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MSP Automation - Application and Execution

The document discusses the importance of automation for managing service providers and enhancing productivity, emphasizing how automation can empower individuals and improve company efficiency. It highlights the risks of resisting change, the necessity for organizations to adapt to rapid technological shifts, and the potential consequences of complacency, including company failure. Additionally, it outlines strategies for navigating challenges and ensuring businesses remain competitive in a fast-evolving landscape.

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petercochrane.com Managed Service Provider Automation Application and Execution Prof Peter Cochrane OBE 22 October 2020
WHY AUTOMATE ? To a m p l i f y o u r i n n a t e a b i l i t i e s Empowering individuals releasing their creativity, reducing errors, improving quality, improving the RoI Enabling tireless machines to do what they do best in magnifying the abilities of the company 24 x 7 x 365
TIRED & PRESSURED D o e s y o u o f f i c e a n d l i f e r e s e m b l e t h i s ?
T I R E D & P R E SS U R E D A p p e a r s t o b e t h e n e w n o r m - h o w c o m e ? EARLY BURN OUT MARITAL PROBLEMS MENTAL HEALTH ISSUES EARLY RETIREMENT EARLY EXIT FROM SECTORk
Perspective 2: Te c h c y c l e s a r e g e t t i n g s h o r t e r Capability x 2 ~ 2 years Computer memory Drug development Network capacity Data generated DNA sequencing Data generated Digital cameras 3D Printing Materials Robotics Sensors AI CHANGE IS NOW AT AN INHUMAN SPEED
FAILURE ? D e l a y i n g c h a n g e Old mindsets To busy to change Getting too comfortable Change costs time & money Fixed minds and business models Holding on to what we already have An unwillingness/inability to modernise Everyone has a full time job - no resources If it works leave it alone even if it is 15 years old !
FAILURE ? D e l a y i n g c h a n g e Old mindsets To busy to change Getting too comfortable Change costs time & money Fixed minds and business models Holding on to what we already have An unwillingness/inability to modernise Everyone has a full time job - no resources If it works leave it alone even if it is 15 years old ! STASIS PROMOTES A GRADUAL OUTMODING THAT SEES INTERNAL PRESSURES BUILD ON SYSTEMS AND PEOPLEk- ULTIMATELY LEADING TO A MAJOR CRISIS/COLLAPSE
Do It All Inc M a k e m o r e faster and at a better quality DeJA VU A u t o m a t i o n C yc l e Do It All Inc Make even more faster and ever better quality Integrate Inc Get others to make most of the components to spec Green Inc Get others to make & assemble - we orchestrate Company Half Life Company ReorganisationsCompany Reorganisations Tech Nets Data EXPONENTIAL-EasytoSay!
SOLUTIONS ? N o c e r t a i n t y h e r e ! • There is no known formula • Everyone is struggling with this • Everyone is learning on the fly • Everyone is pretty much alone • There are methodologies that help • Luck and timing play a part! • The books have yet to be written! “We have created an unnatural environment where we adapt to the machines and it should be the other way around”
Perspective 3: ZOOM T i m i n g a n d L u c k a re d e fi n i t e l y ke y fa c t o r s ! THANK YOUCOVID-19 C o n f e re n c e Tr a f f i c Z o o m 4 9 . 8 %M S Te a m s 2 3 % WHO WILL BUY ZOOM & WHEN ? THE RIGHT OFFERING AT THE RIGHT TIME
NOTE: China et al are m i s s i n g & t h e b e s t e s t i m a t e o f a l l g l o b a l us e rs is >3B n PE RSPECT IVE 4 H o w d o a l l t h e s e h a p p e n ?
NOTE: China et al are m i s s i n g & t h e b e s t e s t i m a t e o f a l l g l o b a l us e rs is >3B n PE RSPECT IVE 4 H o w d o a l l t h e s e h a p p e n ?
Company Reorganisations Linear Thinkers B u t t h e u n i v e r s e i s n o n - l i n e a r ! N o n - L i n e a r i t y , C h a o s , E m e r g e n t P r o p e r t i e s & S y s t e m s w e c a n n o t c h a r a c t e r i s e a n d w i l l n e v e r f u l l y u n d e r s t a n d s a n s A I a n d Q u a n t u m C o m p u t i n g d o n o t f i g u r e i n o u r l i f e , e d u c a t i o n , e x p e r i e n c e o r t h i n k i n g ! “The net result is confounding confusion & er ro rs o f judgement” Tech and markets are full of big surprises Accurate prediction remains impossible THIS IS WHERE EDUCATION FAILS BIG TIME
Starting AT THE END H o w t h e h e c k d i d a l l t h i s h a p p e n ?
Starting AT THE END H o w t h e h e c k d i d a l l t h i s h a p p e n ?
