The document discusses how digital disruption is influenced by culture. It provides an example of how Kodak chose a traditional film executive over a candidate more knowledgeable about digital technology, which contributed to Kodak's later struggles. The document advocates that companies need innovators as role models to inspire new generations and discusses how to scale innovation while avoiding common pitfalls. It emphasizes that innovation depends on people and their attitudes and abilities.

1. DIGITAL DISRUPTION AND CULTURE
Ajay
Bha(a
(@AjayAus)
Chief
Product
and
Informa(on
Officer
Carsales.com
(ASX:CAR)

2. At
Kodak
many
years
ago:
The
two
final
candidates
for
the
job
were
Phil
Samper,
who
had
a
sophis(cated
feel
for
digital
technology,
and
Kay
R.
Whitmore,
who
represented
the
tradi(onal
film
business
in
which
he
had
been
involved
for
three
decades.
It’s
hardly
a
surprise
all
these
years
later
to
hear
that
the
board
chose
Whitmore.
hOps://hbr.org/2013/03/big-­‐bang-­‐disrup(on/
Disruption and leadership

3. “Culture
is
the
single
most
influence
on
how
successful
a
country
or
a
company
will
be
at
being
disrup8ve
or
at
the
other
end
at
comba:ng
disrup8on”.

4. Who do you recognise from these pictures?
1
2
3
4
5
6
7 8

5. Who do you recognise from these pictures?
1
2
3
4
5
6
7 8
Mark
Zuckerberg
–
Facebook
8/10
Greg
Roebuck
–
Carsales
1/10
Shane
Warne
–
Cricket
10/10
Mike
Cannon
Brookes
–
Atlassian
2/10
Sally
Pearson
–
Athle(cs
8/10
Andrew
Bassat
–
Seek
0/10
Marisa
Mayer
–
Yahoo
8/10
Cathy
Freeman
-­‐
Athle(cs
9/10
Athle(cs

6. These guys combined have created $10B + in market value
and employ 10K people globally
We
need
our
innovators
to
be
the
rock
stars
and
role
models
that
the
next
genera8on
wants
to
emulate.

7. To under stand disruption we must first understand
innovation!

8. Innovation defined
“NEW THINKING THAT CREATES VALUE”

9. Scaling innovation

10. WHAT NOT TO DO WITH INNOVATION

11. Types of innovation
INCREMENTAL INNOVATION DISRUPTIVE INNOVATION
One
type
can
lead
to
the
other
-­‐
Both
are
important
hOp://bhc3.com/2009/12/01/the-­‐four-­‐quadrants-­‐of-­‐innova(on-­‐disrup(ve-­‐vs-­‐incremental/

12. Innovation is all about people
How
to
hire
top
talent
ar.cle:
hOp://carsal.es/ewAx1DsaFRR
Agtude
(need
to
innovate)
and
Ap(tude
(ability
to
innovate)
Your
people
stand
in
the
way
of
your
company
being
disrupted
or
your
company
disrup.ng
another
company.
In
the
new
world
talent
is
more
important
than
ever.

13. Being tuned to your customers?

14. Innovating what they don’t ask for?
If
I
had
asked
people
what
they
wanted,
they
would
have
said
faster
horses.
-­‐
Henry
Ford

15. Innovation and failure

16. Outsourcing, Innovation and Disruption?

17. INNOVATOR’S DILEMMA?
-­‐ Every
company
makes
decisions
based
on
a
value
system
(even
ones
who
don’t
have
formal
values)
-­‐ When
an
opportunity
falls
outside
of
the
value
system
it
is
easily
discarded

18.
It
assumes
that
disrupters
start
with
a
lower-­‐priced,
inferior
alterna(ve
that
chips
away
at
the
least
profitable
segments,
giving
an
incumbent
business
(me
to
start
a
skunk
works
and
develop
its
own
next-­‐genera(on
products.
The
blind
spot:
hOps://hbr.org/2013/03/big-­‐bang-­‐disrup(on/
The blind spot

19. See
it
coming:
Listen
to
Truth
Tellers
-­‐
If
finding
a
truth
teller
is
hard,
learning
when
to
listen
is
even
harder.
Truth
tellers
are
oken
eccentric,
and
their
lucidity
can
easily
be
mistaken
for
arrogance
and
stubbornness.
The Truth Tellers
hOps://hbr.org/2013/03/big-­‐bang-­‐disrup(on/

20.
“Build
an
innova8on
plaAorm
composed
of
people,
culture
and
tech
–
a
plaAorm
that
can
be
easily
changed
and
will
scale
to
your
needs”.
Picture
sourced
from:
hOp://www.computerworld.com/ar(cle/2912420/emerging-­‐technology/preparing-­‐for-­‐the-­‐digital-­‐disrup(on-­‐that-­‐s-­‐coming-­‐to-­‐your-­‐
industry.html