1.
Leading in a digital world
Presentation for MIT Research School - Uppsala
Professor Robin Teigland
Chalmers University of Technology
October 2019
www.robinteigland.com | www.slideshare.net/eteigland | robin.teigland@chalmers.se | @RobinTeigland

2.
Halloween 1974 Halloween 1974
Nashville, TN

3.
ID International
H&Q
Technology Partners

4.
How do they solve their problems at work?

5.
PhD Students in Digital Entrepreneurship

6.
Banking is essential,
but banks are not.
- Bill Gates
https://bit.ly/2rAWccl

7.
People
• “Net generation”
• 24x7 “mobile” workforce
• Gig economy
• Online learning
• Sharing not owning
• Sustainability
Technology
• Broadband/wifi
• Cloud, fog
• Internet of Things
• AI/ML/DL/NN
• Autonomous vehicles
• Smart robotics
• VR/AR/Holography
• 3D/4D printing/ALM
• Blockchains
• Nanotechnology
• Quantum computing
Open Source
• Software
• Hardware
• Physibles
Convergence of…..
Finance
• Microlending/microfinance
• Crowdfunding/equity/P2P lending
• Cryptocurrencies, tokens
• Blockchains, smart contracts
• Mobile money and payments
• M2M/R2R payments

8.
Digital is the main reason
just over half the Fortune 500 companies
have disappeared since the year 2000.
-Pierre Nanterme, CEO Accenture, 2016

9.
FIRM FOUNDED EMPLOYEES MKT CAP
BMW 1916 135,000 $39B
UBER 2009 25,000 $58B
MARRIOTT 1927 176,000 $42B
AIRBNB 2008 3,100 $35B
WALT DISNEY 1923 201,000 $245B
FACEBOOK 2004 40,000 $519B
WALMART 1962 2,200,000 $319B
ALIBABA 1999 102,000 $446B
Adapted from Parker & Van Alstyne, with Choudary, 2016, updated August 2019
Something fundamental is changing

10.
AI/ML/NN and data scale & scope are
foundation for solving customer needs
J. Zhang 2017

11.
• Supplier credit checks & loans
• Fake merchandise recognition
• Product recommendations pushed to
shoppers, and communicated to
retailers to increase inventory
• Dynamic pricing
• Supply chain optimization
• Robot packing and drone delivery
• “Store concierge” chatbots that
understand emotion to engage human
when necessary
• Sensors to improve customer flows
Continuous innovation
Over 1 mln Mom & Pop
stores digitalized

12.
Hema stores
•Online and offline linked
•Inventory and payments via app
•On-demand delivery
•Physical, automated restaurant

13.
Shifting market logics
Ericsson & Augur 2011

14.
http://marketrealist.com/2016/01/fourth-industrial-revolution-need-know/

15.
Pizzas, AI, robots, and AVs

16.
https://www.inc.com/glenn-leibowitz/meet-the-ceo-running-a-billion-dollar-company-with-no-offices-or-email.html

17.
https://www.outsite.co/

18.
ReGen Villages: Fully self-sufficient
http://www.regenvillages.com/

19.
FUTURE OF
VALUE
CREATION
Political Economic
Sociologica
l
Technologi
cal
Environme
ntal
Legal
Increasing uncertainty across PESTEL

20.
“We always overestimate the change
that will occur in the next two years and
underestimate the change that will
occur in the next ten.”
- Bill Gates, The Road Ahead, 1996

21.
All our knowledge is about the past,
but all our strategic decisions are about the future
Conway 2003
What we don’t know
we don’t know
about the future
What we know
What we know
we don’t know

22.
https://www.youtube.com/watch?v=iiEzf3J4iFk

23.
Companies progressing but leadership falling behind
4Boards.aiResearch; Understanding Digital Maturity – MIT/CapGemini 2018

24.
Boards tend to overestimate their ”Digital Savviness”
62% of
boards report
they are digitally
savvy
Source: MIT CISR 2014 Board Survey, 81 companies.
24% of boards
are digitally savvy
based on public
data
Source: MIT CISR 2018 Board Study, 1122 companies, based on
coding of public proxy data.
4Boards.ai

25.
Digitally Savvy Boards -> Higher performance
• Companies with “Digitally Savvy”
boards
• 38% higher revenue growth
• 34% higher ROA
• 34% higher market growth
• 3 digitally savvy directors required
to impact performance
Source: MIT Research 2018
4Boards.ai

26.
“XXXX has a diverse Board and a strong corporate culture.
We are well positioned to achieve our strategic goal of
driving profitable growth and building shareholder value."
DigoshenOkt2019
Increasing pressure on corporate boards

27.
DigoshenOct2019
Increasing pressure on corporate boards

28.
Digital is the main reason
just over half the Fortune 500 companies
have disappeared since the year 2000.
-Pierre Nanterme, CEO Accenture, 2016
Yet..Digital disruption
has only just begun.

