the 3 biggest disruptors to business as we know it

THE 3 BIGGEST DISRUPTORS TO BUSINESS & LIFE AS WE KNOW IT

www.wecreateworldwide.com

@nickjankel

Royal Bank of Scotland, Jan 2014

A boutique innovation, strategy & design agency solving problems that matter through amplifying leadership breakthroughs

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“My prototype was big as a toaster, but the technical people loved it. But it was filmless photography, so management’s reaction was, ‘that’s cute — but don’t tell anyone about it.”

Steven Sasson

SPENT by kodak (& MUBARAK) to stay at the top

imagine the number of MBAs, consultants, processes...

Why did they fail?

$$$$$$$$$$$$$

Ch-ch-ch-ch-changesTurn and face the strangeCh-ch-changesJust gonna have to be a different man

ADAPT OR FAIL

law of requisite

variety

understanding of how our world works (or not) is

changing#1

GROWTHis good...

for 2 billion people

as long as we don’t count depression, obesity, heart disease, extreme climate change etc. etc.

if everyone lived like us, we’d need 5+ planets to provide enough resources

Source: Scientific American

TRICKLING...?Nigeria: 56% to 61% with 6% GDP growth in last 10 years

india: 1/5 to 1/3 in extreme poverty with 9% GDP growth

US: 156% rise in extreme poverty in kids in us from ‘96-’11

Source: BBC, Harvard University

BUSINESSis the most creative & effective eNGINE TO solve major problems

more trusted by government: 58% vs. 47%

Source: Edelman Survey

PURPOSEbeyond profit

that underpins every investment decision

delivers ‘blended returns’

Definition

purpose: bridge between our genius & the world’s troubles

protects against aging, Alzheimer’s & business failure

top 3 focus of ceos today

PURPOSESource: Dana Foundation, IBM Global CEO Study 2012

Tarang ShahVenture Capitalists At Work: How VCs Identify and Build Billion Dollar Successes

“Entrepreneurs who are committed to a mission beyond profits are more likely to succeed.”

GEN Y78% look at ethics & values before deciding which company to work for

Source: Cone Communications Survey

Source: MIT Sloan Management Review, 2013

changing the way we operate drives massive growth

Source: MIT Sloan Management Review, 2013

even when driven by sustainability

understanding of how we interact & organise is

changing#2

HIERARCHIES ARE FAILING

70% of global internet users on facebook

youtube reaches more millenials than TV

"There will not be any hegemonic power. Power will shift to networks and coalitions in a multi-polar world.”

National Intelligence CouncilGlobal Trends Report 2013

NETS WORKDiverse teams more innovative than groups of similar genii

entrepreneurs with diverse networks 3 x innovative than those without

extent of openeness in our networks predicts career success

Sources: Martin Ruef, Princeton; The New England Journal of Medicine; University of Chicago

TRIBES HUNTER-

GATHERERS HIERARCHIES /

BUREAUCRACIES

MARKETS

NETWORKS

NETWORKED BUSINESSairbnb: 10 millions guests in 5 years without owning a single hotel brick

zappos: 75% repeat customers, running as holarchy

zipcar: NOW @ AVIS

GIVE TO GETsecret to success (& our first instincts anyway)blockbuster toys over 50 years not focused on competitioncollaboration key to evolutionary fitness

Sources: Overmar & Jeffery; Scientific American; Adam Grant, Wharton

understanding of the stories we can & must tell is changing#3

we learn over 70% of our knowledge through stories

STORIESgovern our understanding of the world, ourselves and our business

“Whoever tells the best story wins.”

John Quincy Adams

STORIESOPEN UP SPACE FOR INNOVATION & GIVE PERMISSION FOR BREAKTHROUGH

we buy into stories, not specs, creativity not code

If breakthrough innovation was easy, everyone would be doing it... and they are not.

Why?

Bmusic

Cubism

ASSUMPTIONSmother of all $%^# Ups

Sydney Finkelstein, Why Smart Executives Fail

“Failures [are] caused by... flawed executive mindsets that throw off a company’s perception of reality [and] delusional attitudes that keep this inaccurate reality in place”

“People massively value having their photos printed.”

people do not change ways of being / beliefs / behaviours easily!

