided to videos further explaining new business logic and leadership approaches like those of a gardener rather than CEO.
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Presentation iWeek July 10th, 2014
- 1. © copyright 2014 Ecosystem for Business iWeek, Juky 10th 2014
- 2. Traditional business logic Institution Individual Individual Individual Individual Individual Individual Individual Individual Individual Individual Business model of the 20th century “Managerial Capitalism”
- 3. Managerial Capitalism 1960 1970 1940 1950 2000 2010 1980 1990 1920 1930 1900 1910 Decline Henry Ford Installation Maturation
- 4. Example – Toilet paper • 8-pack was smaller, same price • Still 8 rolls • Still double layer • Still 200 sheets per roll • Shorter sheets – 12 cm instead of 13 cm over 8% price increase
- 5. New business logic Institution Individual Individual Individual Individual Individual Individual Individual Individual Individual Individual Business model of the 20th century “Managerial Capitalism” Institution Institution InstitutionInstitution Institution Institution Individual Business model of the 21st century “Distributed Capitalism”
- 6. New business logic Institution Institution InstitutionInstitution Institution Institution Individual Common IT-Infrastructure Communities Co-creation
- 7. Link to Video - Nike + http://www.youtube.com/watch?v=BkfWdwLUZJ4
- 9. Link to Video - Who needs leaders http://www.youtube.com/watch?v=ob1yq5hM6qw
- 12. • The gardener facilitates growth where the CEO assigns tasks • The gardener uses what is where the CEO determines what comes • The gardener adjusts the course where the CEO controls the course • The gardener anticipates on failure where the CEO tries to avoid failure • The gardener is lead by what comes where the CEO works according to his plan • The gardener views the whole where the CEO controles the parts • The gardener provides space where the CEO limits space
- 13. Major mindshifts • Reconnect to human life
- 14. Link to Video - Tomáš Sedláček http://tegenlicht.vpro.nl/afleveringen/2013-2014/griekenland.html (starts at 15:32)
- 15. Major mindshifts • Reconnect to human life • Energy as the engine of movement • Play and discover • Give it time • Distributed leadership
- 16. Link to Video - Dave Brubeck - Take Five https://www.youtube.com/watch?v=tT9Eh8wNMkw
- 17. Players in a Jazz Band • The art of unlearning • Saying yes to the mess • Performing and experimenting simultaneously • Minimal structure – maximal autonomy • Jamming and hanging out • Taking turns in soloing and supporting • Leadership as provocative competence