DOR Futurecast

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1 © Dr. Tony O’Driscoll A Brief History of a Potential Future Presentation for DOR Future Cast Team Dr. Tony O’Driscoll Fuqua School of Business, Duke University

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Transcript of DOR Futurecast

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A Brief History of a Potential FuturePresentation for DOR Future Cast Team

Dr. Tony O’DriscollFuqua School of Business, Duke University

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Introduction and ExpectationsIntroduction and Expectations

Possible FuturesPossible Futures

Steep FactorsSteep Factors

Enterprise ResponseEnterprise Response

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Expectations: Spheres of Knowledge

Insights

Future Distruption STEEP Factors Business Response

We’ve been working on this for a while now and we are more confused than ever.

BUT we are confused at a higher level about more

important things!

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Tony’s Brief Bio

• 18 Years of industry experience in Telecom and High-Tech Industries: HW, SW, Services, Research, Learning

• Founding member of IBM’s Strategy and Change Consulting Practice

• Professor of the Practice at Duke’s Fuqua School of Business

• Teach in the areas of Strategic Management, Management of Innovation and Technology, Management Consulting and Services Management.

• Research focuses on impact of technology on business strategy and operational efficiency

• Consult with clients around the world on how to leverage technology to drive sustainable competitive advantage.

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Introduction and ExpectationsIntroduction and Expectations

Possible FuturesPossible Futures

Steep FactorsSteep Factors

Enterprise ResponseEnterprise Response

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The Educator’s Dilemma

My Vision My Reality

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Michael O’Driscoll

Meet another Fellow Educator: My Grandfather

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Examining Change in my Grandfather’s Lifetime

Transatlantic radioElectricity

Radio networksTelephone system

AutomobilesAir travel

Washing machinesTelevision

Global monetary systemInterstate highway system

High Rise buildingsElectronic computers

Space travelSatellite communications

The InternetGlobal positioning system

Cable television systems

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Meet My Kids

Aidan O’Driscoll Liam O’Driscoll

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Change in my Kids Lifetime

By the year 2010 the codified information base of the world is expected to double every ______

(2 minutes)

11 Hours

Pair Up: Decide what to put in the box!

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A Digital Divide of a Different Kind

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Explosion of information

Hyperinflation of time

Accelerated pace of change

Constancy in human cognitive ability

A Digital Divide of a Different Kind

DigitalDivide

100y=20,000y

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Future View: When Aidan is 27 and Liam is 24

By 2009 computers will disappear. Visual information will be written directly onto our

retinas by devices in our eyeglasses or contact lenses. Going to a “website” will mean entering

a virtual reality environment.

By 2029 we will have billions of nanobots traveling through the capillaries of our brain communicating directly with our biological

neurons. Nanobots will take up positions close to very interneuronal connection coming from

all of our biological sensory receptors.

When we want to experience NON-VIRTUAL reality, the nanobots will just stay still. If we want to experience virtual reality, they will

suppress all input coming from the real senses and replace them with the appropriate signals

Ray Kurzweil

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Defining Virtual Worlds

Sources: Business Week April 2006, The Economist. Living a Second Life, Sept. 28, 2006

Second Life is some unholy offspring of the movie The Matrix, the social networking site MySpace and the online marketplace eBay Business Week

Second Life is some unholy offspring of the movie The Matrix, the social networking site MySpace and the online marketplace eBay Business Week

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Virtual World Economics

Source: Joe Miller. Linden Lab

Clearly of social activity migrates to synthetic worlds, economic activity will go there as well. The volume of annual trade in synthetic worlds already exceeds $2B

Castranova

Clearly of social activity migrates to synthetic worlds, economic activity will go there as well. The volume of annual trade in synthetic worlds already exceeds $2B

Castranova

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Describing MMORPGs

Most MMORPGs offer players pre-fabricated or themed fantasy world The Economist

Most MMORPGs offer players pre-fabricated or themed fantasy world The Economist

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MMORPG Economics

EverQuestEverQuest’s GDP made the

virtual currency of Norrath the 77th largest country in the world – somewhere between

Bulgaria and Russia

World of WarCraft•8 Million WarCrafters

•Average = 20 Hours/Week•Total WoW hours= 160Million

•It would take IBM’s entire workforce 12 weeks to match

one week of WoW activity

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Aidan and Liam: Tomorrow’s Virtual World Workers?

