This document discusses strategies for closing the knowledge divide in businesses. It advocates for empowering change through technology to improve speed, access, and data-driven decision making. Modular solutions and minimum viable products are recommended to iteratively validate customer needs and keep pace with rapid technological change.

1. CLOSING the
KNOWLEDGE
DIVIDE
Kyle Lacy (@kyleplacy)
Steps to Building the Business of the Future

3. My Career

4. Lessonly is used by thousands of teams
to translate important work knowledge
into lessons that accelerate productivity.

5. We must understand change.

6. The image part with relationship ID rId2 was not found in the file.
Louis CK Video

7. Technology
RateofChange
Time
Deloitte University Press | dupress.deloitte.com

8. Technology
Highest Performing Teams
and Businesses
RateofChange
Time
Deloitte University Press | dupress.deloitte.com

9. Technology
Highest Performing Teams
and Businesses
RateofChange
Time
Typical Businesses
Deloitte University Press | dupress.deloitte.com

11. The image part with relationship ID rId2 was not found in the file.
$205,000,000,000
total estimated cash reserve

12. The image part with relationship ID rId2 was not found in the file.
If they own the
audience.
They own the future.

13. My morning
before 8am…

14. Deloitte University Press | dupress.deloitte.com
RateofChange
Time
Individuals
Technology
Highest Performing Teams
and Businesses
Typical Businesses

15. Deloitte University Press | dupress.deloitte.com
RateofChange
Time
Highest Performing Teams
and Businesses
Typical Businesses
KNOWLEDGE
DIVIDE

16. KNOWLEDGE DIVIDE: the gap
between those who can find, create,
manage, process and disseminate
information and those who are
impaired in the process.

17. The impact of this divide is real.

18. “People are falling behind
because technology is advancing
so fast and our skills and
organizations aren’t keeping up.”
— Erik Brynjolfsson, MIT

19. Netflix vs. Blockbuster (2004 - 2010)
$6 Billion
Time
$4 Billion
$2 Billion
$0
Blockbuster Revenue
Netflix Revenue

20. Netflix vs. Blockbuster (2004 - 2010)
$6 Billion
Time
$4 Billion
$2 Billion
$0
Blockbuster Revenue
Netflix Revenue

21. “Companies rarely die from moving too fast,
and they frequently die from moving too slowly.”
—Reed Hastings, Netflix

22. Netflix is a $60 billion company.
That’s 12x Blockbuster’s peak value.

23. Deloitte University Press | dupress.deloitte.com
RateofChange
Time
KNOWLEDGE
DIVIDE

24. SPEED ACCESS ANALYTICS

25. SPEED

26. RULES AROUND SPEED
Empower Change with Technology

27. EMPOWERING CHANGE
Technology to bridge the gap.
File Management and Email Chat and Collaboration
Project & Process ManagementLearning and Development
Goal Orientation

29. EMPOWERING CHANGE
Through goal orientation

30. WATERFALL
GOAL
ORIENTATION

31. @KYLEPLACY

32. @KYLEPLACY

33. RULES AROUND SPEED
Empower Change with Technology
Minimum Viability

34. 1999

35. The image part with relationship ID rId2 was not found in the file.

36. The image part with relationship ID rId2 was not found in the file.

38. Logikcull automates more than 3,000
different processing steps, including
deduplication, virus scanning and
indexing, so that you don’t have to. You
get an email when your documents are
ready to review. It’s as simple as that.

42. DESIGN-CENTRIC FRAMING
Building minimum viability within your team or business
PERSONA
PROBLEM SCENARIO
ALTERNATIVES
VALUE PROP

43. DESIGN-CENTRIC FRAMING
Building minimum viability within your team or business
PERSONA
PROBLEM SCENARIO
ALTERNATIVES
VALUE PROP
Chris the CTO - has funding and a mandate to transition the business
towards cloud communications services; many bases to cover, lots of work
to do.
IT is the most expensive, most risky area when making changes
to the business.
1) Place large, risky bets on major new system upgrades. 2) Make small
incremental updates (but risk not keeping pace).
Leonid will offer modular, integration-friendly applications in two critical
areas: 1) services provisioning and 2) end user self-service portals.

