What are the emerging technologies? 1- Machine Learning (ML) 2- - - PowerPoint PPT Presentation

1- Machine Learning (ML) 2- Block Chain Technologies (BCT) 3- Big Data Analytics (BDA) 4- Small Data Analytics (SDA) 5- Internet of Things (IoT) 6- Wearables Technology (WT) 7- Artificial Intelligence (AI) 8- Robotics 9- Additive Manufacturing Technologies (AMT)/RP/3- DP 10- Virtual Reality (VR)/ Augmented Reality (AR)/ Mixed R 11- Cloud based technologies 12-Quantum computing

What are the emerging technologies?

• Two Disclaimers

Why Management of Change

• How the job market will look like in 2040?
• Either billions of people will be redundant or in long

run automation will keep generating new jobs and greater prosperity for all.

Machines Replacing Humans

• Machines first competed with physical ability and now

competing with cognitive abilities.

• Which jobs are difficult to be replaced by (smart) machines?

Driverless Car, Telemedicine, Legal advice

• n Machine: What is Special about them?

Key Insight

• The key insight leading to driverless car, loan

processing in 30 seconds, telemedicine or even negotiating business deal by the machine: Human intuition is in reality ‘pattern recognition’.

• Infotech and Biotech together are redefining

almost all aspects of life.

Old News and Very Old News

• Deep Blue defeated Kasparov is very old news.
• Stockfish 8 became world’s computer chess

champion in 2016 is old news.

• Google’s AlphaZero program defeated the Stockfish 8 which is

based on machine learning principles of self learning.

• Change is happening all the time;
• Feudalism, monarchism and traditional religions were

replaced by liberal democracies, communist dictatorship and fascist regimes.

• In future can raising babies be recognized as the most

valuable job and government may start paying for that.

• AI and 3D printer may overpower Bangladesh and

Banglore Or like 50% Ultra Orthodox Jewish we may not required to work and find more joy, engagement and insight in studying scripture, doing meditation and Yoga and raising children, running community engagement activities.

• Think and share about few BIG changes you and your
• rganizations are facing or going to face in near future

Any Competitive Advantage goes through following stages

• Launch
• Ramp up
• Exploitation
• Reconfiguration
• Disengagement

Transient Competitive Advantage Creator : Rita Gunther, Harvard Business Review

When do we know that whether current advantages are at risk

• I don’t buy my own company’s products
• We’re investing at the same levels and not getting better

margins or growth in return.

• Customers are finding cheaper or simpler solutions to be

“good enough.”

• Competition is emerging from places we didn’t expect.
• Customers are no longer excited about what we have to
• ffer
• We’re not considered a top place to work by the people

we’d like to hire.

• Some of our very best people are leaving.

An Example: Miliken and Company

• Largely focused on textiles and chemicals through the 1960s,

and ………………..advanced materials and flameproof products through the 1990s, ……………………………………a leader in specialty materials and high- IP specialty chemicals by the 2000s.

Few Misconceptions

• The first mover trap: First mover advantage is still there in the sectors like…..?
• The superiority trap: E commerce sites took how many years to give present level of

experience….?

• The quality trap: Sticking to quality which customers are not willing to pay for,

like…..?

• Fiefdoms: My market, my space…ex. choice between mass market phone or a

product like iPad

• Too busy to innovate: Who will do it….Product-Service conversion to subscription

requires…..?

• Empires to protect: More assets and the associates you manage more…..?
• Sporadic innovation: Innovation jackpot is hit by a company which is…..?

Is Your Company Prepared for the Transient-Advantage Economy?

Strategy for Transient Advantage: Few Examples

• Google’s move into phone operating system, Walmart

edging into health care, Internet credit provider Not bound by industry but playing in arena

• Cognizant spelling out on “the future of work”

Setting the broader themes and let people experiment

• Brambles in Australia listening and responding to

customer to delight them Focus on experiences and solutions to problems

• Amazon, TripAdvisor, Titan building communities

Building strong network

Strategy for Transient Advantage: Few Examples

• Two extreme examples of restructuring; Netflix

Learn healthy disengagement

• Constant ideation in Wipro, 3M

Systematic early stage innovation, iteration and learning

Strategy for Transient Advantage: Few Examples

Time Profitability

Disruptive Innovation Application Innovation Product Innovation Process Innovation Marketing Innovation Business Model Innovation Structural Innovation

Different types of Innovation give greater profitability at different points in the life cycle of a product family

Geoffrey A. Moore “Darwin and the Demon: Innovating Within Established Enterprises” HBR July- August 2004 pp.87-92

New product invention, tailoring, and development

From lab to market to ecosystem ...

PERIOD FOCUS WHO ? LEVEL 60-70

Technological Innovation (DoD, Nasa …) “the technologist” “the lab” technology

80-90

Product Innovation (Automobile, PC, …) “innovative staff” “the organisation” marketing

today

Business Model Innovation (Senseo, Adobe …) “management & partners” “innovation- ecosystem” boardroom

Value Innovation: Redrawing the value curves

Relative Level

LOW HIGH

Price Packaging High-tech Gllamorous Natural Representation and cosmetics image ingredients of healthy advertising science living

Key elements of product, service and delivery value

Body Shop Value Curve Cosmetics Industry Value Curve

• W. Chan Kim and Renée Mauborgne

https://www.mindtools.com/pages/article/value-curve-model.htm

Value Innovation by Formula 1 Hotel

Kim, W. C., & Mauborgne, R. (2000). Knowing a winning business idea when you see one. Harvard business review, 78(5), 129-138.