I confidently predict my children (4 and 6) will end up working in one of these worlds. Hunter

I confidently predict my children (4 and 6) will end up working in one of these worlds. Hunter

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A Paradigm Shattering Future View: Redux

The way Kurzweil expressed it, at some point in time in the twenty-

first century the standard personal computing device will have as much computing power as the

human brain. Not long after that, it will have the computing power of all

the human brains that have ever lived.

One important use of all that power will be to upload brains and

recreate consciousness inside silicon…..The place that I call

“Game World” today, may develop into much more that a game in the

near future. It may become just another place for the mind to be, a

new and different earth. Castranova

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Practical Application Discussion

How will Synthetic Worlds Impact:

Your Nation?Your State?

Your Enterprise (DOR)?Your Life?

(5 minutes)

Discussion Questions

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Value Progression

A basic progression governs the evolution of management in all market economies: Fundamental properties of the universe are transformed into scientific understanding, then developed into new technologies which

are applied to create products and services for business, whichultimately define our models of organization. . Meyer and DavisMeyer and Davis

A basic progression governs the evolution of management in all market economies: Fundamental properties of the universe are transformed into scientific understanding, then developed into new technologies which

are applied to create products and services for business, whichultimately define our models of organization. . Meyer and DavisMeyer and Davis

Eco

nom

ic V

alue

Add

Time

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Innovation Diffusion

Source: IBM GIO 1.0

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Organization Metamorphosis

Infrastructure

Business

Technology

Primary Asset

Main Output

Organization

Agrarian Age(??-1760)

Local Market

Family Farm

The Plow

Land

Food Products

Family Structure

Industrial Age(1760-1960)

Steel, Railroads

The Factory

The Machine

Capital Equipment

Mechanical Products

Bureaucracy

Information Age(1960-2020)

Computers, Internet

The Corporation

The Transistor

Intellectual Capital

Knowledge Products

?

?

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Shrinking Paradigmatic Eras

Source TomPeters.com

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Welcome to the Molecular Economy

Video Clip(Kurzweil and Venter)

Infrastructure

Business

Technology

Primary Asset

Main Output

Organization

Agrarian Age(??-1760)

Local Market

Family Farm

The Plow

Land

Food Products

Family Structure

Agrarian Age(??-1760)

Agrarian Age(??-1760)

Local Market

Family Farm

The Plow

Land

Food Products

Family Structure

Industrial Age(1760-1960)

Steel, Railroads

The Factory

The Machine

Capital Equipment

Mechanical Products

Bureaucracy

Industrial Age(1760-1960)

Industrial Age(1760-1960)

Steel, Railroads

The Factory

The Machine

Capital Equipment

Mechanical Products

Bureaucracy

Information Age(1960-2020)

Computers, Internet

The Corporation

The Transistor

Intellectual Capital

Knowledge Products

Information Age(1960-2020)

Information Age(1960-2020)

Computers, Internet

The Corporation

The Transistor

Intellectual Capital

Knowledge Products

?

As the information economy matures, a new economic life cycle – the molecular economy – is reaching puberty. The two primary drivers are our understanding of the

molecules that control chemical and biological functions and the super-minitaurization of manufacturing. Meyer and Davis

As the information economy matures, a new economic life cycle – the molecular economy – is reaching puberty. The two primary drivers are our understanding of the

molecules that control chemical and biological functions and the super-minitaurization of manufacturing. Meyer and Davis

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Compression and the Structural Divide

Infrastructure

Business

Technology

Primary Asset

Main Output

Organization

Agrarian Age(??-1760)

Local Market

Family Farm

The Plow

Land

Food Products

Family Structure

Agrarian Age(??-1760)

Agrarian Age(??-1760)

Local Market

Family Farm

The Plow

Land

Food Products

Family Structure

Industrial Age(1760-1960)

Steel, Railroads

The Factory

The Machine

Capital Equipment

Mechanical Products

Bureaucracy

Industrial Age(1760-1960)

Industrial Age(1760-1960)

Steel, Railroads

The Factory

The Machine

Capital Equipment

Mechanical Products

Bureaucracy

Information Age(1960-2020)

Computers, Internet

The Corporation

The Transistor

Intellectual Capital

Knowledge Products

Information Age(1960-2020)

Information Age(1960-2020)

Computers, Internet

The Corporation

The Transistor

Intellectual Capital

Knowledge Products

?

