IkhlaqSidhu,contentauthor

Ikhlaq SidhuFounding Faculty Director Sutardja Center for Entrepreneurship & TechnologyDepartment of Industrial Engineering & Operations Research IEOR Emerging Area Professor Award

EnablingInnovationThroughLeadership

ForAI,BusinessModelsandthe4th IndustrialRevolution

IkhlaqSidhu,contentauthor

Lots of Students Our Model Brings Bay Area Executives and Entrepreneurs into the Classroom

1500 Undergraduates100 Ph.D / Graduate Students100 Executives10 Global Partners

Michael Marks, KKR, former CEO, FlextronicsShomt Ghose, Venture Partner, Onset VenturesUdi Manber, VP Engineering, GoogleMarc Andreesen, Founder, NetscapeLarry Baer, COO, San Francisco GiantsAmine Haoui, CEO, Sensys NetworksStacey Lawson, Founder In Part, Executive SeibelJim Davidson, Managing Director, Silverlake PartnersDonna Dubinsky, Former CEO, PalmMatt Caspari, co-founder, Aurora BiofuelsRichard Gorman, SVP, Siebel SystemsMike Olson, founder and CEO, ClouderaBrodie Keast, EVP, TiVoDavid Ladd, Managing Director, MayfieldJeff Miller, CEO, DocumentumEva Miranda, SVP, Sony CorporationRavi Mohan, Managing Director, Shasta VenturesTed Hoff, Inventor,of the MicroprocessorNat Goldhaber, Managing Director, Claremont Creek VenturesPeter Thiel, co-founder and CEO, PayPalVictoria Hale, founder and CEO, Medicines 360Steve Newcomb, founder , Powerset (part of Microsoft’s BING)Pehong Cheng, CEO, Broadvision

We focus on the Mindsets & Behaviors needed for Innovation and Entrepreneurship(in context of technology change)

IkhlaqSidhu,contentauthor

Ourmodelhasadapted:Businesstrainingisnottheonlykeyelement

Oureffectivenessformulais:• Depthinanvaluedarea• Entrepreneurial“behaviorsandmindset”

Ourprogramsandprojectsprovidethis.

Our model has adapted: Business training is not the only key element

SkillinaCoreArea

InnovationBehaviorsandMindset“PsychologyofInnovation”

High Potential

Too Narrow

Street smart, but lacking depth

IkhlaqSidhu,contentauthor

LOTS OF ACTIVITY

CHALLENGE LAB

GLOBAL PROFESSORS

NZTV

SELF-DRIVINGCOLLIDER

DATA-X CHATBOT COLLIDER SCET IN TAIWANJOHN BATTELLE

FOUNDER WIRED MAGAZINE

NEWS COVERAGE

IkhlaqSidhu,contentauthor

OurLabs offerclassesandprojectsinemergingindustryareas

8/19/2017 Reflecting on “Why” for UC Berkeley’s Sutardja Center for Entrepreneurship & Technology - UC Berkeley Sutardja Center

http://scet.berkeley.edu/reflecting-uc-berkeleys-sutardja-center-entrepreneurship-technology/ 2/5

 

Our Recipe and How It Works:

Mindset and Behavior:

A key educational training is the area of mindsets and behaviors.  This area is not obvious.  When we began, we believed

that it was valuable to start with technical students and simply add an understanding of business knowledge to their

curriculum.  Since then, we have corrected that belief.  We no longer believe business training is the key additive

ingredient.  Mechanical business skills can be acquired anytime and as needed.  The actual missing ingredient is a set of

behaviors and mindsets that allow a person to utilize their core capabilities.

Embed View on Twitter

Tweets by @SutardjaCenter

18h

SCET Retweeted

This was a great experience, learnt a lot. Thank you #bmoe2017 for the opportunity!

SCET Retweeted

We're at @UCBerkeley to visit @SutardjaCenter. Why is @JesBroeng a bootcamp mentor & what's his advice to startups? facebook.com/SutardjaCenter…

Riikka Reitzer @RiikkaReitzer

OpenEntrepreneurship @OpenEntrepre

Industry4.0?

IkhlaqSidhu,contentauthor

What is happeningat the Sutardja Center (SCET)?

