Keynote Presentation at Frost & Sullivan ConNEXTions 2014 in SFO

Say-gee-deem

1996Vice President. Collaborated with managers to design and develop training curriculum for entire

organization. Curriculum included technical, leadership, management and personal

development courses.

PRUDENTIAL

2001 Founder and Chief Information Officer. Served as technological subject matter sounding board for members of the board of directors, investors and other managing partners in assisting them to include technical choices in overall business strategy.

LICENSE MONITOR

HistorySome #FrostNEXT

2005

2013

2007

Senior Vice President & Head of Alternative Investments. Provide strategic leadership in

lockstep with enterprise wide initiatives for information management, unified business

processing and streamlined wealth management client reporting.

LEHMAN BROTHERS

Director & Chief Operating Officer. Executed transformation with strong business orientation and long term partnerships with C-suite and officer levels to implement enterprise goals with global mandate.

UBS

Group Vice President & Global Head of Innovation. Responsible for defining & delivering

global next generation enterprise product suite for health and life sciences industry.

CEGEDIM

#FrostNEXT

HumanAPI BRAINFOOD whitespace

Awesome Sauce PhD/Instructor Cegedim

dotAIN

HuffPo

CurrentWORK #FrostNEXT

I E G

Patent Wars2012, first time,

spending by Apple & Google on patent

lawsuits & big-dollar patent purchases

exceeding R&D.

Start-ups In December 2012, a

start-up called Contrail Systems was

purchased for $176 million two days after

it launched.

Wealth MovingIn 2011, Asia had more millionaires than North

America for the first time ever, according to

RBC Wealth Management.

100% 176M 2011

Today’s TalkWhy

C

CEO TenureIn two decades, the

average CEO tenure in US went from 10 years

to 5. Global is still at about 8 years and was at 10 one decade ago.

5 yrs

#FrostNEXT

NEW “new deal”

• Scholarly Knowledge & Science. What do we know about the science of organizations, and is this still valid?

• Practitioner Knowledge & Skills. Is our training, best practices and experience on par with the new new deal?

• Leadership Framework and Benchmarks. Is leadership the same, what is the new c-suite, and how does the suite operate?

CHANGE IS CHANGINGHOW FAST

WHERE

WHAT

So WhatThe #FrostNEXT

No ReallyHow many companies have been created and

destroyed in the last 2 years?

52% of the Fortune 500 have been destroyed, acquired, shut down, merged or similar over the

last decade.

Mostly Noise890K

Management

110K

Leadership

64K

Innovation

37K

Transformation

1800

Disruption

The ability for humans to change thinking, behavior,

and values enabling evolution.

PersonalInnovation

The ability for a company to be first to market and remain sustainably

competitive.

CompanyDisruption

The ability for industry bodies to band together to

enable the future and preserve the past.

IndustryTransformation

CompetenciesNew

CIO CTO

CFO

COO

CMO CEO

<- - - - - - - - - - - - - - - CXO Perspective - - - - - - - - - - - - - - - - - - ->

#FrostNEXT

Counter Intuition

1. David defeating Goliath was not an improbable victory.2. Smaller class sizes do not necessarily create an environment

that’s more conducive to learning.3. There’s a point at which money and resources stop making

our lives better and start to make them worse.4. There are times when it’s better to be a big fish in a little

pond than a little fish in a big pond.5. There are such things as “desirable difficulties.”

dYou have to get out in front of the customer early and repeatedly. t

Start thinking about the target state as simply the next state.i

View innovation as a portfolio of four types of projects.

dNeed a championing process between ideation & execution t

Stand alone products fail, go form platform to ecosystem thinking.i

Stories, and a communication plan of quick wins are key.

No secret projects

No one size No build first No target state

No heroesNo project police

01 04 07

02 05 08

Leadership Model

Hydra

dYou have to learn to plan and ship in two to three versions. t

Get ahead of the innovation curve and create value for biz i

You have to reset the operational metrics of innovation for failure.

No failure fear No waitingNo phases03 06 09

#FrostNEXT

Innovation“The ability for humans to change thinking, behavior, and values enabling

evolution.” – Richie Etwaru

No one size

01

No secret projects

02

No failure fear

03

View innovation as a portfolio of four types

of projects.

Stories, and a communication plan of

quick wins are key.