Authority/Production Knowledge/Problem

Elements Authority/Production Knowledge/Problem

1) Levels of authority Many Few

2) Division of labor High Low

3) Links to others Few Manyin the organization

4) Sources of influence Position in hierarchy Ability to identify and solve problemand power

5) Use of rules and High Lowprocedures

6) Primary purpose Maximize output Analyze or invent knowledge to solve problems

Elements Authority/Production Knowledge/Problem

1) Levels of authority Many Few

2) Division of labor High Low

3) Links to others Few Manyin the organization

4) Sources of influence Position in hierarchy Ability to identify and solve problemand power

5) Use of rules and High Lowprocedures

6) Primary purpose Maximize output Analyze or invent knowledge to solve problems

America’s business problem is that it is entering the twenty-first century with companies designed during the nineteenth century to work well

in the twentieth. Hammer

America’s business problem is that it is entering the twenty-first century with companies designed during the nineteenth century to work well

in the twentieth. Hammer

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Four Phases across Four Economies

Agrarian Economy

IndustrialEconomy

Information Economy

MolecularEconomy

ScienceLaws of Nature

Newton’s Physics

Quantum PhysicsMollecular

Science

NanoScience

TechnologySeed/Feed

Plow

Steam

Electricity

Chips

Software

WWW

GenomicsNanotechnology

BusinessFamily Farm Factory Corporation TBD

OrganizationFamily Structure Bureaucracy TBD TBD

Time Compression Between Ages

Acc

eler

ated

dis

rup

tion

of

exis

ting

busi

ness

/str

uctu

re

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Practical Application Discussion

How will the Arrival of the Molecular Economy and the “Structural Divide” impact:

Your Nation?Your State?

Your Enterprise (DOR)?(5 minutes)

Discussion Questions

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3Di Web 2.0

Webvolution

Web 1.0

Access ParticipateValueProposition

PosterChildren

Find Share Collaborate Co-Create

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Web 2.0: Definition and Diffusion

Definition Diffusion

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Web 2.0: Description and ApplicationWeb 2.0 is a set of economic, social and technology trends that collectively form the basis for the next generation of the internet – a more mature, distinctive medium characterized by user participation, openness, and network effects O’Reilly

Web 2.0 is a set of economic, social and technology trends that collectively form the basis for the next generation of the internet – a more mature, distinctive medium characterized by user participation, openness, and network effects O’Reilly

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Reputation Platform(Sales)

3Di Web 2.0

Emergence of New Economic Platforms

Web 1.0

Access ParticipateValueProposition

PosterChildren

Platforms

Find

Access Platform(Transaction Fees)

Search Platform(Advertising Fees)

Commerce Platform(Sales) Participation Platform

(Membership Fees)

Referral Platform(Referral Fees) Alternate Currency

Platform(Exchange Fees)

Share Collaborate Co-Create

Creation Platform(In-World Sales)

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Web 2.0 Value Creation Platforms

In 2005, eBay conducted 8 billion API-based web services transactions. O’ReillyIn 2005, eBay conducted 8 billion API-based web services transactions. O’Reilly

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Ecosystem based Value Co-Creation

McKenna

This is more than open source, social networking, crowdsourcing, smart mobs, or the wisdom of crowds. We are talking about deep changes in the structure and modus operandi of the corporation and our economy based on new competitive principles such as openness, peering, sharing and acting

globally Tapscott

This is more than open source, social networking, crowdsourcing, smart mobs, or the wisdom of crowds. We are talking about deep changes in the structure and modus operandi of the corporation and our economy based on new competitive principles such as openness, peering, sharing and acting

globally Tapscott

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Enterprise Perspective

DeborahWince-Smith

President, Council onCompetitiveness

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A Billion One-Person Enterprises?

Soon it may be time to redefine what we in the business world think of as “the enterprise.” Further, notions of “employer” and

“employee” might become more and more antiquated as looser aggregations of collaborators form and disband on an

opportunity-by opportunity basis. The future might consist of a billion one-person “enterprises” people who move frequently from

project to project as their skills and focus shift.

Sources: Global Innovation Outlook 2.0, 2006

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The changing role of organization due to the need for innovation…..

Source TomPeters.com

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Practical Application Discussion

How does the arrival of a Billion One Person Enterprises Impact:

Your Nation?Your State?

Your Enterprise (DOR)?Your Life?

