me infiltré en evento de élite y quería compartirlo contigo (con lo que te ahorras los mil y pico € que costaba asistir)
este post premia la inmediatez y por ello tiene muchas partes en inglés, verás que pongo entre “” citas casi literales y entre () comments míos para contextualizar un poco. Si no sabes de que va el Hit Barcelona quizás deberías esperar a que otra persona más preparada lo deje por escrito.
Hit Barcelona 12:15 17/06/2009
IESE introduce a Ray Kurzweil : “one of 60 revolutionaries that created america”
El powerpoint es super feo, prefiero sus conferencias en Ted.com
Es un ex MIT y nos cuenta como compartían 1000 personas un ordenador del tamaño de una casa que tenía un millón menos de velocidad que un Iphone.
Habla de que disruptive change (innovation) now it’s on our hands, “tools are in everywhere hands”. He just landed from china where half farmers now use cell phones.
When an industry becomes a information technology industry then happens the law of acumulation results and exponential growth. “It’s surprising because intuiton says tech evolution is linear, but that’s not how the world goes. “
El ejemplo que pone es sobre descifrar el genoma. Se inició en 1990 se dijo que en 15 años se lograría. Los escépticos eran mayoría. El genoma se descifró años antes que la previsión y es debido al poder del exponential growth (cada 11 meses doblamos “capacidades”): if you start doubling little numbers soon boom! Cuando el genoma estaba un 1% descifrado sólo le quedaban 7 duplicaciones para reach el 100% .
He points out that the same happened with the internet, another beautiful example of exponential growth “Demostrations in Iran are being organized by tweets. there are 100.000.000 blogs in China. It can’t be stopped by any centralised administration”
“Internet spreads democracy”. As said before, tools are in our hands.
“Everything we care about will be revolutionised very soon. it’s my answer to overlyconservative predictions about technology. Will be because it’s fueled by innovation and competition of talent“
Predictability and explosiveness of exponentional growth are clear ‘cause ” not even wars or global crisis affect the exponential growth”
He is an optimistic, and ‘cause exponential growth is predictable I think he has reasons to be.
For example, he claims that “in 20 years we can replace fuel energy”. “Price/performance is the big key to make the boom and we are only 7 doubles away “. The sun can provide 100% of the energy the world needs, “we only need to make 10.000 times more efficient solar cells”.
Some predictions, computers disappear:
El Software perseguirá el reverse engineering del brain y levanta una duda que me parece fantástica: are we smart enough to understand our own inteligence?
YEAR2010
-Augmented real reality
-interaction with virtual personailities as a primary interface
-effective language technologies
-ubiquitous high bandwitdth connection to the internet at all times.
-Electronics so tiny they are embedded in the environment, our clothing, our eyeglasses.
-full immersion visual-auditory virtual reality
YEAR2029
-1.000$ of computation = 1000 times more computation than actual, will be equal to the human brain.
-reverse engineering of the human brain completed
-computers pass the turing test
-nobiological inteliligence combines:
the subtlet and pattern recognition strenght of human intelligence with speed, capacity of computers (ha pasado el slide, no he visto el final…)
One last advise:
“Time you project not for the world today, but 3 or 4 years to come”. This is a lesson to entrepreneurs woldwide: timing is the key to success.
13:20 17/06/2009
Introduce a Gary Hamel EADA que dice Bcn es la 8a potencia en el mundo en cluster de estudios de MBA (3a europa tras París y Londres).
Gary Hamel lleva una corbata con colores del Barça y con la broma arranca el mayor aplauso del día: SHOWTIME !
“I’m here to talk about the challenge of innovating around managment” (mgmt a partir de ahora).”Mgmt is a technology, the most important in fact. How to organize people to do things upscale is the key to how we live today. We need to reinvent this tech because what limits your growth performance is your old mgmt model (not productivity nor business model…)
“The prosperity of Catalunya is about how we organize ourselves” (nota del autor: con los políticos que tenemos mal vamos)
mgmt is 2 things:
1- amplifying human capabilities (internet is free and does that)
2- aggregate those capabilities so that together we can do things that alone we couldn’t.
Actual mgmt was invented over 100 years ago, so who is going to lead the next mgmt revolution? the one that overcome this 3 challenges:
a- change itself : “we are leaving in a world of exponential rate, mgmt can’t follow” (examples:motorola, print news, airlines, music industry and also how Nokia lost the battle with Apple for few months when Iphone reach a window of opportunity that resulted in the more of 50.000 apps developed for Iphone vs. Nokia’s 4.000.
He pays special atention to Google’s adaptability translated in the motto “our strategy is to try more things for less money, to experiment”.
b- extreme competition: barriers of competence protective are falling down. Skype for example challenges traditional telecoms with their 250 milion users: “the only protection for your margin is innovation”
c-knowledge as a comodity: you buy the knowledge and should focus on combining it in a creative way. As a example, Apple penetrated the mobile industry within months by buying knowledge. The solution is to create new knowledge and this can only be done by changing the way we treat our employes, by changing mgmt model.