Only 3 make it to 2020 !! X X X X X X X X X X X X 12 new entries by 2020 !! 12 USA 3 EU 8 USA 5 China 1 Japan 1 Korea
C O M P A N Y L I F E S P A N S & P 5 0 0 I n d e x - a ro l l i n g 7 ye a r a ve ra g e SME AVERAGES ARE MUCHSHORTER
C O M P A N Y L I F E S P A N S & P 5 0 0 I n d e x - a ro l l i n g 7 ye a r a ve ra g e SME AVERAGES ARE MUCHSHORTER WHAT IS THE PATTERN HERE “There is a correlation with global M&A, Market & Banking Cycles, but the causality is not at all clear”
C A S U A L T I E S M a r ke t s c o n d e n s e w i t h t i m e “This is a very small fraction of the total USA fatality list - the UK list is even bigger”
G r o w o r b e a ss i m i l at e d M a r ke t s f o l l o w N a t u re t o wa rd d o m i n a t i o n b y t h e f e w
G r o w o r b e a ss i m i l at e d M a r ke t s f o l l o w N a t u re t o wa rd d o m i n a t i o n b y t h e f e w CONDENSING TO THE LOWEST ENERGY STATE ALL COMMODITY BUSINESSES ALWAYS DO THIS THE SURVIVAL OF THE MOST ADAPTABLE
S M E s & N I C H E P L AY E R S T h e t e c h d r i ve n ‘ l i f e - d e a t h’ c yc l e i s o f t e n m a s ke d ! Basic Laws of Survival “If you are not growing you are dying” “If you are not a predator, then you are prey” “If you are not planning to expand you will contract” “If you are not investing in the next tech, market, cycle…then you have no future” “If you are not agile and adaptable, then you only have a rigour mortis future”
S M E s & N I C H E P L AY E R S T h e t e c h d r i ve n ‘ l i f e - d e a t h’ c yc l e i s o f t e n m a s ke d ! Basic Laws of Survival “If you are not growing you are dying” “If you are not a predator, then you are prey” “If you are not planning to expand you will contract” “If you are not investing in the next tech, market, cycle…then you have no future” “If you are not agile and adaptable, then you only have a rigour mortis future” “Stability is the new nemesis - and constant change the new norm”
L E S S O N F R O M H I S T O R Y Case studies on how to kill a company big or small Blockbuster (1985 – 2010) ... Polaroid (1937 – 2001) ... Pan Am (1927 – 1991) ... Borders (1971 – 2011) ... Pets[dot]com (1998 – 2000) ... Tower Records (1960 – 2004) ... Compaq (1982 – 2002) ... “Resisting tech change and failing to innovate promotes failure and ultimately - death”
L E S S O N F R O M H I S T O R Y Yo u c o u l d n’t d re a m a l l t h i s u p - yo u re a l l y c o u l d n’t
L E S S O N F R O M H I S T O R Y Yo u c o u l d n’t d re a m a l l t h i s u p - yo u re a l l y c o u l d n’t
W o r d s o f W i s d o m S o m e o n e o n c e c a l l e d m e ‘ j u s t a l a b ra t ’
W o r d s o f W i s d o m S o m e o n e o n c e c a l l e d m e ‘ j u s t a l a b ra t ’
W o r d s o f W i s d o m S o m e o n e o n c e c a l l e d m e ‘ j u s t a l a b ra t ’ THE BOARD SALES & MARKETING OFTEN KILL COMPANIES THE TONER HEADS/LAB RATS OFTEN FAILTO SELL OR TELL A GOOD STORY & DO NOT SPEAK THE LANGUAGE OF THE BOARD AND SALES/Marketing
C O M P A N Y P r o g r e ss A natural technology driven ‘life-death’ cycle Blood Sweat & Tears Satisfaction of Steady Growth S t a r t - U p High Risk S a f e s t Period F l a t l i n i n g H i g h R i s k Unsustainable! Competition Tech Advance Market Change Crash and Burn Phase 2 Growth
C O M P A N Y P r o g r e ss A natural technology driven ‘life-death’ cycle Blood Sweat & Tears Satisfaction of Steady Growth S t a r t - U p High Risk S a f e s t Period F l a t l i n i n g H i g h R i s k Unsustainable! Competition Tech Advance Market Change Crash and Burn Phase 2 Growth YOU HAVE TO BE WELL PREPARED FOR THIS INFLEXION AS IT IS A DANGER POINT HAVING THE NEXT MOVE ALL READY TO GO IS VITAL TO YOUR COMPANY SURVIVAL
B a c k t o D A Y Z E R O Really thinking it through AND getting right This is all very often done badly/vaguely or after the fact and things get overlooked or forgotten ! AND it all comes back to haunt us later
B a c k t o D A Y Z E R O Really thinking it through AND getting right This is all very often done badly/vaguely or after the fact and things get overlooked or forgotten ! AND it all comes back to haunt us later WHAT HAPPENS WHEN WE HAVE HAVE TICKED ALL THE BOXES ? AMBITION WHAT DO WE WANT TO BE WHEN WE REALLY GROW UP ?