(5 minutes)

Discussion Questions

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Technological: New Rules for Information Economy

Information trumps mass

Everyone and everything will be connected

Everything will be "smart"

The customer is in charge

Time is the scarcest resource

You are open for business 24x7x365

Barriers to competitive entry are lower than ever

Relentless innovation is a core competency

NEW RULES OF THE DIGITAL ECONOMYNEW RULES OF THE DIGITAL ECONOMY

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The “Always On” Pervasive Web

There are more transistors produced per year than grains of rice and each rice grain can buy hundreds of transistors. Goodall (2002)

There are more transistors produced per year than grains of rice and each rice grain can buy hundreds of transistors. Goodall (2002)

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The Age of Smart Machines…..

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From Physical Product to Information Services

53%

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Blurring the Lines Between Service and Product

Anytime ATM Machines

Real Time Intelligent Vending Machines

Online PCS health Systems

Interactive Sunbeam’s “Blanket with a Brain”

Anyplace GM Onstar Service

Learning Pandora

Anticipating Amazon.Com

Filtering Google Reader

Customizing Levi’s

Upgrading Software

Intangibles

Source: Blur

The difference between products and services blurs to the point that the distinction is a trap. Winners in the Information Age will provide an offer that is both

product and service simultaneously. Davis and Meyer

The difference between products and services blurs to the point that the distinction is a trap. Winners in the Information Age will provide an offer that is both

product and service simultaneously. Davis and Meyer

Speed

ConnectivityOFFER

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A trip to the grocery store….

……….How different will our lives become in the “always-on” pervasive web era?

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A Possible Pervasive Future

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The Value is in the Network

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3Di Web 2.0

The Era of Entrepreneurial Capitalism

Web 1.0

Access ParticipateValueProposition

PosterChildren

Find Share Collaborate Co-Create

EntrepreneurialCapitalism

Enterprise Endeavor

Employee Entrepreneur

Control ResourcesOrchestrate

Value Transfer

Provide Productsand Services

Provide Value Transfer Platforms

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Individual Example

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….or possibly it’s demise?

Source TomPeters.com

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Practical Application Discussion

How does the arrival of Entrepreneurial Capitalism impact:

Your Nation?Your State?

Your Enterprise (DOR)?Your Life?

(5 minutes)

Discussion Questions

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Introduction and ExpectationsIntroduction and Expectations

Possible FuturesPossible Futures

Steep FactorsSteep Factors

Enterprise ResponseEnterprise Response

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Societal: Demographics and the Digital Divide

• 81% of the business population age 34 or younger are gamers

• 56 million are old enough to be employees

• 7 million are already managers in the current workforce

Sources: Merrill Lynch 1999, Beck and Wade, Got Game., Prensky, Digital Game Based Learning

The new generation is huge, 90 million people in the US alone. Already there are more of them around than

there are baby boomers. Beck and Wade

Digital ImmigrantsDigital Natives

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Societal: Games and Gamers as they relate to business

Our research shows that this new generation is very different from the boomers in ways that matter to the

business. Beck and Wade

• They desire systematically different goals in life

• They have systematically different ways of working

• How they compete, fit into teams, take risks are all different in statistically verifiable ways

• They choose systematically different ways to learn

Sources: Beck and Wade, Got Game, 2005

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Technology has become so essential to corporations that expenditures have grown from 5% of capital spending in 1970 to almost 50% today

Technology Expenditures as a Percentage of Capital Spending

Source: Bureau of Economic Analysis, 2000

Technology has transformed our society and economy, having a profound impact on America’s corporations.

Wyatt

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Technological: New Laws for the Information Economy

New LawsMoore’s Law: Every 18 months we observe a doubling of the

processing power that can be purchased at a given cost. (This may not continue forever.)

Metcalfe’s Law: The usefulness or utility of a network is proportional to the square of the number of users of the

network.

Coase’s Law of Diminishing Firms: Companies continue to grow until “the costs of organizing an extra transaction within the

firm becomes equal to the costs of carrying on the same transaction by means of an exchange in the open market.” As transaction costs in the open market approach zero, so does the size of the firm. (predicts virtual organizations)

The Law of Disruption or Second-Order Effects: Social, political and economic systems change incrementally, but technology

changes exponentially

Source: Unleashing the Killer App

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Economic: Services Rule

A Services Driven Economy……

Since 1950, employment in the manufacturing sector has fallen from nearly 40% of total employment to less than 18% currently, while the service sector employment has risen from less than 14% to more than 35 percent, essentially flip-flopping from where it had been in 1950. Merrill Lynch, 1999

…largely driven by technology positions requiring more skilled workers

The demand skilled jobs, which reflects the dominance of technology in the service economy, has increased from 40% in 1950 to 85% in 2000. Linkage, 2001