Maslow piramide interpretado por Gary H:
Las 2 primeras, las que están en el top de la pirámide son las que crean valor en el mundo que vivimos: “this two are gifts that can’t be commanded, employees bring it to work if they want”. Las 3 en el bottom de la piramide se han convertido en commodities.
great passion- the magnum opus
initiative - willing to challenge status quo
intelect,expertise
diligence
obedience
“We need to turn mgmt not to get employees to serve the organitzation, their mission is to build the enviroment that makes employees bring those two gifts to work”
Examples of radical and succesful mgmt models:
-Team selects it’s leader. “if you call a meeting and people show up, you are leader material”
-Every employee can say NO to any work so that commitment is voluntary (esta es particularmente radical y fantástica)
-Reverse accountability: employees rate bosses and results are all available and visible online so that there is no place for mediocre boss.
-Employee freedom and discipline are not exclusive. Dice que lo jefes cada vez tienen un gap tecnológico más importante (no están a la última y progresa exponencialmente)
Mgmt is about finding new ways to work together and the web is a mirror of best practices. He says beautifully that “THE WEB IS THE OPERATING SYSTEM OF OUR LIFES” and that we should learn from it:
- ideas should compete on the same level
- what matters is your contribution, not your credentials
- social environment at work can’t be far different than the one in the web
He claims that “the future never starts in the mainstream, it starts at the fringe, look at the social revolution happening in the web. The web is changing operational and business model but very few understand how is gonna change the mgmt model”
He bets for a Postmgmt world where mgmt is pushed away to the peripheria.
He is also an optimist: “We are so lucky to be alive in this time of history”, and “we have the chance to make organitzations as humans as the employees that work there. Or at least as interesting and adaptable as we individuals. “
15:30
ESADE introduce a Vijay Govindarajan:”VJ is one example of personal transformation”, nació en un pueblo sin electricidad ni $ y manage to get hasta Harvard y ahora es un gurú estratégico de renombre mundial.
Ten rules for strategic innovators: strategy has very little for dealing with the present.
“MAKE THIS EXERCISE IN YOUR COMPANY. IMAGINE 3 BOXES AND FILL THEM WITH THE PROJECTS THAT ARE ABOUT TO BE IMPLEMENTED IN 2009 ACCORDING TO THEIR PURPOSE”
BOX 1: MANAGING THE PRESENT
BOX 2: SELECTIVELY ABANDON THE PAST
BOX 3: CREATING THE FUTURE
BOX 1 thinking responds to linear changes in the industry, incremental improvements and achieving operational excellence. Box 1 is about closing performance gap and may lead to restructuring the company.
BOX 2&3 thinking is about discontinous non-linear changes. Box 2&3 are about closing opportunity/innovation gap and leads to renewal of the company. Profits in this gap are much much bigger than in box 1.
box1 is about best practices/benchmarking wich is not strategy. Strategy is about next practices. Pone a Gaudí como ejemplo de next practice y sobretodo al nobel M.Yunus, el inventor de los microcréditos que hizo lo opuesto que la banca tradicional resultando como el único banco que no ha necesitado rescate de los gobiernos ni tiene debt.
Una vez más sale el tema estrella: “Internet is a discontinuos non linear change example, so is the coming customers discontinuoty caused by the emerging markets.
Customers abroad are not similar as locals, despite globalitzation. This the habitual mistake of multinationals entering emerging markets. El ejemplo es el Nana Tato (2000$ car) que transformará la industria automovilística en todo el mundo, empezando por India, pero se extenderá por Asia hasta llegar a Detroit.
En 1860 el 55% del GDP del mundo era provocado por India y China, hoy es el 5%
“In 25 years both countries will create as much GDP richness as world’s GDP today (47 trillion $), my advise to you is to start thinking how to participate from this growth.
“A possible strategic plan for your company to apply in 2009 with 3 horizons in mind”:
horizon 1 is your core business y deberías dedicarle el 50% de tus esfuerzos/proyectos
horizon 2 is an adjacent space that appears when your efforts moves away from the core to an adjacent space y deberías dedicarle el 20-30% de tus proyectos
horizon 3 is about all your efforts put ot reach an entirely new Space y debería ocupar el 10-20% de tus proyectos
Leaders should balance box1 with box2&3 and make sure that projects are implemented diferently on each horizon.
“Simple goodbye message, Future is now. Future is not about what you do in the future. You have 2 jobs to do today, deal with present and anticipate the future. Make sure your approach to both issues is diferent as they need fundamental diferent resource alocators and mindset/talent”
Me viene a la cabeza el anuncio de Nike, “Yesterday you said tomorrow”
Ha sido un placer ser corresponsal para tod@s vosotros, siento si por la inmediatez se pierde discurso. Si tienes dudas deja un comentario e intento clarificar-las :)