InnovationHydra #FrostNEXT

No one sizeInnovation #FrostNEXT

Disruption“The ability for a company to be first to market and remain sustainably

competitive.” – Richie Etwaru

No build first

04

No project police

05

No phases

06

You have to get out in front of the customer early and repeatedly.

Need a championing process between

ideation & execution

You have to learn to plan and ship in two to

three versions.

DisruptionHydra #FrostNEXT

DisruptionNo project

police

#FrostNEXT

Transformation“The ability for industry bodies to band together to enable the future and preserve

the past.” – Richie Etwaru

No target state

07

No heroes

08

No Waiting

09

Start thinking about the target state as

simply the next state.

Stand alone products fail, go form platform to

ecosystem thinking.

Get ahead of the innovation curve and create value for biz

TransformationHydra Keynote

No WaitingTransformatio

n

80%

Humans

Machines

#FrostNEXT

Design

Platform

Build

100, 000 Permutations

1,000,000 lines of code

10,000,000 Instructions

14K

No WaitingTransformatio

n

Cognitive Gap

50%80%

Humans

Machines

= Fear+No One

Else Does This

+ Govt. Policies

50%

AI

#FrostNEXT

Mostly Noise890K

Management

110K

Leadership

64K

Innovation

37K

Transformation

1800

Disruption

dYou have to get out in front of the customer early and repeatedly. t

Start thinking about the target state as simply the next state.i

View innovation as a portfolio of four types of projects.

dNeed a championing process between ideation & execution t

Stand alone products fail, go form platform to ecosystem thinking.i

Stories, and a communication plan of quick wins are key.

No secret projects

No one size No build first No target state

No heroesNo project police

01 04 07

02 05 08

Leadership Model

Hydra

dYou have to learn to plan and ship in two to three versions. t

Get ahead of the innovation curve and create value for biz i


No failure fear No waitingNo phases03 06 09

#FrostNEXT

Thinking Paradigm

New #FrostNEXT

Paul GrahamDon’t think big

“Empirically, the way to do really big things seems to be to start with deceptively small

things.”

Elon MuskSeek Out Negative Feedback

“They won’t always be right, but I find the single biggest error people make is to ignore

constructive, negative feedback.”

Jeff BezosChange Your Mind A Lot

“This doesn’t mean you shouldn’t have a well formed point of view, but it means you should

consider your point of view as temporary.”

Reid HoffmanBe Embarrassed With Your First

Version“It’s getting out and getting in the market and learning and

moving, much more important than the ego satisfaction of ‘Oh, I want to do it completely behind a cloak and then

[remove] the cloak and everyone knows how wonderful and what a genius I am cause they think the product is so

wonderful.’ .”

Richard BransonGo With Your Gut

“Your instincts and emotions are there to help you. They are there to make things easier.”

NEW “new deal”

• Scholarly Knowledge & Science. What do we know about the science of organizations, and is this still valid?

• Practitioner Knowledge & Skills. Is our training, best practices and experience on par with the new new deal?

• Leadership Framework and Benchmarks. Is leadership the same, what is the new c-suite, and how does the suite operate?

CHANGE IS CHANGINGHOW FAST

WHERE

WHAT

Are we ready?So What #FrostNEXT

In Greek mythology, the Lernaean Hydra (Greek: Λερναία Ύδρα) was an ancient serpent-like water monster, with reptilian traits (as its name evinces), that possessed many heads — the poets mention more heads than the vase-painters could paint (nine), and for each head cut off it grew two more — and poisonous breath and blood so virulent even its tracks were deadly.

The Hydra of Lerna was killed by Hercules as the second of his Twelve Labours. Its lair was the lake of Lerna in the Argolid, though archaeology has borne out the myth that the sacred site was older even than the Mycenaean city of Argos since Lerna was the site of the myth of the Danaids. Beneath

the waters was an entrance to the Underworld, and the Hydra was its guardian.

The Hydra was one of the offsprings of Typhon and Echidna (Theogony, 313), both of whom were noisome offspring of the earth goddess Gaia.

Lernaean HydraThe #FrostNEXT

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EMAIL & PHONE SOCIAL MEDIA

@richieetwaru

in/richieetwaru

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Keynote Presentation at Frost & Sullivan ConNEXTions 2014 in SFO

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Transcript of Keynote Presentation at Frost & Sullivan ConNEXTions 2014 in SFO