29.
While 63% of CEOs
believe AI will have a
larger impact on the
world than the
internet,….
https://www.pwc.com/gx/en/ceo-survey/2019/report/pwc-22nd-annual-global-ceo-survey.pdf
…only 3% have
AI as fundamental to
the organization’s
operations.

30.
• Social media
– Fake news
• Data
– Cyberhacking and security breaches
– Ownership, integrity, and ethical use of personal data
• Artificial intelligence
– ML blackbox
– Algorithm & training data bias
• Regulation & compliance
– Upstream and downstream
– National & international
• Payment systems
– Functionality & fraud
• IoT devices & systems
– Security
– Operational, health, & safety
– Third party competence
Increasing
complexity
of trust

31.
4Boards.aiResearch; AI in Europe & Sweden by EY and Microsoft 2018 (n=267)
Boards and Top Management not aligned on AI

32.
Objective
To identify, codify and disseminate a set of best practices to enable
corporate boards to more successfully govern and leverage AI and other
exponential technologies in their innovation and sustainability efforts
Prof Robin Teigland
Chair NED Liselotte Engstam
Fernanda Torre
Institute for Research
4Boards.ai
4Boards.ai Research Project

33.
4Boards.ai
Ecosystem of AI-related innovation in Sweden
Vinnova 2018

34.
4Boards.ai
Research; AI in Europe & Sweden by EY and Microsoft 2018 (n=267)
Few companies with advanced AI maturity in Sweden

35.
Leveraging Chalmers’ data science competence
+

36.
AI-enabled research of AI innovation
• Development of AI Maturity Barometer
– AI-enabled analysis of annual reports,
websites, company databases, etc
• MappingAI competence at board level
– AI-enabled analysis of interlocking
directorates
• MappingAI competence in firms
– AI-enabled analysis of Swedish competence
on LinkedIn and Arbetsförmedling
• Other
– Open source vs closed source
– Networking vs hierarchy
• Organizational performance
– Financial
– Innovation
– Other?
• Regional performance
– Employment
– Digital divide
– Other?
AI/ML/NN
Sept 2019 to Aug 2022

37.
An Ocean of Opportunity
Ocean Data Factory Sweden
Professor Robin Teigland, Chalmers University of Technology (ODF Director)
Dr. Torsten Linders, Gothenburg University (ODF Coordinator)
Robert Rylander, RISE (Research Coordinator)
Peter Karlsson, Combine (AI Coordinator)

38.
Ocean Data Factory Sweden
To enable Sweden to be a global leader in
sustainability and innovation in the digital blue economy
July 2019 to July 2021
with financing from
VINNOVA – Sweden’s
Innovation Agency.

39.
University
Public
sector
Industry
Global quadruple helix for data-driven innovation

40.
Output
- New results based on
historical data, new data or
combinations of these
- New knowledge about
NN/ML/AI for project
partners and community
- Interaction with different
external actors and
individuals
Input
- Open external data
- Project partners’ own data
- Live generated data
(Hackathon, online data from
sensors, citizen science)
Characteristics
Meta data
Structure
Object recognition
Annotation
Training / Resilience /…
Integrity
Different Neural Nets
Artificial Inteligence
Machine
Learning
FAIR
Open API
Live data
Monitoring
Data filtering
Searchability
Ocean
Data
Factory
Sweden
Organizing principles

41.
Absence/prediction
Pointsampler
Presence
Absence_Salinity_today
Absence_Temp_today
Absence_Substrate
Absence_Depth
.csv
AI Train
Detect anomaly (should it already
be here?)
Prediction
Absence_Salinity_Climate
Change
Absence_Temp_Climate
Change
Pointsampler
Presence_Salinity_today
Presence_Temp_today
Presence_Substrate
Presence_Depth
API
Invasive species Dikerogammarus villosus
Absence_Exposure Presence_ Exposure
Absence_Shipping_traffic Presence_Shipping_traffic
First Innovation Cycle
Predicting the spread
into the Baltic Sea of an
invasive species

