TRANSFORMING A COMMUNITY TOWARD A KNOWLEDGE SOCIETY THE WINDS OF CHANGE
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TRANSFORMING A COMMUNITY TRANSFORMING A COMMUNITY TOWARD A KNOWLEDGE SOCIETYTOWARD A KNOWLEDGE SOCIETY
THE WINDS OF CHANGETHE WINDS OF CHANGE
DR. KIP BECKERDR. KIP BECKER
BOSTON UNIVERSITYBOSTON UNIVERSITY
[email protected]@BU.EDU
[email protected]@BU.EDU
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WHAT IS KNOWLEDGE BASED?WHAT IS KNOWLEDGE BASED?
• WHAT DOES IT MEAN TO BE “SMART”WHAT DOES IT MEAN TO BE “SMART”– HOW TO GET THINGS DONE– WHERE THINGS ARE– SITUATION OPPORTUNITIES AND SOLUTIONS– CONSUMER ORIENTED
– NEXT GENERATION “WANTSGOAL:A NATION OF “SMART” PEOPLE WITH “ATTITUDE”
•WHAT IT IS NOT:WHAT IT IS NOT:•ABOUT THE TECHNOLOGY / INFORMATIONABOUT THE TECHNOLOGY / INFORMATION•QUEST FOR MAGICAL A SOLUTION OR BEING QUEST FOR MAGICAL A SOLUTION OR BEING A “WORLD CENTER”A “WORLD CENTER”
SMARTSMART
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RESOURCE RICH AFRICAINDONESIA OIL SURINAM BAXITE
LEARNING TO MANAGE INFORMATIONLEARNING TO MANAGE INFORMATIONTO CREATE VALUETO CREATE VALUE
VALUE ADDED SOLUTIONS Columba - Seattle Washington
India- Dominican Republic call centers
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INTERNATIONAL COMPETITIONINTERNATIONAL COMPETITION
NO FIRM OR GOVERNMENT NO FIRM OR GOVERNMENT NO MATTER HOW LARGE OR STRONG IS SAFENO MATTER HOW LARGE OR STRONG IS SAFE
1.1.““BIG STALE GUYS” NO LONGER RULEBIG STALE GUYS” NO LONGER RULE
2.2. MUST DRIVE OUT OLD ATTITUDES MUST DRIVE OUT OLD ATTITUDES MARCU “CMARCU “C KomatsuKomatsu
3.3. KNOWLEDGE AND “SMART” RULE KNOWLEDGE AND “SMART” RULE
OLD RULES ARE OUTOLD RULES ARE OUT
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BUSINESS HAS REACHED END OF INCREMENTALISM
CATCHING UP NOT THESAME AS GETTING AHEAD
Strategy NEEDS TO BE CREATED FOR
THE FUTURENOT FOR THE PRESENT
FORWARD
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THE WAY THE WORLD THINKS IS CHANGING
MASS PRODUCTIONMASS PRODUCTIONEngineering ModelEngineering Model Make it Store Inventory To Sell From
Early Information ImportanceEarly Information Importance
LEAN JAPANESE MODELLEAN JAPANESE MODELJust In Time (JIT), TQM, 6 SIGMAJust In Time (JIT), TQM, 6 SIGMA
Match Production & Inventory / Sales
Then Came 70s
Today’s Competition
INFORMATION AGE MODELINFORMATION AGE MODEL
EMOTIONAL TECHNOLOGY AND CULTURAL INNOVATIONConsumer Information Produce
BETTER, FASTER, CHEAPER then
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Emotional Technology
Production
Cultural Innovation
DESIGN STYLE
PR
OD
UC
T D
ES
IGN
AD
D -
VA
LU
E
OBM
ODM
OEM
Emotional Technology “Buy me because through incorporating technology I am better on some powerful but specific functional criteria such as lower price or lower weight” (as seen in the netbook’s list of features); iphone apps
Cultural Innovation “Buy me because through better marketing awareness of customer needs I am able to make you feel special in some important non specific non functional way such as the elegance and lack of clutter associated with the Apple Computer brand, the beauty of the Asus netbook’s exterior finish or integrated ease of use, or the playfulness of some Asian cell phone packaging”.
VALUE ORIENTATION
PRODUCTION ORIENTATION
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THOSE “NON KNOWLEDGE”THOSE “NON KNOWLEDGE”ADVANTAGES CAN BE TRANSITORYADVANTAGES CAN BE TRANSITORY
HISTORY OR RUBBER Manaus 1890-1920
•MORANO GLASS
PLANS FOR THE FACTORIES OF LOWEL STOLEN FROM ENGLAND
POLAROID -KODAK
FUJI
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COMPETITIVE ADVANTAGESCOMPETITIVE ADVANTAGES
OLD ADVANTAGESOLD ADVANTAGES• Low cost labor/
Labor relationships • Favorable debt
financing• Domestic subsidies• Protected home
markets• Superior tax systems
NEW ADVANTAGESNEW ADVANTAGES•“Smart” Society•Consumer aware•Responsive Infrastructures•Education•Enthusiastic to Change and Quick to market•Technology & Innovation Driven• Competition based on “Knowledge” Advantages
SUBJECT TO:SHIFTS IN CONSUMER DEMAND
LACK OF PROTECTION OF TECHNOLOGY REPLACEMENTS OF PRODUCTS BY TECH
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FRONTAL STRAGEGY CAN BE FRONTAL STRAGEGY CAN BE SUCCESSFUL WHENSUCCESSFUL WHEN
FIRM UNDERSTANDS WHAT FIRM UNDERSTANDS WHAT CONSUMER WANTS?CONSUMER WANTS?
