We are in a time of dizzying change. It’s estimated that nearly half of all jobs could be at risk over the next two decades because of Artificial Intelligence, automation, Cloud and IoT. Humankind has entered uncharted territory in terms of the pace of technological change. The Fourth Industrial Revolution will confront us all - so how do we make sense of it and prepare ourselves for a not-so-dystopian future?

1. Our Sponsors

2. Taste Artificial Intelligence
SIMON GAULT

3. TODAY’S SESSIONS…
ART OF THE
POSSIBLE
MAKING SENSE
OF EVERYTHING
LEARNING FROM
OUR MISTAKES

4. Why everyone needs to be ready for the
Fourth Industrial Revolution
SAMUEL WILLIAMS

5. MISSION OBJECTIVE…
What does “possible” look like,
taste like, feel like…
Some ideas, frameworks and ways
to navigate Industry 4.0…
Challenge you to…
Samsofy

8. ROBOT LOVE…

9. Degree of
complexity
1800 1900 2000 Today
Time
First
Industrial
Revolution
through the introduction
of mechanical
production facilities with
the help of water and
steam power
First mechanical loom, 1784
Second
Industrial
Revolution
through the
introduction of a
division of labour and
mass production with
the help of electrical
energy
First assembly line Cincinnati slaughter,
1870
Third
Industrial
Revolution
through the use of
electronic and IT
systems that further
automate production
First programmable logic controller
(PLC), Modicon 084, 1969
Fourth
Industrial
Revolution
through the use of
cyber-physical
systems
Humanity will change more in the next 20 years more than the 300 years before

11. 915,103,765
What are the possible combinations of six bricks?

12. 1717

13. 2017
2017

14. 2037
2037
8,968,662,492

15. 2037
2037

16. Alex Kipman

17. INNOVATION

18. Geoffrey Moore’s Model of Disruption Types…
18
Infrastructure Model
Raspberry Pi, Cloud, SaaS, BYOD, Virtualisation,
Containerisation, Micro-services
Business Model
Uber, YouTube, Spotify, SalesForce.com,
Autonomous Cars, 3D Parts Printing, Amazon
Prime
Operating Model
Mobile Banking, Amazon, e-Bay, Self-Service,
Google Nest, Drone Deliveries

19. BUSINESS MODEL
100m subscribers

20. OPERATING MODEL
OPERATING MODEL
“Just walk out technology”

21. INFRASTRUCTURE MODEL

23. Managing a Portfolio
The Three Horizons Model
Horizon 1
0 to 12 months
Horizon 2
12 to 36 months
Horizon 3
36 to 72 months
Current
Businesses
Generate
today’s cash
flow
High Growth
Businesses
Today’s
revenue growth
+ tomorrow’s
cash flow
Growth Options
Options on
future
high-­growth
businesses
Expected Window of Returns
Accumulated Total Returns
Geoffrey Moore

24. A Zone Based Approach to Innovation Effectiveness
Disruptive
Innovations
Sustaining
Innovations
Delivers
Material
Revenue
Consumes
Investment
Incubation
Zone
Performance
Zone
Transformation
Zone
Productivity
Zone
Horizon 1
Horizon 1
Horizon 2
Horizon 3
Geoffrey Moore

25. DISRUPTIONDISSONANCE
DIVERGENCE

26. UNINTENDED
CONSEQUENCES

27. The future is not just something that happens to us.
The future something we create.

28. OVERVIEW
EFFECT
AND
YOU

29. Heaven or Hell, Dystopia or Utopia,
Abundance or Scarcity?
Perspective, Ethics and New Economics.
Your personal agility will be more valuable
than past achievement.

30. How to make innovation work using an
intrapreneurial approach: Lessons from LEGO,
SAS and Siemens
DAVID GRAM

31. Radical Innovation Through
Intrapreneurship
Image
by
Samsofy
David Gram, Executive Advisor & Founder of Diplomatic Rebels™

32. About me

35. From the Brink of
Bankruptcy…
…To the most Powerful
Brand in the World

36. Core DNAMission
Innovation Strategy
The Foundation for Effective Innovation
Strategy

37. A clear and purposeful Mission.
Inspire and Develop the
Builders of Tomorrow

38. +
?
=
!
Obviously LEGO,
but never seen before.

