KLEMEN on INNOVATION Webster 20150611 FINAL

GOOD EVENING

INNOVATION, CREATIVITY and the ENTREPRENEURMichael Klemen

11.06.2015WEBSTER UNIVERSITY VIENNA

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KreislaufwirtschaftVerknappung strategischer Ressourcen

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Digital NativesDurchdringung & Vernetzung

des Alltags…

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…Bionik in

Technologie & DesignSchwarm-intelligenz

Vom Massen-markt zum Mikromarkt

BUSINESSECOSYSTEMS

Entstehen vernetzter, intelligenter

InfrastrukturenDurchbrüche bei

künstlicher Intelligenz & Robotik

Miniaturisierung & Nanotechnologie treiben

T.-KonvergenzNeue Werkstoffe &

Konstruktionsprinzipien

Dynamisierung & Flexibilisierung

der ArbeitsverhältnisseKollaborativeArbeitsformen

Digitale Vernetzung des Verkehrs

Global anwachsende Mobilität

Neue Wertschöpfungs-partnerschaften &

-netzwerkeGlobal fragmentierte & verteilte

WertschöpfungsketteVolatile

Ökonomie

Daten- & Wissensbasierte Wertschöpfung

(Big Data, Smart Data)Aufstieg Chinas und

Indiens zu WeltmächtenMultipolare Welt /

Neue strategische Allianzen

Individualismus als Massenphänomen

Wachsender Ressourcenverbrauch

NEW STAGES OFINDIVIDUALISATION

DIGITAL CULTURE

CHANGE OF WORK WORLD

KNLOWLEDGE BASED ECONOMY

NEW MOBILITYPATTERNS

CHANGE AT ENERGY &RESSOURCESNEW POLITICALWORLDORDER

LEARNING FROM NATURE

GLOBALISATION 2.0 / 3.0 / 4.0

NEW DISRUPTIVE TECHNOLOGIES /TECHN.-CONVERGENCEALL PRESENT INTELLIGENCE

Geschäftsmodell- und Systeminnovationen

HOW TRENDS WILL SHAPE OUR FUTURE ….

11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 3

WHAT IS INNOVATION ?


INNOVATION IS..• CLASSICAL• „DIGICAL“• DISRUPTIVE

• Product Innovation • Process Innovation• Market Innovation

• Digital Technology as enabler11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 5

CLASSICAL… not everything works…


CLASSICAL… some die…


CLASSICAL… no more…


CLASSICAL ?


11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 11

Print on Demand! - 3D Printing in Plastic & Metal


Source Audi Encounter 2015

“DIGICAL” (combined digital and physical) innovations will hit some businesses much harder and faster than others

Source: Digital-Physical MashupsSept 2014


Source: Digital-PhysicalMashups Sept 2014

A digical lens will change how people perceive and manage nearly every activity in life and business. 11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 19

The 141 Companies, VCs, corporate investors, angels, accelerators, and acquirers engaged in the Internet of Things space


DIGICAL & IoT Consists of M2M, M2P, and P2P ConnectionsMachine-to-Machine (M2M/IoT)• Data sent / received from one machine (thing) to another• Often called the “Internet of Things”Machine-to-Person (M2P)• Data sent / received from a machine (thing) to a person• Often called “data and analytics”Person-to-Person (P2P)• Data sent / received from one person to another • Often called “collaboration”

IoE Value (2013-2022)$7.4 Trillion$4.6 Trillion

$7.0 Trillion11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 21

Collaborative Research and DevelopmentProvides manufacturing designers and engineers with real-time collaboration which accelerates time to market, improves the quality of collaboration, gains efficiency through reduced travel, all in a secure environment.

Remote Design Center

Main Design Center TelePresense Supply Partner TelePresense

Data Center


High-end 3D visualization early in the design and engineering phases leveraging lifelike digital models

DESIGN VERIFICATION

ENGINEERING VERIFICATION – Testing

COMPUTER GENERATED CONFIGURATION

AUDI CITY LIVE London,Peking,Berlin…Moscow

INTEGRATION of HIGH RES VIDEO & 3D VISUALISATION

MONDAY FRIDAYTHURSDAYTUESDAY WEDNESDAY

ENERGY

USE

HIGH

LOW

INDUSTRY 4.0 – CYBER PHYSICAL SYSTEMS

MONDAY FRIDAYTHURSDAYTUESDAY WEDNESDAY

ENERGY

USE

HIGH

LOW

20-30% ENERGY COST SAVINGSINDUSTRY 4.0 – CYBER PHYSICAL SYSTEMS

IoT INFRASTRUCTURE

Supply ChainSupply ChainMobile Control RoomsMobile Control Rooms

Predictive MaintenancePredictive MaintenanceWireless MachinesWireless Machines

TraceabilityTraceability

$1.95 TRILLION IN POTENTIAL PROFITS IN MANUFACTURING FROM ALL IoT

Video: ARENA2036http://www.youtube.com/watch?v=hIQ7FS4IxLc&list=PL1M-s3kFzGJsK8u5FwOcINo-MrMzNmOvG


Audi rethinks Production: Smart Faction


A production process wherby everything controls itself, with complete car bodies emerging from 3D printers and with drones used to transport materials – thats what an Audi factory could look lik in thedistant future – maybe a little futuristic but the smart factory has already started today.