CaterpillarCaterpillar
A A guarantee: equipment, on a desert : equipment, on a desert airport project or Arctic Circle oil airport project or Arctic Circle oil
would be fixed quicklywould be fixed quickly
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CO
MP
ET
ITIO
N
FLANKING
Attack th
e market where th
e
competitor is
weakest
INFORMATION IN
TENSIVE
INFORMATION IN
TENSIVE 60S JAPANESE60S JAPANESECARS, COPIERS
MOTORCYCLES
2000s KOREA
2000s KOREA
Sidewinder
SMART MEANS WINNING BY FLANKING SMART MEANS WINNING BY FLANKING
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CO
MP
ET
ITIO
N
Offering new product making theirs
unnecessary RESEARCH & CONSUMER INTENSIVE
WA
TC
HE
S
SW
ISS
to C
ITIZ
EN
S, S
IEK
O
Japan TOTO
POLAROID -K
ODAK FUJI
SMART WINNING BY TECHNOLOGY BYPASSSMART WINNING BY TECHNOLOGY BYPASS
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THREE NATIONAL STORIESTHREE NATIONAL STORIES
SHANGAISHANGAI
BRAHAINBRAHAIN
DUBAIDUBAI
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““It is generally much It is generally much easier to kill an easier to kill an
organization than organization than change it change it
substantially.”substantially.”-Kevin Kelly, Out of Control
The problem is not really so much how to get new, innovative thoughts into your mind, but how to get old ones out
““I THINK THERE IS A MARKET FOR I THINK THERE IS A MARKET FOR MAYBE FIVE COMPUTERS” - MAYBE FIVE COMPUTERS” - THOMAS WATSON CHAIRMAN IBM THOMAS WATSON CHAIRMAN IBM 1943 1943
“THERE IS NO REASON ANYONE THERE IS NO REASON ANYONE WOULD WANT A COMPUTER IN THEIR WOULD WANT A COMPUTER IN THEIR HOME” – KEN OLSON, PRESIDENT HOME” – KEN OLSON, PRESIDENT CHAIRMAN FOUNDER DIGITAL CHAIRMAN FOUNDER DIGITAL EQUIPMENT 1977EQUIPMENT 1977
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Knowing w
hat the C
USTOMER wants
not
Knowing w
hat the C
USTOMER wants
not
just w
hat you w
ant to m
ake
just w
hat you w
ant to m
ake
INNOVATIO
N’S K
EY IN G
LOBAL STRATEGY
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Technology, friend or foe?
11,000 SELLERS3,500 FLOWER TYPES5,000 BUYERS120 AUCTION GROUPS
THE DUTCH FLOWER GROWERS (DFA) AND THE DUTCH FLOWER GROWERS (DFA) AND THE TELE-FLOWER AUCTION (TFA) THE TELE-FLOWER AUCTION (TFA)
1097 Pope Urban II outlawed crossbow
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1717
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Facebook 1 yr
SPEED AND FLEXIBILITY DEMANDSSPEED AND FLEXIBILITY DEMANDS
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PRODUCTIVITYPRODUCTIVITY
GOODSSERVICE
PRODUCTIONPRODUCTION
SERVICESSERVICES
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WHAT DOES IT TAKE?WHAT DOES IT TAKE?
NEVER HAS ENVIRONMENT BEEN NEVER HAS ENVIRONMENT BEEN MORE RECEPTIVE TO NEW IDEAS MORE RECEPTIVE TO NEW IDEAS
& MORE HOSTILE TO EXISTING & MORE HOSTILE TO EXISTING FIRMS and NATIONSFIRMS and NATIONS
(KNOWLEDGE)(KNOWLEDGE)COMPANIES MORE LIKELY TO BE COMPANIES MORE LIKELY TO BE AMBITIONAMBITION CONSTRAINED THAN CONSTRAINED THAN
RESOURCERESOURCE CONSTRAINED CONSTRAINED
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KEEPING UP WITH CHANGEKEEPING UP WITH CHANGETechnology & Pace of ChangeTechnology & Pace of Change
SIU AND CHINESE SIU AND CHINESE BASEBALLBASEBALL
•SONY WALKMAN HAS HAD TO PRODUCE 160 MODELS SO SUSTAIN IDENTY AGAINST CLONES
•1976 TEXAS INSTRUMENTS 90%MK SHARE LOW PRICED DIGITAL WATCHES ($19.95)
•1983 LOW END IS $3.00 TI CAN NOT BE PROFITABLE
•In only 7 years TI went from MK leader to extinct
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WHAT TO DEVELOP?– HOW MUCH CONTROL ARE YOU
WILLING TO GIVE UP?
WHAT / HOW TO ASSIMILATE?
– WHAT CHANGES TO CULTURE ARE EXPECTED?
– WHAT IMPEDIMENTS TO CHANGE?
PART OF GAME OF DEVELOPING INTERNATIONALLY COMPETITIVE
KNOWLEDGE BASED SOCIETY IS BEING INTERNATIONAL
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THANK YOUTHANK YOU