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Economic: The Global labor force migration towards services

Nation % WW

Labor

%

A

%

G

%

S

25 yr %

delta S

China 21.0 50 15 35 191

India 17.0 60 17 23 28

U.S. 4.8 3 27 70 21

Indonesia 3.9 45 16 39 35

Brazil 3.0 23 24 53 20

Russia 2.5 12 23 65 38

Japan 2.4 5 25 70 40

Nigeria 2.2 70 10 20 30

Banglad. 2.2 63 11 26 30

Germany 1.4 3 33 64 44

Top Ten Nations by Labor Force Size(about 50% of world labor in just 10 nations)A = Agriculture, G = Goods, S = Services

>50% (S) services, >33% (S) services

2004 2004United States

The largest labor force migrationin human history is underway,

driven by urbanization, global communications,

low cost labor, business growth,

and technology innovation.

(A) Agriculture:Value from

harvesting nature(G) Goods:

Value from making products

(S) Services:Value from enhancing the

capabilities of things (customizing, distributing, etc.) and interactions between things

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Workforce Evolution

Source TomPeters.com

Source: Dan Pink, A Whole New Mind

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Customer Service

Operations

The Industrial Age Work Paradigm

Supply Chain

InnovationCustomer

Chain

Work Activity Focused on Efficiency, Productivity, and Quality

Capital

Labor

Raw Materials

Standardized Work•Quality•Productivity•Efficiency

MechanicalProduct

Physical WorkPhysical Work

ProductionBasedWork

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The Information Age Work Paradigm

Customer Service

OperationsSupply Chain

InnovationCustomer

Chain

Work Activity Focused on Innovation, Creativity, and Problem Solving

Knowledge Based WorkKnowledge Based Work

Expert Professionals

Relevant InformationSocially Based Work• Innovative• Creative• Emergent

Problem SolutionNew Opportunity

OFFER

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Economic: Knowledge Work Usurps Physical Work

Physical Work Intellectual Work

Factor of Production Knowledge Producer

Question Nothing Question Everything

Repetitive Tasks Ongoing Challenges

Do as you are told Determine what to do

Segmented Work Holistic Work

Direct Supervision Autonomy

“A Strong back” “A Strong Resume”

Industry Ratio

Ag. Production (Crops) 1.77Ag. Production (Livestock) 7.29Steel Production 15.96Auto Production 18.53Aircraft Production 38.97Computer Production 57.72Physician Services 59.31Legal Services 63.29Computer Services 73.15Professional Services 92.68

Industrial Worker Knowledge Worker

Source: Nuala Beck, 2000, IBM Analysis

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Economic: People are classified as a cost by accountants not an asset!

Accountants value the desk more highly than the person sitting at it. Accounting takes a short-term view of the world. It does not recognize that

people become more valuable over time. Jay Cross

ComponentWaterProteinFatNitrogenCalciumPhosphorousPotassiumSodiumMagnesiumIronZincCopperOther

Percent of Body61.816.614.93.31.811.19.24.17.041.0075.0028.00014.2

$ 1.98

A Cost Accountant’s (exaggerated) view of the value of a Human Being

It is no wonder that our current accounting systems are no longer suited to the business reality they attempt to codify. The value of talented, creative, innovative

people shows up as salary cost in SG&A on the Balance Sheet Stephen Covey

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Economic: The World is Flat

The Ten Flatteners1. Berlin Wall Falls A global view appears

2. Netscape IPO Overinvestment in fiber optics

3. Workflow Java enterprise architecture

4. Outsourcing Shift work and activities

5. Offshoring Shift entire operation

6. Open-Sourcing Collaboration

7. Insourcing UPS takes over logistics

8. Supply-Chaining Wal-Mart’s speciality

9. Informing Search from Google, Yahoo, etc.

10.The Steroids Wireless access and VoIP

• The “ten flatteners” converged to create a web-enabled playing field for collaboration in real time.

• Three billion people in China, India, Russia, Eastern Europe and Latin America entered the global economy

• Vertical organizational silos converged to create new process horizontal collaboration.

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Economic: Low end jobs are becoming history in the US

Source TomPeters.comSource TomPeters.com

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Economic: Enter the Asian Tiger!

Source TomPeters.com

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Economic: China - A Giant Slumbers!