AT THE CUSP ? T h e q u e s t i o n s we s t a r t a s k i n g What is the out? H o w d o w e e x p a n d ? H o w d o w e s u r v i v e ? H o w d i d w e g e t h e re ? H o w d i d w e m i s s t h a t ? Where did the market go? Where did they come from? Business Intelligence = Intelligent Business ‘Red Teaming’ and ‘War Gaming’ are now two essential tools for managing into a chaotic fast changing and uncertain future
F O R M A R E D T E A M T h e y n e e d t o p l a y p re d a t o r & a t t a c k • F o r m a n h o l i s t i c i n t e r n a l t e a m • Bring in an outsider - a devils advocate • They al l ne ed to know your business well • S e l e c t s o m e o f y o u r s m a r t e s t ( y o u n g ) p e o p l e • I n c l u d e : M a n a g e m e n t , Te c h , C u s t o m e r S u p p o r t , S a l e s • G e t t h e m t o a t t a c k y o u r o p e r a t i o n a s a p re d a t o r w o u l d • A s k t h e m t o f o r m u l a t e a t a k e o v e r / b u s i n e s s a t t a c k re p o r t “PARADOX: The military play all day and very occasionally go to war. We are at war every day but we never play”
SEGUE: METAPHOR All Lifeforms, Companies & Business Where does death come from ? A direction you are not looking ! By a mechanism you didn’t anticipate ! At a time that is really inconvenient !
SEGUAE: Radar & Intelligence All companies need a team monitoring their, and other sectors Competition Technology Customers Investments Publications Conferences Big Players StartUps Patents
SEGUAE: Radar & Intelligence All companies need a team monitoring their, and other sectors Competition Technology Customers Investments Publications Conferences Big Players StartUps Patents BUT YOU HAVE NO AVAILABLE OR CAPABLE PEOPLE TO COVER THIS THIS SITUATION IS A VERY COMMON MANAGEMENT FAIL
F O R M A B L U E T E A M T h e y n e e d t o re b u i l d t h e c o m p a n y f ro m ze ro • F o r m a n p re d o m i n a n t l y y o u n g t e c h t e a m • Bring in an outsider - a devils advocate • G e t t h e m t o re - e x a m i n e t h e b u s i n e s s f ro m s c r a t c h • A s k t h e m t o re d e s i g n a l l p ro c e e d s b a s e d o n n e w t e c h • A l s o g e t t h e m t o f o l d i n e x p a n s i o n c o n s i d e r a t i o n s • G e t t h e m t o c re a t e a t e k c h a n g e / s t a r t - u p s h o p p i n g l i s t • A f u l l b o a rd re p o r t b a c k b y Re d a n d B l u e Te a m s f o l l o w s “PARADOX: Why do clusters of really smart people in big groupings/companies create such dumb behaviours”
SEGUAE: SOME ESSENTIALS Management education often overlooks mayhem factors One management/process regime is seldom appropriate across the span of a company” Rigid management regimes generally kill innovation & agility leading to a lack of adaptability “The net result is confounding confusion & errors” A focus on optimisation, RoI and efficiency introduces a far greater failure risk
Management MANTRAS T h e w a n t o n d e s t r u c t i o n o f g o o d c o m p a n i e s Charge what the market will stand Go for the low hanging fruit Drive down the overheads Minimalise manpower Focus on the winners Drive down costs Optimise for ROI Cut out the slack Downsize Rightsize “Doing anyone, combinations of, or all of these at the same time on the basis of a lack of knowledge, or a considered and full understanding of the consequences, is irresponsible, unprofessional and criminal”
SURVIVABILITY Basis for companies & systems Physics Biology Nature Chemistry Life Systems Natural World Thermodynamics Optimisation / High Efficiency Brittlenes
Optimisation & Efficiency Understanding this and making the right choices is vital Performance Efficiency Focus RoI Adaptability R e l i a b i l i t y Res ilience Longevity Utility
s pa n o f Au to m at i o n N o t wo s e c t o r s o r c o m p a n i e s a re t h e s a m e
W h y Au to m at E ? A s i m p l e , o r, a s u b t l e q u e s t i o n D o i n g m o re w i t h l e s s I m p ro v i n g e f f i c i e n c y I m p r o v i n g q u a l i t y Re d u c i n g s t a f f i n g L o w e r i n g O P E X To i n c re a s e o v e r a l l i n t e l l i g e n c e To i n t ro d u c e A I t e a m w o r k i n g To f re e u p h u m a n c re a t i v i t y To s e i z e n e w o p p o r t u n i t i e s To c h a n g e w o r k p a t t e r n s To c h a n g e m e t h o d o l o g i e s To p o w e r n e w v e n t u r e s To o u t f l a n k c o m p e t i t o r s To g e t a h e a d o f t h e g a m e
