Every Industrial revolution has seen the progression from people dominated design, build and production to a higher degrees of automation that has gone hand-in-hand with shortening timescales enabled by ever-more powerful technologies. However, at a fundamental level the process has remained the same, but it is now edging toward a continuum of evolution as opposed to a series of discrete jumps that often trigger company reorganizations. In concert, there is a realization abroad that it is no longer about the biggest, the strongest, the best, or the fittest, it is now all about the survival of the most adaptable. By and large it is relatively easy to predict when and where tech change will occur and the likely outcomes, in terms of existing and future products and services, but how people, customers, companies and societies will react is an unsolved puzzle. On another plane, competition and threats may well occur outside the sector, from a direction managers are not looking, by entirely new mechanisms, and at a most critical time. These are all challenges indeed! How to adapt to, and cope with these collective challenges is the focus of this presentation which is illustrated and supported by past and present industrial cases along with the experiences and methodologies of those who have driven/weathered this storm as well as those who failed. Many of the illustrations are automated and there are exemplar movies and segue inserts throughout.

1. petercochrane.com
Managed Service Provider
Automation
Application and Execution
Prof Peter Cochrane OBE
22 October 2020

2. WHY AUTOMATE ?
To a m p l i f y o u r i n n a t e a b i l i t i e s
Empowering individuals
releasing their creativity,
reducing errors, improving
quality, improving the RoI
Enabling tireless machines
to do what they do best in
magnifying the abilities of
the company 24 x 7 x 365

3. TIRED & PRESSURED
D o e s y o u o f f i c e a n d l i f e r e s e m b l e t h i s ?

4. T I R E D & P R E SS U R E D
A p p e a r s t o b e t h e n e w n o r m - h o w c o m e ?
EARLY BURN OUT
MARITAL PROBLEMS
MENTAL HEALTH ISSUES
EARLY RETIREMENT
EARLY EXIT FROM SECTORk

5. Perspective 2:
Te c h c y c l e s a r e g e t t i n g s h o r t e r
Capability x 2 ~ 2 years
Computer memory
Drug development
Network capacity
Data generated
DNA sequencing
Data generated
Digital cameras
3D Printing
Materials
Robotics
Sensors
AI
CHANGE IS NOW
AT AN
INHUMAN
SPEED

6. FAILURE ?
D e l a y i n g c h a n g e
Old mindsets
To busy to change
Getting too comfortable
Change costs time & money
Fixed minds and business models
Holding on to what we already have
An unwillingness/inability to modernise
Everyone has a full time job - no resources
If it works leave it alone even if it is 15 years old !

7. FAILURE ?
D e l a y i n g c h a n g e
Old mindsets
To busy to change
Getting too comfortable
Change costs time & money
Fixed minds and business models
Holding on to what we already have
An unwillingness/inability to modernise
Everyone has a full time job - no resources
If it works leave it alone even if it is 15 years old !
STASIS PROMOTES A GRADUAL
OUTMODING THAT SEES
INTERNAL PRESSURES BUILD
ON SYSTEMS AND PEOPLEk-
ULTIMATELY LEADING TO A
MAJOR CRISIS/COLLAPSE

8. Do It All Inc
M a k e m o r e
faster and at a
better quality
DeJA VU
A u t o m a t i o n C yc l e
Do It All Inc
Make even more
faster and ever
better quality
Integrate Inc
Get others to
make most of
the components
to spec
Green Inc Get
others to make
& assemble - we
orchestrate
Company Half Life
Company ReorganisationsCompany Reorganisations
Tech
Nets
Data
EXPONENTIAL-EasytoSay!

