| Charles Leadbeater |
| Continued rapid growth especially in Asia | |
| China = the world’s factory | |
| Silicon Valley = the software centre | |
| Bangalore = commodity services | |
| Korea: wages 50% of UK, but same % of graduates in population | |
| Malaysia: graduate financial analyst costs $16k, in US $120k | |
| Bangladesh: even poor countries climbing value added ladder | |
| Competition driving efficiency | |
| Rewards to scale | |
| High quality, low price, high productivity | |
| Uncertainty and pressure but big opportunities | |
| Education | |
| Science | |
| Communications | |
| Consumer innovators | |
| From closed to open models | |
| Research labs to networks | |
| In a single day in 2002 there was as much: | ||
| world trade as in the whole of 1949 | ||
| scientific research as in 1960 | ||
| telephone traffic as 1983 | ||
| emails traffic as 1990 | ||
| mobile phone text messages as 1996. | ||
| Efficiency and entrepreneurship | |
| Exploit and explore | |
| Driven by performance but also thinking laterally and ahead | |
| High quality = low variance, high standards | |
| Innovation = diversity, experimentation | |
| Cake makers = find one best way to bake your cake: optimisation | |
| Recipe maker = create new ways to blend ingredients: adaptation | |
| Can you do both? One feeding the other? | |
| US Army | ||
| From lessons learned & knowledge management to simple rules | ||
| Nokia | ||
| Culture and values as gear box of a multi speed organisation | ||
| Communities of innovation | ||
| Open, modular systems | ||
| Central design rules and decentralised innovation | ||
| From the System 360 to Linux | ||
| Good companies engage with multiple communities | ||
| Disk Drives | ||
| Why do good companies become bad? | ||
| Answer: they carry on trying to be good at what made them good | ||
| US Semi conductors | ||
| The reinvention of failed incumbents | ||
| Distinctive, evolving knowledge | ||
| Historic base, can’t be invented overnight or copied easily | ||
| Unlearning as well as learning | ||
| Avid borrowers | ||
| Look sideways | ||
| Creative dissonance | ||
| Sensing opportunity | ||
| Search, scan, sense | ||
| Pro-Am customers, consumer innovators | ||
| Embryonic markets to mainstream | ||
| Having a point of view | ||
| Who invented the Osbournes? | ||
| Innovating business models | ||
| Combining knowledge, people and assets around opportunity | ||
| Lateral thinking in business | ||
| If its popular doesn’t mean people will pay | ||
| Doing basics efficiently allows more time for innovation | |
| Self regulation, performance management, speed of response | |
| Thinking intelligently, swiftly about customers | |
| Promoting self service, allowing customers to write new scripts | |
| Collaboration within and between companies | |
| Keep it simple: three to five rules of thumb | |
| How would you run a children’s party? | |
| Is your organisation a rock or a flock? | |