39. Incremental v Radical

40. Radical is Normal

41. CORE
BUSINESS
LEVEL OF
INNOVATION
LEVEL OF RISK /
UNCERTAINTY
CORE
FRONT-­END
RADICAL
FRONT-­END
Continuous
Improvement /
Refresh
Incremental
Innovation
Radical
Innovation
Stage-­Gate
Agile Stage-­Gate
Agile

42. “Exploring the future business, today”
LEGO Future Lab: Invent the Future of Play!
➢ International team
➢ Small Core teams
➢ Agile experimentation
➢ The Rebels of the organization…

43. Expected deliverables
New Consumer Segments
New Markets
New Technologies
New Business Models
Learning & Capability
New Play Formula

44. Innovation Culture
Team Process Measure
Building Capability for Agile Experimentation
Design
Thinking
Agile
Execution
Business
Modelling
Experience
Designer
Project
Designer
Business
Designer
Desirability
FeasibilityViability

45. Think BIG
start SMALL…

46. Scout for Trends and
Technologies

47. Gather Insights
from Customers
through Co-­
Creation
B2C
End-­
user
B2B

48. Document
Insights and
Identify Patterns
Observe
Participate
Interact
Learn
Understand
=

52. Builds Clear
Directions,
Opportunities and
Challenges to be
Persued

53. Pretotype Ideas for
Fast Testing

54. Fast Learning
through Multiple
Iterations

55. Multiply the Innovation
Power through
Partnerships

56. Market Validation
through small Pilot
Launches

57. Shorten the Time to
Market by only
Developing the
Key Features needed

58. Don’t aim to get it
right the first time.
Aim to Learn.

59. Measure the
Portfolio on
Maturity and
Future Impact

60. Disrupt yourself…
…before somebody else does!
Image
by
Samsofy

61. But it Demands
Special Attention to
Culture

62. A few cases…
Image
by
Samsofy

63. Development
of LEGO
products is
being
democratized

64. …Let LEGO fans
become
entrepreneurs

66. LEGO CUUSOO
lanceres
20102009 2011
Elephant
Design møder
LEGO
2012 2013
Shinkay and
Hayabusa
lanceres
LEGO Minecraft
lanceres
Lancering af ny
global platform
2014
LEGO Ideas
overføres til
kerne-­
forretningen
The journey to user participation

67. Internal
Talent Entrepreneurs
Kids
and
AFOLs Companies
&
Institutions
Set the
strategy for the
Open
Innovation
Value Pools

68. The Results…
Knowhow, Capabilities
and Culture is build
Ahead of Time
Image
by
Samsofy

69. Key Challenges with Intrapreneurship
Proving it Internalizing it Scaling it

70. So, Be a Rebel!
But be diplomatic about it…
Top 5 Advice on self-­disruption:
1. People will hate your project. Accept it.
2. Only break the rules you understand.
3. Build a tribe.
4. Write love letters.
5. Make people shine.
Diplomatic Rebels™…

71. Questions?Thank You!
Want more: david@diplomaticrebels.com
Image
by
Samsofy

72. What The New York Times + LEGO + a start-­up
have learned about navigating disruption and
building customer equity
DR JAMES SLEZAK

73. James Slezak
@jslez
james@neweconomylab.com
June 2017

77. PUBLICATION OF THIS INFORMATION IS DIRECTLY
PROHIBITED BY THE PROVISIONS OF THE ESPIONAGE LAW
TOP SECRET CLASSIFICATION

78. “The entire operation smelled of 20 years to life.
Our lawyers were cautious. The senior partner told me if we
chose to publish, his firm would refuse to defend us.”
Arthur “Punch” Sulzberger

79. “The Pentagon Papers were long, very long. But one thing was
undeniable. If I’d been in charge of that mess I’d have tried to
keep it secret too.”
Arthur “Punch” Sulzberger

80. “These were extraordinary documents proving deceit of the
people by their elected officials. I had no doubt that the
American people had a right to read them and that we at The
Times had an obligation to publish them.”
Arthur “Punch” Sulzberger

88. Source: Daniel Berehulak for the New York Times (2014)

89. Tyler Hicks, Libya (2011)

93. TODAY’S SESSIONS…

96. WIN A LEGO
SPACE SHUTTLE

97. Lessons from the coalface of innovation