9. SOLUTIONS ?
N o c e r t a i n t y h e r e !
• There is no known formula
• Everyone is struggling with this
• Everyone is learning on the fly
• Everyone is pretty much alone
• There are methodologies that help
• Luck and timing play a part!
• The books have yet to be written!
“We have created an unnatural environment where we adapt
to the machines and it should be the other way around”

10. Perspective 3: ZOOM
T i m i n g a n d L u c k a re d e fi n i t e l y ke y fa c t o r s !
THANK YOUCOVID-19
C o n f e re n c e
Tr a f f i c
Z o o m
4 9 . 8 %M S Te a m s
2 3 %
WHO WILL BUY
ZOOM & WHEN ?
THE RIGHT
OFFERING AT
THE RIGHT TIME

11. NOTE: China et al are
m i s s i n g & t h e b e s t
e s t i m a t e o f a l l g l o b a l
us e rs is >3B n
PE RSPECT IVE 4
H o w d o a l l t h e s e h a p p e n ?

12. NOTE: China et al are
m i s s i n g & t h e b e s t
e s t i m a t e o f a l l g l o b a l
us e rs is >3B n
PE RSPECT IVE 4
H o w d o a l l t h e s e h a p p e n ?

13. Company Reorganisations
Linear Thinkers
B u t t h e u n i v e r s e i s n o n - l i n e a r !
N o n - L i n e a r i t y , C h a o s , E m e r g e n t
P r o p e r t i e s & S y s t e m s w e c a n n o t
c h a r a c t e r i s e a n d w i l l n e v e r
f u l l y u n d e r s t a n d s a n s A I a n d
Q u a n t u m C o m p u t i n g d o n o t
f i g u r e i n o u r l i f e , e d u c a t i o n ,
e x p e r i e n c e o r t h i n k i n g !
“The net result is
confounding
confusion &
er ro rs o f
judgement”
Tech and markets are
full of big surprises
Accurate prediction
remains impossible
THIS IS WHERE
EDUCATION
FAILS BIG TIME

14. Starting AT THE END
H o w t h e h e c k d i d a l l t h i s h a p p e n ?

15. Starting AT THE END
H o w t h e h e c k d i d a l l t h i s h a p p e n ?

16. Only 3 make
it to 2020 !!
X
X
X
X
X
X
X
X
X
X
X
X
12 new entries
by 2020 !!
12 USA
3 EU
8 USA
5 China
1 Japan
1 Korea

17. C O M P A N Y L I F E S P A N
S & P 5 0 0 I n d e x - a ro l l i n g 7 ye a r a ve ra g e SME AVERAGES
ARE MUCHSHORTER

18. C O M P A N Y L I F E S P A N
S & P 5 0 0 I n d e x - a ro l l i n g 7 ye a r a ve ra g e SME AVERAGES
ARE MUCHSHORTER
WHAT IS THE
PATTERN HERE
“There is a correlation with global
M&A, Market & Banking Cycles, but
the causality is not at all clear”

19. C A S U A L T I E S
M a r ke t s c o n d e n s e w i t h t i m e
“This is a very small fraction
of the total USA fatality list -
the UK list is even bigger”

20. G r o w o r b e a ss i m i l at e d
M a r ke t s f o l l o w N a t u re t o wa rd d o m i n a t i o n b y t h e f e w

21. G r o w o r b e a ss i m i l at e d
M a r ke t s f o l l o w N a t u re t o wa rd d o m i n a t i o n b y t h e f e w
CONDENSING TO
THE LOWEST
ENERGY STATE
ALL COMMODITY
BUSINESSES
ALWAYS DO THIS
THE SURVIVAL
OF THE MOST
ADAPTABLE

22. S M E s & N I C H E P L AY E R S
T h e t e c h d r i ve n ‘ l i f e - d e a t h’ c yc l e i s o f t e n m a s ke d !
Basic Laws of Survival
“If you are not growing you are dying”
“If you are not a predator, then you are prey”
“If you are not planning to expand you will contract”
“If you are not investing in the next tech, market, cycle…then you have no future”
“If you are not agile and adaptable, then you only have a rigour mortis future”

23. S M E s & N I C H E P L AY E R S
T h e t e c h d r i ve n ‘ l i f e - d e a t h’ c yc l e i s o f t e n m a s ke d !
Basic Laws of Survival
“If you are not growing you are dying”
“If you are not a predator, then you are prey”
“If you are not planning to expand you will contract”
“If you are not investing in the next tech, market, cycle…then you have no future”
“If you are not agile and adaptable, then you only have a rigour mortis future”
“Stability is the new nemesis - and
constant change the new norm”