Not rational, self-interested maximisers...

people do not let go of assumptions easily!

beliefs driven by emotions

EMOTIONS DRIVE SOCIAL CONTAGION

Sources: Antonio D’Amasio, Baba Shiv, Andrew Newberg, Jonathan Haidt, Fast Company

IRRATIONAL

• STRESS RESPONSE ACTIVATED

• FEAR MEMORIES CONSOLIDATE INTO HABIT

•

less neural plasticity as age

system favours predictability over

creativity

reliance on old patterns

RIGIDSource: Scientific American

1

2

34

5

6

breakthrough

wecreateworldwide.combreakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD

Innovation

Use the space to write your answers

1. problem What is the problem, in human terms?

2. Proposition

What is the current

proposition that resultsin this problem?

3. Assumptions

What do we have to

believe to generate and validate this

proposition?

4. Breakthrough Insight

What are more insightful,

future-positive beliefs?

5. Breakthrough proposition

What ideas or concepts to

solve the problem emerge from this insight?

6. Breakthrough vision

What vision do you have of

the impact of this proposition?

THE BREAKTHROUGH ENGINE

PURPOSE What is your/org purpose? Why do you exist?

1

2

34

5

6

breakthrough

“People like to share, exchange and remix photos as a way of having amazing relationships.”

“People massively value having their photos printed.”

BEbreakthrough right

BEASSUMPTIONS INSIGHTS

out-dated ideas & limiting models

future-positive business models

AGE OF ContributION: GIVE to the world with purpose so we can

all thrive#1

#2

#3

AGE OF CONNECTION: JOIN UP THE DOTS TO FORGE COLLABORATIONS &

RELATIONSHIPS

AGE OF creativity: WEAVE new narratives that open up

breakthroughs & POSSIBILITIES

wecreateworldwide.combreakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD

Breakthrough

nike +

NIKE+ MEMBERSHIP INCREASES SALES IN RUNNING DIVISION

BY C.30% TO$2.8 BILLION

BETWEEN 2011-2012

CONTRIBUTE: TO FITNESS, WELLBEING & POSITIVITY

CONNECT: PEOPLE WITH THEIR PEERS & THEMSELVES

CREATE: A NEW BRAND STORY & NEW POSSIBILITIES FOR USER TO THRIVE

#1

#2

#3

DISRUPTIVE OFFER

Nike’s Digital Sport division is motivating people to exercise more through their Nike+ products and services.

HOW

BUSINESS VALUE

CONSUMER VALUE

RESULTS

— The Nike+ range of products and services invites digital technology to enhance the training experience.

— The Nike+ FuelBand, smartphone app, iPod, SportWatch GPS and Kinect Training device measures users’ movements and converts them into NikeFuel points.

— Users can share their earned NikeFuel points online and compete to collect more points.

— Analysts say Nike+ membership growth was important in driving sales in its running division by up to 30% to $2.8 billion between 2011-2012. Source

— Nike+ FuelBand reportedly sold out within four hours of launch. Source

FUNCTIONALThe Nike+ range gives users feedback on their performance.

EMOTIONALCapturing and feeding back user data taps into the desire for self-improvement.

SOCIALThe Nike+ community and connectivity turns activity data into social currency.

HEALTHY LIVING

WHY

REPUTATION

Brand sentiment – Fast Company voted Nike the No.1 Most Innovative Company 2013.

MARKET

Creation – Nike+ has created a new market of digital sport products and services.

SALES

Penetration – Nike+ plugs into different product categories, like Running and Basketball, to drive penetration.

INNOVATION

Technology – Nike+ developed new technology.

Relationships – Nike developed new relationships with brands like Apple.

Definition

thrivability: the capacity to grow vigorously by accelerating contribution, connectedness & creativity

THE SWITCH

THE SURPRISING TRUTH ABOUT CREATIVITY

AND HOW TO BREAK THROUGH ANYTHING

NICK JANKEL

OUT IN MAY 2014

Question us.Challenge us.Have breakthroughs with us.

You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete.’

R. Buckminster Fuller

nick@wecreateworldwide.comnick@ripeandready.com