1.
MANAGEMENT
TRENDS
DIGITAL TRENDS
2017

2.
WHAT IS DISRUPTIVE INNOVATION?
The ideas summed up in the phrase
“disruptive innovation” have
become a powerful part of business
thinking—but they’re in danger of
losing their usefulness because
they’ve been misunderstood and
misapplied.
The leading authorities on
disruptive innovation revisit the
central tenets of disruption theory,
its development over the past 20
years, and its limitations.
The Problem The Response
Does it matter whether Uber, say, is a
disruptive innovation or something else
entirely? It does: We can’t manage
innovation effectively if we don’t grasp its
true nature.
The Conclusion

3.
TURNING DESIGN THINKING INTO STRATEGY
Companies have to rethink their
innovation process and design
experiences for their consumers—
from conception to the client, if they
what to be competitive.
In the past, user experience wasn´t
crucial, so a big cultural change
inside the company must be made,
to push design thinking from the
supply chain to the point of sales.
The Situation The Problem
First, you have to bring in the right kind of
design leaders. Second, you need the
right sponsorship from the top. Third, you
need as many external endorsements as
possible— from a variety of entities. Then
you need quick wins: projects that rapidly
prove the value of design inside the
enterprise. On the basis of that early
success, you start to build a design
organization.
The Steps

4.
THE WORLD AFTER BABY BOOMERS
Baby Boomers were responsible for
the first wave of digitalisation.
They invented computers and the
internet. Also built and deployed
the first software, operating
systems and built the first
databases
This age finished with the dot com
burst, when Gen X took the lead of
corporate transformation and
invented the methodologies and
tools we use today.
The Problem The Transition
Will Gen X also end with a big crash? Will
it happen when we achieve the transition
to a collaborative, 2.0 world?
The Conclusion

5.
GEN X: COLLABORATIVE OVERLOAD
Over the past two decades, the
amount of time managers and
employees spend on collaborative
work has ballooned. At many
companies people now spend about
80% of their time in meetings or
answering colleagues’ requests.
Although the benefits of
collaboration are well documented,
the costs often go unrecognized.
When demands for collaboration
run too high or aren’t spread
evenly through the organization,
workflow bottlenecks and
employee burnout result.
The Situation The Problem
Leaders must learn to better manage
collaboration in their companies by
mapping supply and demand, eliminating
or redistributing work, and incentivizing
people.
The Solution

6.
PIPELINES, PLATFORMS AND THE
NEW RULES OF STRATEGY
Platform businesses that bring
together producers and consumers,
as Uber and Airbnb do, are gobbling
up market share and transforming
competition. Traditional businesses
that fail to create platforms and to
learn the new rules of strategy will
struggle.
With a platform, the critical asset is
the community and the resources
of its members. The focus of
strategy shifts from controlling to
orchestrating resources, from
optimizing internal processes to
facilitating external interactions,
and from increasing customer
value to maximizing ecosystem
value.
The Situation The New Rules
In this new world, competition can
emerge from seemingly unrelated
industries or from within the platform
itself. Firms must make smart choices
about whom to let onto platforms and
what they’re allowed to do there, and
must track new metrics designed to
monitor and boost platform interactions.
The Conclusion

7.
Combining voice
recognition and natural
language understanding
to create effective speech
interfaces for the world’s
largest Internet market
It can be time-consuming and
frustrating to interact with
computers by typing
Breakthrough Why it matters
- Baidu
- Google
- Apple
- Nuance
- Facebook
Key Players
Powerful speech technology from China’s leading Internet company makes it much easier to use a
smartphone
SURGE OF UX. THE INTERFACE REVOLUTION

8.
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To compete, companies will have to
rethink their business models, identifying
new opportunities for creating and
capturing value.
The Implication
Digital transformation-the digitization of
previously analog machine and service
operations, organizational tasks, and
managerial processes-is pushing both
established and start-up players in many
industries to compete in new ways.
The Finding
General Electric has invested millions in
its “industrial internet,”linking previously
discrete tasks and equipment to create
more than $1.5 billion in incremental
revenue in 2013-an amount it expects
will double in 2014 and again in 2015.
The Example
GEN Y: DIGITAL UBICUITY
HOW CONNECTIONS, SENSORS AND DATA ARE REVOLUTIONIZING BUSINESS

9.
5G will power the internet
of things.
This world needs strong
investments in
cybersecurity.
The development of new
technologies like blockchain will
enable new transactions over
every business.
Breakthrough What will come
As horizontal technologies,
banks can power transactions
of many different types in all
industrial sector.
This represents a huge area of
opportunity.
Opportunities
THE 5G, TOKENIZED, CYBERSECURE WORLD

10.
Advances in software and
hardware are paving the
way for cheap AI that
already has business
applications.
Everyone is experimenting with
new uses of AI that could result in
dramatic cost cuts and increase of
potential for scalability.
Breakthrough Why it matters
- X.ai
- Cortana
- Siri
- Google Deep Mind
- IBM Watson
Key Players
Artificial Intelligence is silently making its way to the business world.
GEN Z: AI GOES MAINSTREAM

11.
ALGORITHMS NEED MANAGERS, TOO
Algorithms are essential tools for
planning, but they can easily lead
decision makers astray.
All algorithms share two characteristics:
They’re literal, meaning that they’ll do
exactly what you ask them to do. And
they’re black boxes, meaning that they
don’t explain why they offer particular
recommendations.
The Problem The Causes
When formulating algorithms, be explicit
about all your goals. Consider long-term
implications of the data you examine. And
make sure you choose the right data
inputs.
The Solution

12.
BEFORE AUTOMATION
Automation has traditionally dis-
placed workers, forcing them onto
higher ground that machines have
not yet claimed. Today, as artificial
intelligence encroaches on
knowledge work, it can be hard to
see how humans will remain
employed in large numbers.
The outlook is grim if computers
continue to chip away relentlessly
at the tasks currently performed by
well- educated people. But if we
reframe the use of machines as
augmentation, human work can
flourish and accomplish what was
never before possible.
The Threat The Reframing
Some knowledge workers will step up to
even higher levels of cognition; others
will step aside and draw on forms of
intelligence that machines lack.
Some will step in, monitoring and
adjusting computers’ decision making;
others will step narrowly into highly
specialized realms of expertise.
Inevitably, some will step forward by
creating next- generation machines and
finding new ways for them to augment
human strengths.
Five Steps

13.
EXAMPLE: KILLING THE INTRANET
Step1: Connect people
Step 2: Conect things
Step 3: Connet bots

14.
MANAGEMENT
TRENDS
THANK YOU
pedro@opinno.com