24. L E S S O N F R O M H I S T O R Y
Case studies on how to kill a company big or small
Blockbuster (1985 – 2010) ...
Polaroid (1937 – 2001) ...
Pan Am (1927 – 1991) ...
Borders (1971 – 2011) ...
Pets[dot]com (1998 – 2000) ...
Tower Records (1960 – 2004) ...
Compaq (1982 – 2002) ...
“Resisting tech change
and failing to innovate
promotes failure and
ultimately - death”

25. L E S S O N F R O M H I S T O R Y
Yo u c o u l d n’t d re a m a l l t h i s u p - yo u re a l l y c o u l d n’t

26. L E S S O N F R O M H I S T O R Y
Yo u c o u l d n’t d re a m a l l t h i s u p - yo u re a l l y c o u l d n’t

27. W o r d s o f W i s d o m
S o m e o n e o n c e c a l l e d m e ‘ j u s t a l a b ra t ’

28. W o r d s o f W i s d o m
S o m e o n e o n c e c a l l e d m e ‘ j u s t a l a b ra t ’

29. W o r d s o f W i s d o m
S o m e o n e o n c e c a l l e d m e ‘ j u s t a l a b ra t ’
THE BOARD
SALES & MARKETING
OFTEN KILL COMPANIES
THE TONER HEADS/LAB RATS
OFTEN FAILTO SELL OR TELL A
GOOD STORY & DO NOT SPEAK
THE LANGUAGE OF THE BOARD
AND SALES/Marketing

30. C O M P A N Y P r o g r e ss
A natural technology driven ‘life-death’ cycle
Blood Sweat
& Tears
Satisfaction
of Steady
Growth
S t a r t - U p
High Risk
S a f e s t
Period
F l a t l i n i n g
H i g h R i s k
Unsustainable!
Competition
Tech Advance
Market Change
Crash
and
Burn
Phase 2
Growth

31. C O M P A N Y P r o g r e ss
A natural technology driven ‘life-death’ cycle
Blood Sweat
& Tears
Satisfaction
of Steady
Growth
S t a r t - U p
High Risk
S a f e s t
Period
F l a t l i n i n g
H i g h R i s k
Unsustainable!
Competition
Tech Advance
Market Change
Crash
and
Burn
Phase 2
Growth
YOU HAVE TO BE WELL
PREPARED FOR THIS
INFLEXION AS IT IS
A DANGER POINT
HAVING THE NEXT
MOVE ALL READY TO
GO IS VITAL TO YOUR
COMPANY SURVIVAL

32. B a c k t o D A Y Z E R O
Really thinking it through AND getting right
This is all very often done
badly/vaguely or after
the fact and things
get overlooked
or forgotten !
AND it all comes back
to haunt us later

33. B a c k t o D A Y Z E R O
Really thinking it through AND getting right
This is all very often done
badly/vaguely or after
the fact and things
get overlooked
or forgotten !
AND it all comes back
to haunt us later
WHAT HAPPENS WHEN
WE HAVE HAVE
TICKED ALL THE
BOXES ?
AMBITION
WHAT DO WE WANT
TO BE WHEN WE
REALLY GROW UP ?

34. AT THE CUSP ?
T h e q u e s t i o n s we s t a r t a s k i n g
What is the out?
H o w d o w e e x p a n d ?
H o w d o w e s u r v i v e ?
H o w d i d w e g e t h e re ?
H o w d i d w e m i s s t h a t ?
Where did the market go?
Where did they come from?
Business Intelligence = Intelligent Business
‘Red Teaming’ and ‘War Gaming’ are now two
essential tools for managing into a chaotic
fast changing and uncertain future

