Keynote Presentation at Frost & Sullivan ConNEXTions 2014 in SFO

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Information about Keynote Presentation at Frost & Sullivan ConNEXTions 2014 in SFO
Technology

Published on February 18, 2014

Author: richieetwaru1

Source: slideshare.net

Description

How CIOs and CTOs can use counter intuitive thinking to go from c-level executives seen as cost centers, to c-level executives seen as value creators.

Say-gee-deem

Some History #FrostNEXT PRUDENTIAL Vice President. Collaborated with managers to design and develop training curriculum for entire organization. Curriculum included technical, leadership, management and personal development courses. 1996 LICENSE MONITOR 2001 Founder and Chief Information Officer. Served as technological subject matter sounding board for members of the board of directors, investors and other managing partners in assisting them to include technical choices in overall business strategy.

LEHMAN BROTHERS Senior Vice President & Head of Alternative Investments. Provide strategic leadership in lockstep with enterprise wide initiatives for information management, unified business processing and streamlined wealth management client reporting. #FrostNEXT 2005 UBS 2007 CEGEDIM Group Vice President & Global Head of Innovation. Responsible for defining & delivering global next generation enterprise product suite for health and life sciences industry. 2013 Director & Chief Operating Officer. Executed transformation with strong business orientation and long term partnerships with C-suite and officer levels to implement enterprise goals with global mandate.

WORK Current #FrostNEXT HumanAPI BRAINFOOD whitespace dotAIN Awesome Sauce PhD/Instructor Cegedim HuffPo

Why Today‟s Talk #FrostNEXT I E G C 100% 176M 2011 5 yrs Patent Wars Start-ups Wealth Moving CEO Tenure 2012, first time, spending by Apple & Google on patent lawsuits & big-dollar patent purchases exceeding R&D. In December 2012, a start-up called Contrail Systems was purchased for $176 million two days after it launched. In 2011, Asia had more millionaires than North America for the first time ever, according to RBC Wealth Management. In two decades, the average CEO tenure in US went from 10 years to 5. Global is still at about 8 years and was at 10 one decade ago.

The So What #FrostNEXT CHANGE IS CHANGING HOW FAST • Scholarly Knowledge & Science. What do we know about the science of organizations, and is this still valid? NEW “new deal” • Practitioner Knowledge & Skills. Is our WHERE training, best practices and experience on par with the new new deal? • Leadership Framework and Benchmarks. Is leadership the same, what is the new c-suite, and how does the suite operate? WHAT

No Really How many companies have been created and destroyed in the last 2 years? 52% of the Fortune 500 have been destroyed, acquired, shut down, merged or similar over the last decade.

Mostly Noise 890K 110K 64K 37K 1800 Management Leadership Innovation Transformation Disruption

New Competencies <- - - - - - - - - - - - - - - #FrostNEXT CXO Perspective - - - - - - - - - - - - - - - - - - -> Personal Innovation Company Disruption Industry Transformation The ability for humans to change thinking, behavior, and values enabling evolution. The ability for a company to be first to market and remain sustainably competitive. The ability for industry bodies to band together to enable the future and preserve the past.

Counter Intuition 1. 2. 3. 4. 5. David defeating Goliath was not an improbable victory. Smaller class sizes do not necessarily create an environment that’s more conducive to learning. There’s a point at which money and resources stop making our lives better and start to make them worse. There are times when it’s better to be a big fish in a little pond than a little fish in a big pond. There are such things as “desirable difficulties.”

Hydra Leadership Model No one size 01 i View innovation as a portfolio of four types of projects. No build first 04 d No secret projects i 02 Stories, and a communication plan of quick wins are key. i You have to reset the operational metrics of innovation for failure. No target state 07 t No project police d 05 No failure fear 03 You have to get out in front of the customer early and repeatedly. Need a championing process between ideation & execution d You have to learn to plan and ship in two to three versions. Start thinking about the target state as simply the next state. No heroes t 08 No phases 06 #FrostNEXT Stand alone products fail, go form platform to ecosystem thinking. No waiting t 09 Get ahead of the innovation curve and create value for biz

Innovation ―The ability for humans to change thinking, behavior, and values enabling evolution.‖ – Richie Etwaru

Hydra Innovation 01 02 #FrostNEXT 03 No one size No secret projects No failure fear View innovation as a portfolio of four types of projects. Stories, and a communication plan of quick wins are key. You have to reset the operational metrics of innovation for failure.

