Leerstof FPO
Being future proof itself defined as possessing the sustainable ability to cope with
the dynamics organizations nowadays are confronted with.
Week 2
1.1 No ordinary disruption (video 1)
Director McKinsey Global Institute: Jonathan Woetzel.
Four fundamental forces:
1. Industrialization and urbanization in emerging economies.
2. Disruptive technologies. Technological breakthroughs are speeding up (3D
printer and first iPhone came quickly after respectively the computer printer
and the first website). Adoption of new technologies is also accelerating.
3. Aging world. By 2040, about ¼ people in advanced economies and China will
be 65+.
4. Greater global interconnections. Networks of global flows are expanding and
becoming much more interconnected (Inter-regional trade 1990: $1.9 trillion.
2013: $11.2 trillion). The new world is increasingly volatile (more price
changes). The coming decades will produce a world that is more volatile, and
change who runs the world economy – which countries, which companies, and
which individuals. Emerging on the winning side will depend on how fully you
recognize the magnitude and the permanence of the coming changes, and
how quickly you change long-established intuitions to help you to navigate this
new world. Nearly 2 billion people will join the consuming class by 2025.
Shortage of medium and high skilled workers.
Winning in disruption:
1. Reset your intuition;
2. Embed curiosity in your organization;
3. Prioritize agility over caution;
4. Find the opportunity, not the hazard – be willing to take risks in light of
opportunities.
1.2 Creed of speed (article 1)
The pace of change is accelerating. Just look at highflying startups. Firms are born
and die faster. Ideas move around the world more quickly. Information technology is
ever more embedded in customer's lives.
Yet hard evidence of a great acceleration is hard to come by. The Economist has
considered a variety of measures by which the speed of business in America (unless
otherwise stated) can be quantified. A few do show some acceleration. But a lot do
,not. The speed with which ideas zip around the world has increased. The average
time it takes slow or poor countries to catch up with pioneering countries’ usage of a
technology has shortened enormously. But the rate of new customer-product
launches is slowing and factories do not seem to be making things faster. Inventory
ratios have deteriorated sharply since 2011.
The rates at which new firms are born are near their lowest since records began.
Corporate bonds are held longer and holding periods for shares have doubled since
2008. It’s also not clear that long-term investment has shrunk. CEO’s median tenure
has gone up from three years to five years in 2014.
Business people feel time is accelerating, but the figures suggest they are largely
talking guff. A good explanation of this puzzle comes from looking more closely at the
effect of information flows on businesses. Even though the processes about which
you know more are not inherently moving faster, seeing them in far greater detail
makes it feel as if time is speeding up.
A poll suggests that chief executives receive 200-400 e-mails a day.
Industries have become more oligopolistic. A huge round of mergers have created
bigger firms with higher market shares and more pricing power.
More information provides firms with an even broader range of time frames over
which to exert their transformational powers – to operate second by seconds, if they
so desire. Mastering the clock of business is about choosing when to be fast and
when to be slow.
1.3 Digital future (Andrew Carton) (video 2)
We have a very blurry vision about the future. People feel a lack of purpose at work.
Vision should elicit an image in my mind. Graphic visions work better than abstract
visions. A good vision stimulates coordination, motivation and memory retention. As
well as organizational performance, group performance and individual performance.
If you want to create a compelling and vivid vision of the future, don’t worry about
wordsmithing. Instead project into the future and to describe what they see in front of
them.
1.4 The second machine age (Andrew Mcafee) (video 3)
Digital process is getting a lot faster. They’re great at physical work and are getting
better at aesthetic work. What do we still need people for? Complementing machines
with humans. Innovation and inclusiveness will create a lot of value in the second
machine age.
Protecting the past from the future is a very bad idea.
, 1.5 Disruptive innovation (Clayton Christensen) (video 4)
Sustaining innovations: making good products better (for example making better
PC’s or mainframe computers ^).
Efficiency innovations: sell the same products to the same customers, but cheaper
(for example Walmart).
