The year 2050: a future-back perspective for edu institutes (sep 2020)
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The document discusses the urgent need for businesses to adapt to rapid technological changes and evolving customer demands by 2050, emphasizing that traditional industries face disruption. It highlights the importance of innovation and adapting business models to remain competitive, noting that 75% of the S&P 500 could be replaced by 2027 due to current churn rates. Additionally, it outlines a structured methodology for companies to evaluate their innovation pipelines and strategically plan for future growth.
The year 2050: a future-back perspective for edu institutes (sep 2020)
- 1. Mankind 2050 … and it will never be the same and Awesm Ventures brought you by
- 4. war times
- 5. • Status Quo - war time • Tech Trends • Pitfalls - mindset • Guide - SET methodology • Step 1: FREE Digital Assessment Bullets & Bombs
- 6. Bits & Bytes
- 7. T R A D I T I O N A L I N D U S T R I E S A R E B E I N G D I S R U P T E D
- 8. yours?
- 10. Bits & Bytes + covid-19
- 13. At current churn rate, 75% of the S&P 500 will be replaced by 2027. TommasoDiBartolo
- 16. OUTSIDE-IN Aging Population 1. Customer 2. Competition 3. Technology
- 17. OUTSIDE-IN Changing needs1. Customer 2. Competition 3. Technology
- 18. OUTSIDE-IN Generation Z 1. Customer 2. Competition 3. Technology
- 19. OUTSIDE-IN Changing business models 1. Customer 2. Competition 3. Technology
- 20. OUTSIDE-IN Changing business models 1. Customer 2. Competition 3. Technology
- 21. OUTSIDE-IN Changing business models 1. Customer 2. Competition 3. Technology
- 22. yesterday vs OUTSIDE-IN 1. Customer 2. Competition 3. Technology
- 23. tomorrow vs OUTSIDE-IN 1. Customer 2. Competition 3. Technology
- 24. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
- 25. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
- 26. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
- 27. Total Number of Unicorn Companies: 445 Total Cumulative Valuation: ~ $1,344B OUTSIDE-IN 1. Customer 2. Competition 3. Technology
- 28. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
- 29. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
- 30. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
- 31. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
- 32. OUTSIDE-IN 1. Customer 2. Competition 3. Technology FLIPPED INSTRUCTION
- 33. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
- 34. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
- 35. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
- 36. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
- 37. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
- 38. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
- 39. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
- 42. INSIDE-OUT
- 43. INSIDE-OUT
- 44. INSIDE-OUT
- 45. INSIDE-OUT
- 46. INSIDE-OUT
- 47. INSIDE-OUT
- 48. While you are busy dealing with your current operations to run your core business.
- 49. While you are busy dealing with your current operations to run your core business. 1. Optimizing processes 2. Squeeze margins 3. Get rewarded for core growth
- 50. While you are busy dealing with your current operations to run your core business.
- 52. Tommaso Di Bartolo Corporate “profit” is the most dangerous success KPI of the 21st century. “Optimization” will cost many enterprises’s existence.
- 55. yesterday today tomorrow - target audience - product - business model
- 58. What is it you got in your pipeline?
- 59. innovation funnel *9 out of 10 innovations fail Copyright 2020. SET Methodology. Tommaso Di Bartolo
- 60. time 3 5 10 H1 H2 H3 Copyright 2020. SET Methodology. Tommaso Di Bartolo
- 61. time 3 5 10 H1 H2 H3 Copyright 2020. SET Methodology. Tommaso Di Bartolo Incremental
- 62. time 3 5 10 H1 H2 H3 Copyright 2020. SET Methodology. Tommaso Di Bartolo Incremental Transformational
- 63. time 3 5 10 H1 H2 H3 Copyright 2020. SET Methodology. Tommaso Di Bartolo Incremental Transformational Moonshots
- 64. Extend and Defend core Business HORIZON I
- 67. HORIZON I Extend and Defend core Business
- 68. HORIZON I INCREMENTAL INNOVATION Existing product or service enhancement ENHANCING THE DESIGN OF YOUR PRODUCTS UPGRADE YOUR SERVICES & QUALITY THE LEAST SUSTAINABLE IT CAN OFTEN BE COPIED EASILY BY COMPETITORS Description THE EASIEST, THE LEAST RISKY Facts
- 69. HORIZON II Build emerging Business
- 70. HORIZON II ADJACENT INNOVATION New products or services close to core Description Facts COMPLEMENT EXISTING OFFERINGS ADDITIONAL STEPS IN CUSTOMER EXPERIENCE ADDITIONAL SIMILAR PRODUCTS A SERVICE DEV TO COMPLEMENT YOUR CORE PRODUCT DIGITALIZATION OF YOUR ASSETS & PROCESSES OFFER SOCIAL & PERSONAL EXPERIENCE
- 71. HORIZON III Create Genuinely New Business
- 72. HORIZON III TRANSFORMATIONAL INNOVATION Completely new product & customer Description Facts COMPLETELY NEW OFFERING NEW GO TO MARKET STRATEGY NEW BUSINESS MODEL A LONG TERM 10X BET ADOPT CULTURE OF EXPERIMENTATION NEW EXECUTION APPROACH: FINANCE & CUSTOMER
- 73. Jeff Bezos “Being slow is usually more expensive than being wrong”
- 76. 1. Where are we in 3, 5, 7 years? 2. How to growth >10x? 3. What HR tactics are key to accompany these changes? challenging but opportunity standstill and see what happens
- 77. 1. Where are we in 3, 5, 7 years? 2. How to growth >10x? 3. What HR tactics are key to accompany these changes? challenging but opportunity standstill and see what happens
- 78. 1. Where are we in 3, 5, 7 years? 2. How to growth >10x? 3. What HR tactics are key to accompany these changes? challenging but opportunity standstill and see what happens
- 79. 1. Never forget where you come from; It keeps you humble 2. BUT where you come from, cannot limit where you want to go Tommaso db www.TommasoDiBartolo.com