M a n ag e m e n t m o d e ? F i x e d , r e h e a r s e d , p r o c e s s b o u n d … . N O ! A degree of regimentation in a company making concrete or automobiles is essential, but it would be destructive in any creative, problem solving, service provision, tech based company and/or environment
M a n ag e m e n t m o d e ? F l e x i b l e , a d a p t a b l e , m o b i l e , J D I … Y E S ! A high degree of freedom and flexibility of thought and action are essential for the team success and survival
Corporate Product S e l f MadeCareer Office 9 till 5 Anywhere AnytimeMode Process Bound Innovation Adaptation Solution Focus Laptop Tablet Mobile Tools AI/Robotics Analysis Modelling War Gaming Teamster Creative Corporate PC Long Term Fixed S h o r t Te r m Flexible Horizon SEGUE: PEOPLE TO COME N e w m i n d s f o r o l d - n e w e x p e c t a t i o n s / n e e d s
Corporate Product S e l f MadeCareer Office 9 till 5 Anywhere AnytimeMode Process Bound Innovation Adaptation Solution Focus Laptop Tablet Mobile Tools AI/Robotics Analysis Modelling War Gaming Teamster Creative Corporate PC Long Term Fixed S h o r t Te r m Flexible Horizon SEGUE: PEOPLE TO COME N e w m i n d s f o r o l d - n e w e x p e c t a t i o n s / n e e d s “ I n e e d l i f e l o n g s e c u r i t y ” “ I n e e d a m o r e e x c i t i n g p r o j e c t ”
THIS IS not Automation B u t i t i s a r e a l l y b a d i d e a ! THE FUTURE IS ABOUT MAN- MACHINE PARTNERSHIPS AND EXPLOITING JOINT BIOLOGICAL AND MACHINE CAPABILITIES TO THE MAX
T H E S P EC T R U M T a k i n g a t e a m t a l e n t v i e w
T H E S P EC T R U M T a k i n g a t e a m t a l e n t v i e w ROBOTS Precise Relentless Never tire Never upset Never sick/off Never complain Never day dream Always concentrate Task programmable Operate 24 x 7 x 365 Operational agility Fixed & mobile Autonomous Deep into industry AI Have a different perspective Ultimate pattern recognisers Different/new intelligences Deal well with the known Do not cope with surprises Enjoy exponential learning Posses a degree of creativity Always awake/concentrating Task/Domain specific so far Operate 24 x 7 x 365 Networked fixed & mobile Deep into industry, defence, commerce, services, IT, R&D medicine, transportation.. Tenacity Patience Empathy Sentience Creativity Awareness Imagination Critical thinking Manual dexterity Conceptualisation Infinitely adaptable Cope with surprises Emotional intelligence Deal with the unknown +++++ HUMANS
H O W & W H AT TO Au to m at E ? N o t s u c h s i m p l e q u e s t i o n s Can Machines Do a better job? Cut operating costs? Free up human skills? Facilitate new business? Improve overall quality? Produce market advantage? Help win new business?
M E T H O D O L O G Y H o w a n d w h a t t o a u t o m a t e 1. Rebuild the company on the basis of n ew t e c h n o l o g i e s 2. I n t h e p ro c e s s a u t o m a t e e ve r y t h i n g t h a t c a n b e s u b s u m e d 3. T h e p e o p l e re l e a s e d c a n t h e n b e e n g a g e d t o b u i l d n e w o f f e r i n g s 4. Ask - are there a starts with components we need 5. Decide what to build and what to buy ! O n t h e b a s i s o f t h e RED and BLUE Team Reports + Market I n t e l l i g e n c e d e c i d e o n t h e c o u r s e o f a c t i o n : A l t e r n a t i v e l y : L e a ve t h e c o m p a n y a s i s a n d a u t o m a t e a l l e x i s t i n g c o m p o n e n t a n d p ro c e s s a p p ro p r i a t e l y w h i l s t a l s o a c t i o n i n g ( 2 - 5 ) a b o ve
Trawl your sector and others plus the tech and start-ups t o a s s e s s w h a t i s a v a i l a b l e , f e a s i b l e , re a s o n a b l y e a s y t o e n g i n e e r a n d i m p l e m e n t . M E T H O D O L O G Y H o w a n d w h a t t o a u t o m a t e C a t e g o r i s e t e c h n o l o g i e s w i t h c o m p o n e n t / e l e m e n t c o s t a n d urge nc y o n the basis of existing performance and quality includ i ng losses, problems, limitat ions, cost:benefit ratio S e q u e n c e i n s t a l l a n d c h a n g e o v e r b y s i m p l i c i t y / m a t u r i t y t o g a i n e x p e r i e n c e a n d g ro w c o n f i d e n c e w i t h i n t h e t e a m whilst minimising SNAFUs !