Redrawing the value curves

New Value Curve

Reduce: What factors could be reduced well below the industry standard Raise: What factors could be raised well above the industry standard Eliminate: What factors should be eliminated that the industry has taken for granted? Create: What factors should be created that the industry has never offered?

Identify value - create value - capture value

No leader could cognitively handle the complexity of scores of individual arenas, all at slightly different stages of development. What great leaders do is figure out some key directional guidelines, put in place good processes for core activities such as innovation, and use their influence over a few crucial inflection points to direct the flow of activities in the organization. This requires a new kind of leader—one who initiates conversations that question, rather than reinforce, the status quo. A strong leader seeks contrasting opinions and honest disagreement. Diversity increasingly becomes a tool for picking up signals that things may be changing. Broader constituencies may well become involved in the strategy process.

• What all this means to me?

• What and where is the source of all these changes and

innovations?

My Temperament

Fears and Disabilities

Disabilities

Fear of Failure: Because education system and

• rganizations always reward the success

Allergy to ambiguity: Because predictability and routine are comforting Touchiness (Fear of rejection or humiliation): Particularly show up in activities which require collaboration

Conformity (Fear

• f

social disapproval): Conformity arises out of fear of breaking social norms, allegiance to tradition, customs, rituals, rules and regulations

Fears

Disabilities

Resource Myopia: Full of resources vs Resourcefulness Rigidity: Stereotyping, dogmatism, functional fixedness

Change: Few Recent Research Findings

From the book Switch by Chip and Dan Heath

Two Parts of the Same Brain

• Emotional part

– This part is instinctive and feels pain and pleasure

• Rational part

– This part is reflective, conscious, deliberative and analytical

• These two parts are always active

– The rational side may want to wake up at 5:45 am, allowing plenty of time for a quick jog – The emotional side may enjoy snoozing in a warm cocoon of sheets and blankets and want a few more minutes of sleep

• Elephant

– Emotion

• Rider

– Reason

The Elephant and the Rider

• Everyone in your workforce is

both a Rider and an Elephant

–Direct the Rider (rational) –Motivate the Elephant (emotional)

The Elephant and the Rider

What Gets in the Way?

• When change fails it is usually

caused by the elephant

– The elephant is much stronger than the rider, but it is lazy and prefers immediate gratification

• ver delayed

gratification – The rider may want to avoid candy today to be slimmer tomorrow – the elephant wants the candy today

It’s exhausting trying to keep an elephant in line.

Change: Psychological Framework

Direct Rider Motivate Elephant Shape the Path Find the bright spot Find the feeling (Ex. Gloves in GE) Tweak the environment (Ex. Size of Popcorn bucket) Script the critical moves (Ex. 1% milk instruction, Video game for patients) Shrink the change (Ex. Car wash coupon) Build Habits (Ex. Check list) Point to the destination (Ex. Teach for America) Grow the people (to bigger reality) Rally the Hero (Group power)

Overview of Simulation Model

Player’s Authority: Mid Level Manager

• r CEO

Change Context: Environmental Sustainability in a High or Low Urgency Situation Change Strategy: 18 Change Levers

Two Basic Types of Change

• Reactive Change

– Closing a performance gap

• (what is and what should be)
• Proactive Change

– Closing an opportunity gap

• (what is and what could be)

Three Distinct Organizational Change Phases

Make the Case for the Change Initiative Build the Organizational Capacity for Change Build Momentum for Change Initiative Preserve and Continue to Build Organizational Capacity for Change Institutionalize Change Initiative

Mobilization Phase Movement Phase Sustain Phase

Kotter’s 8 Steps

Establishing a Sense of Urgency Forming a Powerful Guiding Coalition Creating a Vision Communicating a Vision Empowering Others to Act on the Vision Planning for and Creating Short-Term Wins Consolidating Improvements and Producing Still More Change Institutionalizing New Approaches Mobilization (Unfreeze) Movement (Change) Sustain (Refreeze)

Change Formula

(D x M x P) > Cost of Change if Change is to Occur D = dissatisfaction; M = model; P = process

Sources: Beer, M., and N. Nohria. 2000. Cracking the code of change. Harvard Business Review (May–June) and Beckhard, R. and Harris, RT (1987) ‘Organizational Transitions: Managing Complex Change, 2nd Edition.’ Prentice Hall.

Reasons for Individual Resistance to Change

Forces for Change Direct Costs Saving Face Fear of the Unknown Breaking Routines Incongruent Systems Incongruent Team Dynamics

Source: Lewin, K. 1947. Frontiers in group dynamics. Human Relations 1 (5): 41.

P: Some Key Process Choices

Build Credibility Communicati

• n Plan

Pace and Involveme nt Trainin g Build Coalitio n Metrics and Measureme nt Build Organizatio nal Capability