42.
Exploitation Exploration

43.
BA
Two individuals (organizations)
with the same number of contacts…

44.
…but with very different
access to signals, ideas, and resources
BA

45.
Peniche, Portugal
One Hour North of Lisbon

46.
Centuries of Tradition

47.
A Broken Economic Model

48.
Exploration
Visioning
Networking for
Purpose and
Serendipity
Collective
Competence
Building
Co-creating
and
Experimenting

49.
PENICHE OCEAN WATCH
Empowering coastal communities
through a blue circular economy
and digital mindset

50.
University
Shipyard
Port
Tourists
Entrepreneurs
Fishing Boats
Underutilized Resources
Warehouses
Fishermen
Digital Nomads
Students
Local Industries

51.
Digital technologies enable
ocean opportunities
• Renewables
• Robotics and drones
• AI/ML/NN
• Marine simulations
• New material technologies
• Additive manufacturing
• IoT
• Blockchain
Entrepreneurial Mindset

52.
Go4Surf
2Rodas
The Green
Warehouse
Fishing Port
SmartOcean
ESTM
CETEMARES
EXAME 2019

53.
POW Partnerships with Government, University & Industry
• Peniche Municipality, Portugal
• IPMA, Portugal
• Institute Politécnico de Leiria (IPL), Portugal
• University of Aveiro, Portugal
• smartOcean, Portugal
• Docapesca, Portugal
• ADEPE, Portugal
• Ocean Tech Hub, Portugal
• Afrodite, Portugal
• Inocean, Norway and Sweden
• Birdview, Norway
• OsloMet, Norway
• Empower, Norway
• Chalmers University of Technology, Sweden
• University of Gothenburg, Sweden
• Ocean Data Factory, Sweden
• Eurocean, EU

54.
Peniche
Motorcycle Club

55.
”The Green Warehouse”
A coworking/coliving/
colearning space

56.
Centro de Valorização
Tecnológica
Infra-estrutura Científica e
Tecnológica
Centro de Ciência Viva para o
Mar
s m a r t O C E A N
S c i e n c e & T e c h n o l o g y P a r k
Escola Superior de Turismo e
Tecnologia do Mar
MAREAR 39ºNBlue business
center

57.
Collective competence
We live in different worlds... And it’s difficult to
achieve real cooperation even if you understand
one another. There are always culture crashes …
it takes time to build bridges between the
different worlds.
Ruuska & Teigland 2008

58.
Boundary objects

59.
Mapping Ocean Litter
with AI and Drones
Recycling Ocean Waste with
Carbon, Graphene, & 3D Printing
Recovering Ocean Litter with
Repurposed Fishing Vessels
Manufacturing combined
with Blockchain
PENICHE OCEAN WATCH
A Blue Circular Economy Based on Ocean Litter
Sustainable Ocean
Entrepreneurship

60.
To enable small-scale fishing fleets to become competitive
and sustainable through a subscription data service
The Peladrone Project

61.
From catching
fish to searching
for ocean litter
Extending the Peladrone service range

62.
2Rodas Project Space

63.
The EMLO Project
Empowering Marine Litter
Opportunities
To reduce ocean plastics
by incentivizing marine litter collection
and recycling through a blockchain-
enabled circular economy approach

64.
Exploration
Visioning
Networking for
Purpose and
Serendipity
Collective
Competence
Building
Co-creating
and
Experimenting

65.
Exploration

66.
Boundary spanning enables scenario thinking
1. Build relationships across diverse networks, avoid echo chambers
2. Practice scenario thinking and look for signals from the periphery
3. Ask “What if?”, challenge basic assumptions, and experiment
4. Ensure access to resources, not ownership, through your networks
Boundary
spanner

67.
Robin Teigland
www.robinteigland.com
www.slideshare.net/eteigland
robin.teigland@chalmers.se
@RobinTeigland
http://www.go4surf.pt/
Trond Gunnar Teigland
tgteigland94@gmail.com
www.PenicheOceanWatch.com
@penicheoceanwatch
If you love knowledge, set it free!
OCEAN
TECH
HUB

68.
Situations characterized by
• Rapid change
• Multiple interests
• Limited resources
• High complexity
Systems
Perspective
Whole is more than
the sum of the parts