35. F O R M A R E D T E A M
T h e y n e e d t o p l a y p re d a t o r & a t t a c k
• F o r m a n h o l i s t i c i n t e r n a l t e a m
• Bring in an outsider - a devils advocate
• They al l ne ed to know your business well
• S e l e c t s o m e o f y o u r s m a r t e s t ( y o u n g ) p e o p l e
• I n c l u d e : M a n a g e m e n t , Te c h , C u s t o m e r S u p p o r t , S a l e s
• G e t t h e m t o a t t a c k y o u r o p e r a t i o n a s a p re d a t o r w o u l d
• A s k t h e m t o f o r m u l a t e a t a k e o v e r / b u s i n e s s a t t a c k re p o r t
“PARADOX: The military play all day and very
occasionally go to war. We are at war every
day but we never play”

36. SEGUE: METAPHOR
All Lifeforms, Companies & Business
Where does death come from ?
A direction you are not looking !
By a mechanism you didn’t anticipate !
At a time that is really inconvenient !

37. SEGUAE: Radar & Intelligence
All companies need a team monitoring their, and other sectors
Competition Technology
Customers
Investments
Publications
Conferences
Big Players
StartUps
Patents

38. SEGUAE: Radar & Intelligence
All companies need a team monitoring their, and other sectors
Competition Technology
Customers
Investments
Publications
Conferences
Big Players
StartUps
Patents
BUT YOU HAVE NO
AVAILABLE OR
CAPABLE PEOPLE TO
COVER THIS
THIS SITUATION IS A
VERY COMMON
MANAGEMENT FAIL

39. F O R M A B L U E T E A M
T h e y n e e d t o re b u i l d t h e c o m p a n y f ro m ze ro
• F o r m a n p re d o m i n a n t l y y o u n g t e c h t e a m
• Bring in an outsider - a devils advocate
• G e t t h e m t o re - e x a m i n e t h e b u s i n e s s f ro m s c r a t c h
• A s k t h e m t o re d e s i g n a l l p ro c e e d s b a s e d o n n e w t e c h
• A l s o g e t t h e m t o f o l d i n e x p a n s i o n c o n s i d e r a t i o n s
• G e t t h e m t o c re a t e a t e k c h a n g e / s t a r t - u p s h o p p i n g l i s t
• A f u l l b o a rd re p o r t b a c k b y Re d a n d B l u e Te a m s f o l l o w s
“PARADOX: Why do clusters of really smart
people in big groupings/companies create
such dumb behaviours”

40. SEGUAE: SOME ESSENTIALS
Management education often overlooks mayhem factors
One management/process regime
is seldom appropriate across the
span of a company”
Rigid management regimes
generally kill innovation &
agility leading to a lack of
adaptability
“The net result is
confounding
confusion &
errors”
A focus on optimisation, RoI
and efficiency introduces a
far greater failure risk

41. Management MANTRAS
T h e w a n t o n d e s t r u c t i o n o f g o o d c o m p a n i e s
Charge what the market will stand
Go for the low hanging fruit
Drive down the overheads
Minimalise manpower
Focus on the winners
Drive down costs
Optimise for ROI
Cut out the slack
Downsize
Rightsize
“Doing anyone, combinations of, or
all of these at the same time on the
basis of a lack of knowledge, or a
considered and full understanding
of the consequences, is irresponsible,
unprofessional and criminal”

42. SURVIVABILITY
Basis for companies & systems
Physics
Biology
Nature
Chemistry
Life Systems
Natural World
Thermodynamics
Optimisation /
High Efficiency
Brittlenes

43. Optimisation & Efficiency
Understanding this and making the right choices is vital
Performance
Efficiency
Focus
RoI
Adaptability
R e l i a b i l i t y
Res ilience
Longevity
Utility

44. s pa n o f Au to m at i o n
N o t wo s e c t o r s o r c o m p a n i e s a re t h e s a m e

45. W h y Au to m at E ?
A s i m p l e , o r, a s u b t l e q u e s t i o n
D o i n g m o re w i t h l e s s
I m p ro v i n g e f f i c i e n c y
I m p r o v i n g q u a l i t y
Re d u c i n g s t a f f i n g
L o w e r i n g O P E X
To i n c re a s e o v e r a l l i n t e l l i g e n c e
To i n t ro d u c e A I t e a m w o r k i n g
To f re e u p h u m a n c re a t i v i t y
To s e i z e n e w o p p o r t u n i t i e s
To c h a n g e w o r k p a t t e r n s
To c h a n g e m e t h o d o l o g i e s
To p o w e r n e w v e n t u r e s
To o u t f l a n k c o m p e t i t o r s
To g e t a h e a d o f t h e g a m e