G R O W i n g T H E C O M P A N Y A natural technology driven ‘life-death’ cycle Ideally the RED - BLUE Team process along with the board will have plans for expanding the offering or the addition of some new tech based product - either developed in house or acquired as a start-up et al S t a r t - U p High Risk S a f e s t Period F l a t l i n i n g H i g h R i s k Phase 2 Growth
$ Time Concatenated Inflexions I d e a l b u t n e v e r s i m p l e , c y c l i c , o r w e l l e v e n o r d e r e d
EVOLUTION L e t t i n g i t d i e t i m i n g Dead End Seams of Gold this way!>>>>>
R E V O L U T I O N G e t t i n g a h e a d o f t h e g a m e Dead Ends Let Go! It all starts here Niche Me2 Player-Many Competitors
Example:APPLE SERVICES Beyond Hardware and a ‘noisy’ 15 year build process
Example:APPLE SERVICES Beyond Hardware and a ‘noisy’ 15 year build process Download On-Line Streaming For All For Me Purchase Subscription
S E G U E : A ‘ n o i s y ’ B U I L D Far from the ideal - lots of fails , but really incredible Hardware transcended by ser vices por tfolio in shor t order
YOUR PEOPLE A d o r m a n t a s s e t - S t ev e J o b s
A X I O M S Born of experience in stars & corporations Control: Hand over as much and as soon as possible to your customers so they can decide there own needs and make their own choices without calling you Watch Speech Tech: Natural language I/Os looks set to become a dominant form of interface for machine, system and services set up in the future Customer Care: There are insiders and outsiders, but you need to be an ‘alongsider’ watching and looking after your customers 24x7x365 - and it needs automating!
E X T R A TA K E A W A Y S Born of experience in stars & corporations Monitor the periphery: Try to understanding the customer, their customers, the markets and the new starts and entries Look out for changing behaviours: These are early indicators often show up in work patterns and constitute new needs that you should see as opportunities Look beyond the short term RoI: It is not so much can you afford it? More, what will be the cost of not doing it! Longevity is vital, pleasing the accountants far less so - try to strike the right risk:reward balance Failure is a learning opportunity: But make it measured and survivable - it is never too late to call ‘time’ on a project and cut the losses - to then start the next one - success is out there, you just have to nail it!
“Things that Think want to Link and Things that Link want to Think” T h a n k Y o u www.petercochrane.com

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MSP Automation - Application and Execution

  • 1.
    petercochrane.com Managed Service Provider Automation Applicationand Execution Prof Peter Cochrane OBE 22 October 2020
  • 2.
    WHY AUTOMATE ? Toa m p l i f y o u r i n n a t e a b i l i t i e s Empowering individuals releasing their creativity, reducing errors, improving quality, improving the RoI Enabling tireless machines to do what they do best in magnifying the abilities of the company 24 x 7 x 365
  • 3.
    TIRED & PRESSURED Do e s y o u o f f i c e a n d l i f e r e s e m b l e t h i s ?
  • 4.
    T I RE D & P R E SS U R E D A p p e a r s t o b e t h e n e w n o r m - h o w c o m e ? EARLY BURN OUT MARITAL PROBLEMS MENTAL HEALTH ISSUES EARLY RETIREMENT EARLY EXIT FROM SECTORk
  • 5.
    Perspective 2: Te ch c y c l e s a r e g e t t i n g s h o r t e r Capability x 2 ~ 2 years Computer memory Drug development Network capacity Data generated DNA sequencing Data generated Digital cameras 3D Printing Materials Robotics Sensors AI CHANGE IS NOW AT AN INHUMAN SPEED
  • 6.
    FAILURE ? D el a y i n g c h a n g e Old mindsets To busy to change Getting too comfortable Change costs time & money Fixed minds and business models Holding on to what we already have An unwillingness/inability to modernise Everyone has a full time job - no resources If it works leave it alone even if it is 15 years old !
  • 7.
    FAILURE ? D el a y i n g c h a n g e Old mindsets To busy to change Getting too comfortable Change costs time & money Fixed minds and business models Holding on to what we already have An unwillingness/inability to modernise Everyone has a full time job - no resources If it works leave it alone even if it is 15 years old ! STASIS PROMOTES A GRADUAL OUTMODING THAT SEES INTERNAL PRESSURES BUILD ON SYSTEMS AND PEOPLEk- ULTIMATELY LEADING TO A MAJOR CRISIS/COLLAPSE
  • 8.
    Do It AllInc M a k e m o r e faster and at a better quality DeJA VU A u t o m a t i o n C yc l e Do It All Inc Make even more faster and ever better quality Integrate Inc Get others to make most of the components to spec Green Inc Get others to make & assemble - we orchestrate Company Half Life Company ReorganisationsCompany Reorganisations Tech Nets Data EXPONENTIAL-EasytoSay!
  • 9.
    SOLUTIONS ? N oc e r t a i n t y h e r e ! • There is no known formula • Everyone is struggling with this • Everyone is learning on the fly • Everyone is pretty much alone • There are methodologies that help • Luck and timing play a part! • The books have yet to be written! “We have created an unnatural environment where we adapt to the machines and it should be the other way around”
  • 10.
    Perspective 3: ZOOM Ti m i n g a n d L u c k a re d e fi n i t e l y ke y fa c t o r s ! THANK YOUCOVID-19 C o n f e re n c e Tr a f f i c Z o o m 4 9 . 8 %M S Te a m s 2 3 % WHO WILL BUY ZOOM & WHEN ? THE RIGHT OFFERING AT THE RIGHT TIME
  • 11.