Source Accenture 2015


THE DATA AGGREGATION CHALLENGE1.1 BillionData points generated by sensors daily500 Gigabytes

Data generated by an offshore oil rig weekly 1000 GigabytesData generated by an oil refinery daily1,000 Gigabytes

Data generated by a jet engine every 60 minutes 2.5 Billion GigabytesData generated worldwide daily90% of the world’s data

Has been created in the last 2 years!

IoT REQUIRES NEW DISTRIBUTED COMPUTING

DEVICE

DATACENTER/CLOUD

IoT Computing Model(Data Volume, Security, Resiliency, Latency)

IoT Computing Model(Data Volume, Security, Resiliency, Latency)

FOG

CLOUD CLOUDEDGESTORESTORE ANALYZEANALYZE ACTACT NOTIFYNOTIFY

DISRUPTIVE

UBER FACTS… In its home town of San Francisco, 71 percent of rides expensed through Certify during the first quarter were for Uber; 29 percent used taxis. Uber also beat out all other forms of ground transportation in Dallas, accounting for 56 percent of the rides.In Los Angeles and Washington D.C., Uber represented 49 percent of business travel rides. Taxis, limousines and airport shuttles still reigned in New York, Miami and Chicago where they took 79 percent, 77 percent and 75 percent of rides expensed, respectivelyIn London there are 12000 drivers currently

Source: 2015


THERE IS AN UBER FOR EVERYTHING NOW…Source: 2015

THERE ARE FOUR BUSINESS MODELS :• Asset Builders: These companies build, develop, and lease physical assets to make, market, distribute, and sell physical things. Examples include DAIMLER, REWE, and FedEx.• Service Providers: These companies hire employees who provide services to customers or produce billable hours for which they charge. Examples include ERSTE BANK, Accenture, and JP Morgan.• Technology Creators: These companies develop and sell intellectual property such as software, analytics, pharmaceuticals, and biotechnology. Examples include SAP, Oracle, and Amgen.

• Network Orchestrators. These companies create a network of peers in which the participants interact and share in the value creation. They may sell products or services, build relationships, share advice, give reviews, collaborate, co-create and more. Examples include eBay, Red Hat, and Visa, Uber, Tripadvisor, and Alibaba.11 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 44

Source 2015

PERFORMANCE is …… ?


Source 2015

FEWER THAN 5% ARE NETWORK ORCHESTRATORS• First, today’s network-based business models require new technologies and competencies. Most corporate leaders are skilled at building, owning, and managing their own physical assets or people. Network Orchestrators, however, rely on intangibles such as knowledge (Gerson Lehrman Group) or relationships (Facebook), or other people’s assets (Uber) as well as new “non-management” and “non-ownership” competencies related to facilitating a network of individuals and their individual assets and relationships.• Second, Generally Accepted Accounting Principles (GAAP) categorize some assets as “assets” (plant property and equipment), others as expenses (people, training, and intellectual property) and ignores others (customers, sentiment, and networks) altogether, frequently resulting in the under-allocation of capital to intangible assets. This is especially problematic given that, today, intangible assets make up approximately 80% of corporate market value.• Third, standard industry designations result in siloed thinking, leaving empty space where new business models can enter. For example, think back to the early 1990s. Most traditional retailers were slow to move into the online space because they didn’t consider themselves “technology companies.” The online market was left open, and in came a slew of new players such as Amazon, eBay, and Zappos, who gobbled up market share and changed the retail game. Today, the power of networks is creating a new cross-industry transformation. Consider what Uber and Lyft are doing to the taxi industry or how Airbnb is affecting the hotel industry.• Finally, business models are tightly integrated into all parts of a company, and are therefore daunting to change. Changing business model requires changing capital allocation, but Research by McKinsey & Company shows that most companies follow the same allocation patterns year after year, despite dramatic changes in the business environment.


Source 2015

Viewed traditionally, Uber’s valuation might be confusing. And Uber’s position certainly isn’t set in stone. As it scales and carves out share in the transportation industry, it’s running into it’s fair share of problems. With regulatory issues, public relations nightmares, and safety questions, Uber has a long way to go before all is over.But through the lens of disruption, it’s at least possible to grasp just how Uber could be worth so much.

Source: 201511 JUNE 2015 © FOR PRIVATE USAGE ONLY / MICHAEL KLEMEN JUNE 2015 PAGE 47

A FINAL WISH …


THANK YOU

KLEMEN on INNOVATION Webster 20150611 FINAL

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