• We are changing education• Students change the world• Our lab area enable new industries and new

ways to collaborate

IkhlaqSidhu,contentauthor

Anticipating the Next Industrial Revolution

Industrial Revolution 1.0 Industrial Revolution 2.0

• Winner was whoever made something most cheaply

• Leveraged scale

• Winner will be whoever makes best sense of the data

• Leveraging scale Shomit Ghose

FirstIndustrialRevolution NextIndustrialRevolution

IkhlaqSidhu,contentauthor

Harrah’sCasino:Knowingyourcustomer

ServiceproviderofGamblingandCasinos

EntryCard

Painpoints

Intervention

Reference:Supercrunchers

IkhlaqSidhu,contentauthor

1. Knowingyourcustomer,bettertargetingandrelationship.E.g.Target,Disney,Netflix

2. Improvingphysical productorservicerwithcomplimentaryinformation:E.g.UPS,FedEx

3. Data-drivenreliability orsecurityE.g.GE,BMW,Siemens

4. InformationBrokers,Arbitrage,andTrading Opportunities:E.g.Investmentfunds.

5. Improvingthecustomerjourney/experience..E.g.Harrah’s

6. FunctionalApplications:HR/Hiring,Operationsetc..Eg Walmart,Baseball,Sports

7. Efficiencyorbetterperformanceperdollarcost.E.G.GeneralIT,SAP,etc

8. RiskManagement,regulation,andcomplianceEg.Compliance360

Top8BusinessModelsUsingData

IkhlaqSidhu,contentauthor

TopBusinessModelsforUsingData

1. Knowingyourcustomer,leadingtobettertargetingandrelationship.E.g.Target,Disney

2. Informationbasedbetterservices.E.g.UPS,FedEx

3. Datadrivenreliability.E.g.GEandSiemens

4. InformationBrokers,Arbitrage,andTradingOpportunities:Investmentfunds.

5. Improvingthecustomerjourney/experience..E.g.Harrahs

6. FunctionalApplications:HR/Hiring,Operationsetc..

7. EfficiencyorBetterPerformanceperdollarcost

8. RiskManagement,regulation,andcompliance

UsageModels

• Efficiency(savemoney)

• WalletShare(topcustomersspendmoretimeandmoneywithyou)

• Brandalignment(Itreinforceshowpeoplethinkpositivelyaboutthecompany)

ValuetoBusinessCustomers

MoreValue

IkhlaqSidhu,contentauthor

Some companies have been able to adaptand transform while others were not Technical Drivers:

DataAlgorithmsRoboticsNetworkConnectivity

Structural Drivers:BusinessModelAdaptationShorterCycles

Adapted

Disrupted

IkhlaqSidhu,contentauthor

Some companies have been able to adaptand transform while others were not Technical Drivers:

DataAlgorithmsRoboticsNetworkConnectivity

Structural Drivers:BusinessModelAdaptationShorterCycles

Adapted

Disrupted

• Did“they”getit.Culture,externalawareness,learningbehaviors.

• Did“they”getit.Alignment:TopvsMiddle

• Timing:over-compensatevsdenial

• Havealignment,butcannotexecute(tactical)

• Havealignment,buthavechallengeswithAcquisitions

IkhlaqSidhu,contentauthor

IkhlaqSidhu,contentauthor

HowDoYouSelectanEmergingTechnologyStrategy?

WhatDoesthebrandofyourproductionmeantoday• Cost• Yield->Cost• Reliability• Quality• Flexibility• Speed…

Whatarethebiggerstrategicissues:• Howwillyourcompetitiontryto

beatyou• WhatareyourbiggestBusiness

Opportunities(thinkSWOT)• Whatcorecompetencestodayare

scalableandhardtocopy

(usethesetofilternewAIandotheremergingtechnologyareas)

IkhlaqSidhu,contentauthor

Identify the Stage of Your Product

Business Investment Readiness

SystemTest,Launch,Ops

Technical Readiness

System/Subsystem

Demonstration

DevelopmentProgress

Feasibility

Research

Insight Story/Value

Validation BusinessModel

SalesProcess

CompleteEcosystem

OperationalMetrics

X

Y

Z

IkhlaqSidhu,contentauthor

What is the path for transformation or business model change?

Adding,LettingGo,andChangeManagement

Dimension B

Dimension A

X

Z

CompanyorProject:Today

CompanyorProject:Next

IkhlaqSidhu,contentauthor

1. Whatdoyouneedtoacquire or learn?

2. Whatdoyouneedtolet go?

3. First principle:youcan’tbehappywhereyouare.

4. It’slikegettinganewdegreeparttime,whileyoustillworkatthelastjob.

Dimension B

Dimension A

Z

CompanyorProject:Today

CompanyorProject:Next

IkhlaqSidhu,contentauthor

Contact:

IkhlaqSidhuFoundingFacultyDirector,CenterforEntrepreneurship&TechnologyIEOREmergingAreaProfessor,UCBerkeleysidhu @berkeley.edu,scet.berkeley.edu