    NOTE: China etal are m i s s i n g & t h e b e s t e s t i m a t e o f a l l g l o b a l us e rs is >3B n PE RSPECT IVE 4 H o w d o a l l t h e s e h a p p e n ?
  • 12.
    NOTE: China etal are m i s s i n g & t h e b e s t e s t i m a t e o f a l l g l o b a l us e rs is >3B n PE RSPECT IVE 4 H o w d o a l l t h e s e h a p p e n ?
  • 13.
    Company Reorganisations Linear Thinkers Bu t t h e u n i v e r s e i s n o n - l i n e a r ! N o n - L i n e a r i t y , C h a o s , E m e r g e n t P r o p e r t i e s & S y s t e m s w e c a n n o t c h a r a c t e r i s e a n d w i l l n e v e r f u l l y u n d e r s t a n d s a n s A I a n d Q u a n t u m C o m p u t i n g d o n o t f i g u r e i n o u r l i f e , e d u c a t i o n , e x p e r i e n c e o r t h i n k i n g ! “The net result is confounding confusion & er ro rs o f judgement” Tech and markets are full of big surprises Accurate prediction remains impossible THIS IS WHERE EDUCATION FAILS BIG TIME
  • 14.
    Starting AT THEEND H o w t h e h e c k d i d a l l t h i s h a p p e n ?
  • 15.
    Starting AT THEEND H o w t h e h e c k d i d a l l t h i s h a p p e n ?
  • 16.
    Only 3 make itto 2020 !! X X X X X X X X X X X X 12 new entries by 2020 !! 12 USA 3 EU 8 USA 5 China 1 Japan 1 Korea
  • 17.
    C O MP A N Y L I F E S P A N S & P 5 0 0 I n d e x - a ro l l i n g 7 ye a r a ve ra g e SME AVERAGES ARE MUCHSHORTER
  • 18.
    C O MP A N Y L I F E S P A N S & P 5 0 0 I n d e x - a ro l l i n g 7 ye a r a ve ra g e SME AVERAGES ARE MUCHSHORTER WHAT IS THE PATTERN HERE “There is a correlation with global M&A, Market & Banking Cycles, but the causality is not at all clear”
  • 19.
    C A SU A L T I E S M a r ke t s c o n d e n s e w i t h t i m e “This is a very small fraction of the total USA fatality list - the UK list is even bigger”
  • 20.
    G r ow o r b e a ss i m i l at e d M a r ke t s f o l l o w N a t u re t o wa rd d o m i n a t i o n b y t h e f e w
  • 21.
    G r ow o r b e a ss i m i l at e d M a r ke t s f o l l o w N a t u re t o wa rd d o m i n a t i o n b y t h e f e w CONDENSING TO THE LOWEST ENERGY STATE ALL COMMODITY BUSINESSES ALWAYS DO THIS THE SURVIVAL OF THE MOST ADAPTABLE
  • 22.
    S M Es & N I C H E P L AY E R S T h e t e c h d r i ve n ‘ l i f e - d e a t h’ c yc l e i s o f t e n m a s ke d ! Basic Laws of Survival “If you are not growing you are dying” “If you are not a predator, then you are prey” “If you are not planning to expand you will contract” “If you are not investing in the next tech, market, cycle…then you have no future” “If you are not agile and adaptable, then you only have a rigour mortis future”
  • 23.
    S M Es & N I C H E P L AY E R S T h e t e c h d r i ve n ‘ l i f e - d e a t h’ c yc l e i s o f t e n m a s ke d ! Basic Laws of Survival “If you are not growing you are dying” “If you are not a predator, then you are prey” “If you are not planning to expand you will contract” “If you are not investing in the next tech, market, cycle…then you have no future” “If you are not agile and adaptable, then you only have a rigour mortis future” “Stability is the new nemesis - and constant change the new norm”
  • 24.
    L E SS O N F R O M H I S T O R Y Case studies on how to kill a company big or small Blockbuster (1985 – 2010) ... Polaroid (1937 – 2001) ... Pan Am (1927 – 1991) ... Borders (1971 – 2011) ... Pets[dot]com (1998 – 2000) ... Tower Records (1960 – 2004) ... Compaq (1982 – 2002) ... “Resisting tech change and failing to innovate promotes failure and ultimately - death”
  • 25.
    L E SS O N F R O M H I S T O R Y Yo u c o u l d n’t d re a m a l l t h i s u p - yo u re a l l y c o u l d n’t
  • 26.
    L E SS O N F R O M H I S T O R Y Yo u c o u l d n’t d re a m a l l t h i s u p - yo u re a l l y c o u l d n’t
  • 27.
    W o rd s o f W i s d o m S o m e o n e o n c e c a l l e d m e ‘ j u s t a l a b ra t ’
  • 28.
    W o rd s o f W i s d o m S o m e o n e o n c e c a l l e d m e ‘ j u s t a l a b ra t ’
  • 29.