Being future proof itself defined as possessing the sustainable ability to cope with
the dynamics organizations nowadays are confronted with.
Week 2
1.1 No ordinary disruption (video 1)
Director McKinsey Global Institute: Jonathan Woetzel.
Four fundamental forces:
1. Industrialization and urbanization in emerging economies.
2. Disruptive technologies. Technological breakthroughs are speeding up (3D
printer and first iPhone came quickly after respectively the computer printer
and the first website). Adoption of new technologies is also accelerating.
3. Aging world. By 2040, about ¼ people in advanced economies and China will
be 65+.
4. Greater global interconnections. Networks of global flows are expanding and
becoming much more interconnected (Inter-regional trade 1990: $1.9 trillion.
2013: $11.2 trillion). The new world is increasingly volatile (more price
changes). The coming decades will produce a world that is more volatile, and
change who runs the world economy – which countries, which companies, and
which individuals. Emerging on the winning side will depend on how fully you
recognize the magnitude and the permanence of the coming changes, and
how quickly you change long-established intuitions to help you to navigate this
new world. Nearly 2 billion people will join the consuming class by 2025.
Shortage of medium and high skilled workers.
Winning in disruption:
1. Reset your intuition;
2. Embed curiosity in your organization;
3. Prioritize agility over caution;
4. Find the opportunity, not the hazard – be willing to take risks in light of
opportunities.
1.2 Creed of speed (article 1)
The pace of change is accelerating. Just look at highflying startups. Firms are born
and die faster. Ideas move around the world more quickly. Information technology is
ever more embedded in customer's lives.
Yet hard evidence of a great acceleration is hard to come by. The Economist has
considered a variety of measures by which the speed of business in America (unless
otherwise stated) can be quantified. A few do show some acceleration. But a lot do
,not. The speed with which ideas zip around the world has increased. The average
time it takes slow or poor countries to catch up with pioneering countries’ usage of a
technology has shortened enormously. But the rate of new customer-product
launches is slowing and factories do not seem to be making things faster. Inventory
ratios have deteriorated sharply since 2011.
The rates at which new firms are born are near their lowest since records began.
Corporate bonds are held longer and holding periods for shares have doubled since
2008. It’s also not clear that long-term investment has shrunk. CEO’s median tenure
has gone up from three years to five years in 2014.
Business people feel time is accelerating, but the figures suggest they are largely
talking guff. A good explanation of this puzzle comes from looking more closely at the
effect of information flows on businesses. Even though the processes about which
you know more are not inherently moving faster, seeing them in far greater detail
makes it feel as if time is speeding up.
A poll suggests that chief executives receive 200-400 e-mails a day.
Industries have become more oligopolistic. A huge round of mergers have created
bigger firms with higher market shares and more pricing power.
More information provides firms with an even broader range of time frames over
which to exert their transformational powers – to operate second by seconds, if they
so desire. Mastering the clock of business is about choosing when to be fast and
when to be slow.
1.3 Digital future (Andrew Carton) (video 2)
We have a very blurry vision about the future. People feel a lack of purpose at work.
Vision should elicit an image in my mind. Graphic visions work better than abstract
visions. A good vision stimulates coordination, motivation and memory retention. As
well as organizational performance, group performance and individual performance.
If you want to create a compelling and vivid vision of the future, don’t worry about
wordsmithing. Instead project into the future and to describe what they see in front of
them.
1.4 The second machine age (Andrew Mcafee) (video 3)
Digital process is getting a lot faster. They’re great at physical work and are getting
better at aesthetic work. What do we still need people for? Complementing machines
with humans. Innovation and inclusiveness will create a lot of value in the second
machine age.
Protecting the past from the future is a very bad idea.
, 1.5 Disruptive innovation (Clayton Christensen) (video 4)
Sustaining innovations: making good products better (for example making better
PC’s or mainframe computers ^).
Efficiency innovations: sell the same products to the same customers, but cheaper
(for example Walmart).