Innovation No one size #FrostNEXT

Disruption ―The ability for a company to be first to market and remain sustainably competitive.‖ – Richie Etwaru

Hydra Disruption 04 #FrostNEXT 05 06 No build first No project police No phases You have to get out in front of the customer early and repeatedly. Need a championing process between ideation & execution You have to learn to plan and ship in two to three versions.

Disruption No project police #FrostNEXT

Disruption No project police #FrostNEXT

Transformation ―The ability for industry bodies to band together to enable the future and preserve the past.‖ – Richie Etwaru

Hydra Transformation 07 08 Keynote 09 No target state No heroes No Waiting Start thinking about the target state as simply the next state. Stand alone products fail, go form platform to ecosystem thinking. Get ahead of the innovation curve and create value for biz

Transformation No Waiting Design Platform Machines 80% 1,000,000 lines of code Build Humans 100, 000 Permutations 10,000,000 Instructions #FrostNEXT 14K

Transformation No Waiting #FrostNEXT Humans 50% AI Machines 80% 50% Cognitive Gap + Govt. Policies + No One Else Does This = Fear

Mostly Noise 890K 110K 64K 37K 1800 Management Leadership Innovation Transformation Disruption

Hydra Leadership Model No one size 01 i View innovation as a portfolio of four types of projects. No build first 04 d No secret projects i 02 Stories, and a communication plan of quick wins are key. i You have to reset the operational metrics of innovation for failure. No target state 07 t No project police d 05 No failure fear 03 You have to get out in front of the customer early and repeatedly. Need a championing process between ideation & execution d You have to learn to plan and ship in two to three versions. Start thinking about the target state as simply the next state. No heroes t 08 No phases 06 #FrostNEXT Stand alone products fail, go form platform to ecosystem thinking. No waiting t 09 Get ahead of the innovation curve and create value for biz

New Thinking Paradigm #FrostNEXT

New Thinking Paradigm #FrostNEXT

Paul Graham Don’t think big “Empirically, the way to do really big things seems to be to start with deceptively small things.”

Elon Musk Seek Out Negative Feedback “They won‟t always be right, but I find the single biggest error people make is to ignore constructive, negative feedback.”

Jeff Bezos Change Your Mind A Lot “This doesn‟t mean you shouldn‟t have a well formed point of view, but it means you should consider your point of view as temporary.”

Reid Hoffman Be Embarrassed With Your First Version “It‟s getting out and getting in the market and learning and moving, much more important than the ego satisfaction of „Oh, I want to do it completely behind a cloak and then [remove] the cloak and everyone knows how wonderful and what a genius I am cause they think the product is so wonderful.‟ .”

Richard Branson Go With Your Gut “Your instincts and emotions are there to help you. They are there to make things easier.”

So What Are we ready? #FrostNEXT CHANGE IS CHANGING HOW FAST • Scholarly Knowledge & Science. What do we know about the science of organizations, and is this still valid? NEW “new deal” • Practitioner Knowledge & Skills. Is our WHERE training, best practices and experience on par with the new new deal? • Leadership Framework and Benchmarks. Is leadership the same, what is the new c-suite, and how does the suite operate? WHAT

The Lernaean Hydra In Greek mythology, the Lernaean Hydra (Greek: Λερναία Ύδρα) was an ancient serpent-like water monster, with reptilian traits (as its name evinces), that possessed many heads — the poets mention more heads than the vase-painters could paint (nine), and for each head cut off it grew two more — and poisonous breath and blood so virulent even its tracks were deadly. The Hydra of Lerna was killed by Hercules as the second of his Twelve Labours. Its lair was the lake of Lerna in the Argolid, though archaeology has borne out the myth that the sacred site was older even than the Mycenaean city of Argos since Lerna was the site of the myth of the Danaids. Beneath the waters was an entrance to the Underworld, and the Hydra was its guardian. The Hydra was one of the offsprings of Typhon and Echidna (Theogony, 313), both of whom were noisome offspring of the earth goddess Gaia. #FrostNEXT

Let‟s Keep In Touch. EMAIL & PHONE SOCIAL MEDIA retwaru@gmail.com T @richieetwaru m 917.403.0642 o 908.443.2535 L in/richieetwaru B brainfoodtv.com/author/richie/ H huffingtonpost.com/richie-etwaru/ Thank You

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