The ideas that zoom in on The Day After Tomorrow are the ones that change entire companies, industries and even the world. They are where ENORMOUS amounts of LONG TERM VALUE lie. They are where the truly great ones – the giants of industry, those that provoke paradigm shifts – focus a lot of attention on: the Ubers of this world, and the Googles, with their moon shots. In this eye-opening presentation, Peter explains how we need to adapt to the accelerated speed of the market and how others were able to do so, in a way that propelled them ahead of the race. He shows how companies won’t make it to the Day After Tomorrow if they don’t embed Day After Tomorrow Thinking into the DNA of their organisation.
101. Rules of the Plantation
for Production
Rules of the Rainforest
for Innovation
1.Break rules and dream
2.Open doors and listen
3.Trust and be trusted
4.Seek fairness, not advantage
5.Experiment and iterate together
6.Err, fail, and persist
7.Pay it forward
1.Excel at your job
2.Be loyal to your team
3.Work with those you can depend on
4.Seek a competitive edge
5.Do the job right the first time
6.Strive for perfection
7.Return favors
Efficiency - Productivity - Profitability - Scalability Radical - Serendipity - Fail Forward - Non Linear
102.
103.
104.
105.
106. "GM has a dysfunctional
corporate culture,
embedded in a deeply
'siloed' way of working"
"We have to change GM.
Today, everyone colors inside
the lines of their own precise
job description without
thinking independently or
holistically."
107. "Our industry will see more change
in the next 10 years
than it has in the past 50 years.
All of a sudden, the competitive
landscape has shifted entirely."
221. HOW DO CORPORATES WORK WITH STARTUPS ?
JOHNSON & JOHNSON
INNOVATION LABS
VODAFONE INNOVATION
CO-CREATION LABS
INTERNATIONAL AIRLINES GROUP
INNOVATION CATAPULT
MASTERCARD
LABS
SAN DIEGO
LONDON
SILICONVALLEY
DUBLIN
223. DAY AFTER TOMORROW
SEPARATE ENTITY
Day-After-Tomorrow Entity
Separate from Core Business
CATAPULT
DISRUPTION
Overarching Cross-Business
Fast-Rhythm Agile Innovation
DAY AFTER TOMORROW
REMOTE SILO
Day-After-Tomorrow Unit
Optimum Distance from Core
HOLOCRACY
ORGANIZATION
Hierarchy of People
Hierarchy of Work
DAT NETWORK
ORGANIZATION
Micro-Enterprises
Catfish Management
DAT PORTFOLIO
ORGANIZATION
Frozen - Fluid Cycle
Beyond One-Size-Fits-All
INTEGRAL
DISRUPTION
Full Fledged Total
Integral Disruption. Every Pore.
CUSTOMER CO-CREATION
DAT LABS
Agile Co-Creation
Customer as DAT Partner
256. 1717
Obedient workers for the mines.
Obedient soldiers for the army.
Well-subordinated civil servants to government.
Well-subordinated clerks to industry.
Citizens who thought alike about major issues.
266. “Confidence is what you have before
you understand the problem.”
— Woody Allen
267. Inspiration Sources /Recommended Research
Organizations become Networks
Stanley McChrystal: "My Share of the Task"
Shark Fin Innovation
"Big Bang Disruption" by Larry Downes and Paul Nunes
SiliconValley becomes the industry-disruption capital of the world
Mark Zawacki at 650 Labs (www.650labs.com)
The Collaborative Economy Honeycomb
Crowd Companies™ by Jeremiah Owyang