46. M a n ag e m e n t m o d e ?
F i x e d , r e h e a r s e d , p r o c e s s b o u n d … . N O !
A degree of
regimentation in a
company making concrete
or automobiles is essential, but it
would be destructive in any creative,
problem solving, service provision, tech
based company and/or environment

47. M a n ag e m e n t m o d e ?
F l e x i b l e , a d a p t a b l e , m o b i l e , J D I … Y E S !
A high degree of freedom
and flexibility of thought and action
are essential for the team success and survival

48. Corporate
Product
S e l f
MadeCareer
Office
9 till 5
Anywhere
AnytimeMode
Process
Bound
Innovation
Adaptation
Solution
Focus
Laptop
Tablet
Mobile
Tools
AI/Robotics
Analysis
Modelling
War Gaming
Teamster
Creative
Corporate PC
Long
Term
Fixed
S h o r t
Te r m
Flexible
Horizon
SEGUE: PEOPLE TO COME
N e w m i n d s f o r o l d - n e w e x p e c t a t i o n s / n e e d s

49. Corporate
Product
S e l f
MadeCareer
Office
9 till 5
Anywhere
AnytimeMode
Process
Bound
Innovation
Adaptation
Solution
Focus
Laptop
Tablet
Mobile
Tools
AI/Robotics
Analysis
Modelling
War Gaming
Teamster
Creative
Corporate PC
Long
Term
Fixed
S h o r t
Te r m
Flexible
Horizon
SEGUE: PEOPLE TO COME
N e w m i n d s f o r o l d - n e w e x p e c t a t i o n s / n e e d s
“ I n e e d
l i f e l o n g
s e c u r i t y ”
“ I n e e d a
m o r e e x c i t i n g
p r o j e c t ”

50. THIS IS not Automation
B u t i t i s a r e a l l y b a d i d e a !
THE FUTURE IS ABOUT MAN-
MACHINE PARTNERSHIPS AND
EXPLOITING JOINT BIOLOGICAL
AND MACHINE
CAPABILITIES TO THE MAX

51. T H E S P EC T R U M
T a k i n g a t e a m t a l e n t v i e w

52. T H E S P EC T R U M
T a k i n g a t e a m t a l e n t v i e w
ROBOTS
Precise
Relentless
Never tire
Never upset
Never sick/off
Never complain
Never day dream
Always concentrate
Task programmable
Operate 24 x 7 x 365
Operational agility
Fixed & mobile
Autonomous
Deep into industry
AI
Have a different perspective
Ultimate pattern recognisers
Different/new intelligences
Deal well with the known
Do not cope with surprises
Enjoy exponential learning
Posses a degree of creativity
Always awake/concentrating
Task/Domain specific so far
Operate 24 x 7 x 365
Networked fixed & mobile
Deep into industry, defence,
commerce, services, IT, R&D
medicine, transportation..
Tenacity
Patience
Empathy
Sentience
Creativity
Awareness
Imagination
Critical thinking
Manual dexterity
Conceptualisation
Infinitely adaptable
Cope with surprises
Emotional intelligence
Deal with the unknown
+++++
HUMANS

53. H O W & W H AT TO Au to m at E ?
N o t s u c h s i m p l e q u e s t i o n s
Can Machines
Do a better job?
Cut operating costs?
Free up human skills?
Facilitate new business?
Improve overall quality?
Produce market advantage?
Help win new business?