44. DESIGN-CENTRIC FRAMING
Building minimum viability within your team or business
KEY ASSUMPTIONS
EXPERIMENT
VALIDATION CRITERIA
RESULT
If we offer modular solutions in the areas of services provisioning and end
user portals, we’ll find customers who want to buy those solutions.
Offer consulting around related problem scenarios, for
example standardizing workflows, standardizing product design and
configuration options, and see if customers are interested.
Do we find interested customers? Are we able to converge to similar offers
on a repeatable basis? Does the work we do suggest that a software solution
to standardize and automate the underlying jobs would be valuable?
Strong preliminary validation

45. DESIGN-CENTRIC FRAMING
Building minimum viability within your team or business
PERSONA
PROBLEM SCENARIO
ALTERNATIVES
VALUE PROP
KEY ASSUMPTIONS
EXPERIMENT
VALIDATION CRITERIA
RESULT

46. Deloitte University Press | dupress.deloitte.com
RateofChange
Time
Individuals
Technology
Highest Performing Teams
and Businesses
Typical Businesses

47. KNOWLEDGE DIVIDE: the gap
between those who can find, create,
manage, process and disseminate
information and those who are
impaired in the process.

48. ACCESS

49. RULES AROUND ACCESS
We are the Google Generation

50. 100,000,000,000
Number of monthly Google searches

51. When you need
it now
Type to search
The image part with
relationship ID rId3 was not
found in the file.
Google Search I’m Feeling Lucky

52. Stat about 8 hours in lost productivity
The exercise of searching for internal
knowledge can cost a business up to
8 hours of productivity per week per
employee.
- McKinsey

53. JUST-IN-TIME: denoting a
manufacturing system in which
materials or components are delivered
immediately before they are required
in order to minimize inventory costs.

54. “Amazon says it may box and ship
products it expects customers in a specific
area will want—based on previous orders
and other factors…”

55. @KYLEPLACY

57. RULES AROUND ACCESS
We are the Google Generation
Experience Drives Success

58. USER

59. CONSUMER

60. And the
experience is
seamless

61. @KYLEPLACY

62. The image part with relationship ID rId2 was not found in the file.

63. The image part with relationship ID rId2 was not found in the file.

66. • 45-55 minutes to use
• $800M to build
• $80M/year to maintain

69. Deloitte University Press | dupress.deloitte.com
RateofChange
Time
Individuals
Technology
Highest Performing Teams
and Businesses
Typical Businesses

70. KNOWLEDGE DIVIDE: the gap
between those who can find, create,
manage, process and disseminate
information and those who are
impaired in the process.

71. ANALYTICS

72. RULES AROUND ANALYTICS
Data over Dogma

73. “We must move from numbers
keeping score to numbers that
drive better actions.”
— David Walmsley

74. A rorschach test…

76. EXAMPLE OF AN
IMPACT SLIDE TEXT
Example of supporting information or
sourcing information goes here

80. How do you feel?
The image part with relationship ID rId5 was not found in the file.

81. EXAMPLE OF AN
IMPACT SLIDE TEXT
Example of supporting information or
sourcing information goes here

82. “We all have beliefs, tendencies,
and desires that are formed and
sustained—not by data—but by
some combination of our past
and our pride. When we deem
any one of these beliefs,
tendencies, or desires to be
incontrovertibly true, the result
is dogma.”
— Max Yoder

83. “70% of technology
implementations fail because
of bad data.”
- Forrester Research

84. There is one source of truth and
everyone is responsible for keeping
it clean.

85. @KYLEPLACY

86. @KYLEPLACY

87. RULES AROUND ANALYTICS
Data over Dogma
Embrace Amy Ingram

88. The image part with relationship ID rId2 was not found in the file.
Meet Amy Ingram

89. The image part with relationship ID rId2 was not found in the file.

93. @KYLEPLACY

94. Deloitte University Press | dupress.deloitte.com
RateofChange
Time
KNOWLEDGE
DIVIDE

95. SPEED ACCESS ANALYTICS

96. The company is viewed as an agile
network, empowered by team
leaders and fueled by collaboration
and knowledge-sharing.