    W o rd s o f W i s d o m S o m e o n e o n c e c a l l e d m e ‘ j u s t a l a b ra t ’ THE BOARD SALES & MARKETING OFTEN KILL COMPANIES THE TONER HEADS/LAB RATS OFTEN FAILTO SELL OR TELL A GOOD STORY & DO NOT SPEAK THE LANGUAGE OF THE BOARD AND SALES/Marketing
  • 30.
    C O MP A N Y P r o g r e ss A natural technology driven ‘life-death’ cycle Blood Sweat & Tears Satisfaction of Steady Growth S t a r t - U p High Risk S a f e s t Period F l a t l i n i n g H i g h R i s k Unsustainable! Competition Tech Advance Market Change Crash and Burn Phase 2 Growth
  • 31.
    C O MP A N Y P r o g r e ss A natural technology driven ‘life-death’ cycle Blood Sweat & Tears Satisfaction of Steady Growth S t a r t - U p High Risk S a f e s t Period F l a t l i n i n g H i g h R i s k Unsustainable! Competition Tech Advance Market Change Crash and Burn Phase 2 Growth YOU HAVE TO BE WELL PREPARED FOR THIS INFLEXION AS IT IS A DANGER POINT HAVING THE NEXT MOVE ALL READY TO GO IS VITAL TO YOUR COMPANY SURVIVAL
  • 32.
    B a ck t o D A Y Z E R O Really thinking it through AND getting right This is all very often done badly/vaguely or after the fact and things get overlooked or forgotten ! AND it all comes back to haunt us later
  • 33.
    B a ck t o D A Y Z E R O Really thinking it through AND getting right This is all very often done badly/vaguely or after the fact and things get overlooked or forgotten ! AND it all comes back to haunt us later WHAT HAPPENS WHEN WE HAVE HAVE TICKED ALL THE BOXES ? AMBITION WHAT DO WE WANT TO BE WHEN WE REALLY GROW UP ?
  • 34.
    AT THE CUSP? T h e q u e s t i o n s we s t a r t a s k i n g What is the out? H o w d o w e e x p a n d ? H o w d o w e s u r v i v e ? H o w d i d w e g e t h e re ? H o w d i d w e m i s s t h a t ? Where did the market go? Where did they come from? Business Intelligence = Intelligent Business ‘Red Teaming’ and ‘War Gaming’ are now two essential tools for managing into a chaotic fast changing and uncertain future
  • 35.
    F O RM A R E D T E A M T h e y n e e d t o p l a y p re d a t o r & a t t a c k • F o r m a n h o l i s t i c i n t e r n a l t e a m • Bring in an outsider - a devils advocate • They al l ne ed to know your business well • S e l e c t s o m e o f y o u r s m a r t e s t ( y o u n g ) p e o p l e • I n c l u d e : M a n a g e m e n t , Te c h , C u s t o m e r S u p p o r t , S a l e s • G e t t h e m t o a t t a c k y o u r o p e r a t i o n a s a p re d a t o r w o u l d • A s k t h e m t o f o r m u l a t e a t a k e o v e r / b u s i n e s s a t t a c k re p o r t “PARADOX: The military play all day and very occasionally go to war. We are at war every day but we never play”
  • 36.
    SEGUE: METAPHOR All Lifeforms,Companies & Business Where does death come from ? A direction you are not looking ! By a mechanism you didn’t anticipate ! At a time that is really inconvenient !
  • 37.
    SEGUAE: Radar &Intelligence All companies need a team monitoring their, and other sectors Competition Technology Customers Investments Publications Conferences Big Players StartUps Patents
  • 38.
    SEGUAE: Radar &Intelligence All companies need a team monitoring their, and other sectors Competition Technology Customers Investments Publications Conferences Big Players StartUps Patents BUT YOU HAVE NO AVAILABLE OR CAPABLE PEOPLE TO COVER THIS THIS SITUATION IS A VERY COMMON MANAGEMENT FAIL
  • 39.
    F O RM A B L U E T E A M T h e y n e e d t o re b u i l d t h e c o m p a n y f ro m ze ro • F o r m a n p re d o m i n a n t l y y o u n g t e c h t e a m • Bring in an outsider - a devils advocate • G e t t h e m t o re - e x a m i n e t h e b u s i n e s s f ro m s c r a t c h • A s k t h e m t o re d e s i g n a l l p ro c e e d s b a s e d o n n e w t e c h • A l s o g e t t h e m t o f o l d i n e x p a n s i o n c o n s i d e r a t i o n s • G e t t h e m t o c re a t e a t e k c h a n g e / s t a r t - u p s h o p p i n g l i s t • A f u l l b o a rd re p o r t b a c k b y Re d a n d B l u e Te a m s f o l l o w s “PARADOX: Why do clusters of really smart people in big groupings/companies create such dumb behaviours”
  • 40.
    SEGUAE: SOME ESSENTIALS Managementeducation often overlooks mayhem factors One management/process regime is seldom appropriate across the span of a company” Rigid management regimes generally kill innovation & agility leading to a lack of adaptability “The net result is confounding confusion & errors” A focus on optimisation, RoI and efficiency introduces a far greater failure risk
  • 41.