54. M E T H O D O L O G Y
H o w a n d w h a t t o a u t o m a t e
1. Rebuild the company on the basis of n ew t e c h n o l o g i e s
2. I n t h e p ro c e s s a u t o m a t e e ve r y t h i n g t h a t c a n b e s u b s u m e d
3. T h e p e o p l e re l e a s e d c a n t h e n b e e n g a g e d t o b u i l d n e w o f f e r i n g s
4. Ask - are there a starts with components we need
5. Decide what to build and what to buy !
O n t h e b a s i s o f t h e RED and BLUE Team Reports + Market
I n t e l l i g e n c e d e c i d e o n t h e c o u r s e o f a c t i o n :
A l t e r n a t i v e l y : L e a ve t h e c o m p a n y a s i s a n d a u t o m a t e a l l e x i s t i n g
c o m p o n e n t a n d p ro c e s s a p p ro p r i a t e l y w h i l s t a l s o a c t i o n i n g ( 2 - 5 )
a b o ve

55. Trawl your sector and others plus the tech and start-ups
t o a s s e s s w h a t i s a v a i l a b l e , f e a s i b l e , re a s o n a b l y e a s y t o
e n g i n e e r a n d i m p l e m e n t .
M E T H O D O L O G Y
H o w a n d w h a t t o a u t o m a t e
C a t e g o r i s e t e c h n o l o g i e s w i t h c o m p o n e n t / e l e m e n t c o s t a n d
urge nc y o n the basis of existing performance and quality
includ i ng losses, problems, limitat ions, cost:benefit ratio
S e q u e n c e i n s t a l l a n d c h a n g e o v e r b y s i m p l i c i t y / m a t u r i t y t o
g a i n e x p e r i e n c e a n d g ro w c o n f i d e n c e w i t h i n t h e t e a m
whilst minimising SNAFUs !

56. G R O W i n g T H E C O M P A N Y
A natural technology driven ‘life-death’ cycle
Ideally the RED - BLUE Team
process along with the board
will have plans for expanding
the offering or the addition of
some new tech based product -
either developed in house or
acquired as a start-up et al
S t a r t - U p
High Risk
S a f e s t
Period
F l a t l i n i n g
H i g h R i s k
Phase 2
Growth

57. $
Time
Concatenated Inflexions
I d e a l b u t n e v e r s i m p l e , c y c l i c , o r w e l l e v e n o r d e r e d

58. EVOLUTION
L e t t i n g i t d i e t i m i n g
Dead End
Seams of
Gold this
way!>>>>>

59. R E V O L U T I O N
G e t t i n g a h e a d o f t h e g a m e
Dead Ends
Let Go!
It all starts here
Niche Me2 Player-Many Competitors

60. Example:APPLE SERVICES
Beyond Hardware and a ‘noisy’ 15 year build process

61. Example:APPLE SERVICES
Beyond Hardware and a ‘noisy’ 15 year build process
Download On-Line Streaming
For All For Me
Purchase Subscription

62. S E G U E : A ‘ n o i s y ’ B U I L D
Far from the ideal - lots of fails , but really incredible
Hardware transcended
by ser vices por tfolio in
shor t order

63. YOUR PEOPLE
A d o r m a n t a s s e t - S t ev e J o b s

64. A X I O M S
Born of experience in stars & corporations
Control: Hand over as much and as soon as possible to your customers so they can
decide there own needs and make their own choices without calling you
Watch Speech Tech: Natural language I/Os looks set to become a dominant form of
interface for machine, system and services set up in the future
Customer Care: There are insiders and outsiders, but you need to be an ‘alongsider’
watching and looking after your customers 24x7x365 - and it needs automating!

65. E X T R A TA K E A W A Y S
Born of experience in stars & corporations
Monitor the periphery: Try to understanding the customer, their customers, the
markets and the new starts and entries
Look out for changing behaviours: These are early indicators often show up in work
patterns and constitute new needs that you should see as opportunities
Look beyond the short term RoI: It is not so much can you afford it? More,
what will be the cost of not doing it! Longevity is vital, pleasing the accountants far less
so - try to strike the right risk:reward balance
Failure is a learning opportunity: But make it measured and survivable - it is never
too late to call ‘time’ on a project and cut the losses - to then start the next one -
success is out there, you just have to nail it!

66. “Things that Think want to Link
and
Things that Link want to Think”
T h a n k Y o u
www.petercochrane.com