Source TomPeters.com

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Economic: More on Asia

Source TomPeters.com

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China: A New Factory every 26 Minutes

Source TomPeters.com

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India’s incredible strength in Software

Source TomPeters.com

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Today, Creativity is the source off sustained differentiation…

Source: TomPeters.com

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Environmental: Climate Change

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Environmental: China’s Power Needs

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Environmental: Bird Flu Epidemic

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Political: 2025 The New Superpowers

Military Might Economic Might

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Netting STEEP Out:

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Practical Application Discussion

How will these STEEP factors impact:

Your Nation?Your State?

Your Enterprise (DOR)?Your Life?

(5 minutes)

Discussion Questions

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Introduction and ExpectationsIntroduction and Expectations

Possible FuturesPossible Futures

Steep FactorsSteep Factors

Enterprise ResponseEnterprise Response

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Recommendation 1: Apply virtual communication tools to connect people from around the world

Instant messaging

Video conferencing

Blogs

Virtual worlds

Voice over internet protocol (VOIP)

E-mail

Learn about the features, capabilities and appropriate use of different virtual communication channels

Incorporate virtual communication tools into day-to-day work activities

Leadership Development Actions

Tools

Organizational Impact

Improved employee morale due to enhanced communication and vision-sharing from leadership

Faster decision-making due to enhanced ability to communicate with experts in real-time

Better recruitment success with young, ‘wired’ professionals (and gamers)

+

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Recommendation 2: Use collaborative spaces to gather knowledge, express ideas and concerns, and share passions

Collaborative spaces Wikis Online communities Virtual worlds Blogs

Develop a level of comfort in using collaborative spaces and tools

Identify and champion the use of informal communities of strategic value to the organization

Incorporate the use of collaborative spaces into major work efforts

Improved project management and knowledge management through centralization and organization of explicit knowledge

Increased teamwork and efficiency through use of online spaces for specific projects, meetings, or brainstorming sessions

Increased visibility and flow of innovative ideas from all parts of the organization

Increased ability to evaluate and gauge employee contribution

Higher levels of morale and retention through the development of online communities of interest

+

Leadership Development Actions

Tools

Organizational Impact

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Recommendation 3: Spend more time setting organizational context and communicating organization direction

Video conferencing Multi-user interactive events Intranet sites Blogs Wikis E-mail

Create, tailor, and communicate a corporate vision and strategy that resonates with a diverse set of employees

Develop communication program to systematically deliver vision globally

Develop feedback mechanism to evaluate program effectiveness

Increased awareness of vision among very diverse global employee base

Improved morale and retention of employees who understand where they fit within their company and where the company fits within the greater business world

Increased sense of ownership and desire to contribute to vision from engaged employees

Leadership Development Actions

Tools

Organizational Impact

+

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Recommendation 4: Leverage online tools to improve the visibility of formal and informal skills

Personal employee spaces (Myspace)

Expertise locators Skills management systems Tagging websites of common

interest - folksonomies

Enable employees to develop personal spaces that increase the transparency around employee skills, interests and availability

Use portal data in conjunction with expertise locators and skill management systems to staff teams based on skills and availability Increased speed and effectiveness

in staffing teams and projects Increased retention and motivation

of top employees through true results- and expertise-driven staffing

Greater ability to provide feedback on skill levels

Leadership Development Actions

Tools

Organizational Impact

+

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Recommendation 5: Capture real-time information about dashboards

Automated dashboards with real-time data feeds from:

Expertise locators Skill management systems Employee portals Knowledge databases External and internal data

and news feeds

Identify business drivers and metrics that impact decision making

Develop dashboard that reflects key metrics

Improved speed and accuracy of world-wide decision-making through effective gathering and sharing of data

Improved forecasting and planning capabilities based on most-recent and most-valuable global data available

Improved risk-taking capacity through improved data management

Increased visibility of trends and opportunities

Leadership Development Actions

Tools

Organizational Impact

+

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Recommendation 6: Provide more frequent guidance and link to overall recognition systems

Communication channels that can be used to promote new incentive systems

Personal portals and organizational intranets that display achievements

Look for opportunities to provide more frequent feedback on employee performance

Develop spot recognition vehicles that can highlight desired behaviors/results in the short run

Communicate and share recognition among team members

Increased alignment between world-wide employee behavior and leadership goals

Appreciation and reinforcement of leadership that provides clear expectations and then immediately responds when expectations are met through financial compensation, awards, or promotions

Increased retention and morale from staff who feel valued by leadership

Leadership Development Actions

Tools

Organizational Impact

+

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Questions