    Management MANTRAS T he w a n t o n d e s t r u c t i o n o f g o o d c o m p a n i e s Charge what the market will stand Go for the low hanging fruit Drive down the overheads Minimalise manpower Focus on the winners Drive down costs Optimise for ROI Cut out the slack Downsize Rightsize “Doing anyone, combinations of, or all of these at the same time on the basis of a lack of knowledge, or a considered and full understanding of the consequences, is irresponsible, unprofessional and criminal”
  • 42.
    SURVIVABILITY Basis for companies& systems Physics Biology Nature Chemistry Life Systems Natural World Thermodynamics Optimisation / High Efficiency Brittlenes
  • 43.
    Optimisation & Efficiency Understandingthis and making the right choices is vital Performance Efficiency Focus RoI Adaptability R e l i a b i l i t y Res ilience Longevity Utility
  • 44.
    s pa no f Au to m at i o n N o t wo s e c t o r s o r c o m p a n i e s a re t h e s a m e
  • 45.
    W h yAu to m at E ? A s i m p l e , o r, a s u b t l e q u e s t i o n D o i n g m o re w i t h l e s s I m p ro v i n g e f f i c i e n c y I m p r o v i n g q u a l i t y Re d u c i n g s t a f f i n g L o w e r i n g O P E X To i n c re a s e o v e r a l l i n t e l l i g e n c e To i n t ro d u c e A I t e a m w o r k i n g To f re e u p h u m a n c re a t i v i t y To s e i z e n e w o p p o r t u n i t i e s To c h a n g e w o r k p a t t e r n s To c h a n g e m e t h o d o l o g i e s To p o w e r n e w v e n t u r e s To o u t f l a n k c o m p e t i t o r s To g e t a h e a d o f t h e g a m e
  • 46.
    M a nag e m e n t m o d e ? F i x e d , r e h e a r s e d , p r o c e s s b o u n d … . N O ! A degree of regimentation in a company making concrete or automobiles is essential, but it would be destructive in any creative, problem solving, service provision, tech based company and/or environment
  • 47.
    M a nag e m e n t m o d e ? F l e x i b l e , a d a p t a b l e , m o b i l e , J D I … Y E S ! A high degree of freedom and flexibility of thought and action are essential for the team success and survival
  • 48.
    Corporate Product S e lf MadeCareer Office 9 till 5 Anywhere AnytimeMode Process Bound Innovation Adaptation Solution Focus Laptop Tablet Mobile Tools AI/Robotics Analysis Modelling War Gaming Teamster Creative Corporate PC Long Term Fixed S h o r t Te r m Flexible Horizon SEGUE: PEOPLE TO COME N e w m i n d s f o r o l d - n e w e x p e c t a t i o n s / n e e d s
  • 49.
    Corporate Product S e lf MadeCareer Office 9 till 5 Anywhere AnytimeMode Process Bound Innovation Adaptation Solution Focus Laptop Tablet Mobile Tools AI/Robotics Analysis Modelling War Gaming Teamster Creative Corporate PC Long Term Fixed S h o r t Te r m Flexible Horizon SEGUE: PEOPLE TO COME N e w m i n d s f o r o l d - n e w e x p e c t a t i o n s / n e e d s “ I n e e d l i f e l o n g s e c u r i t y ” “ I n e e d a m o r e e x c i t i n g p r o j e c t ”
  • 50.
    THIS IS notAutomation B u t i t i s a r e a l l y b a d i d e a ! THE FUTURE IS ABOUT MAN- MACHINE PARTNERSHIPS AND EXPLOITING JOINT BIOLOGICAL AND MACHINE CAPABILITIES TO THE MAX
  • 51.
    T H ES P EC T R U M T a k i n g a t e a m t a l e n t v i e w
  • 52.
    T H ES P EC T R U M T a k i n g a t e a m t a l e n t v i e w ROBOTS Precise Relentless Never tire Never upset Never sick/off Never complain Never day dream Always concentrate Task programmable Operate 24 x 7 x 365 Operational agility Fixed & mobile Autonomous Deep into industry AI Have a different perspective Ultimate pattern recognisers Different/new intelligences Deal well with the known Do not cope with surprises Enjoy exponential learning Posses a degree of creativity Always awake/concentrating Task/Domain specific so far Operate 24 x 7 x 365 Networked fixed & mobile Deep into industry, defence, commerce, services, IT, R&D medicine, transportation.. Tenacity Patience Empathy Sentience Creativity Awareness Imagination Critical thinking Manual dexterity Conceptualisation Infinitely adaptable Cope with surprises Emotional intelligence Deal with the unknown +++++ HUMANS
  • 53.
    H O W& W H AT TO Au to m at E ? N o t s u c h s i m p l e q u e s t i o n s Can Machines Do a better job? Cut operating costs? Free up human skills? Facilitate new business? Improve overall quality? Produce market advantage? Help win new business?
  • 54.
    M E TH O D O L O G Y H o w a n d w h a t t o a u t o m a t e 1. Rebuild the company on the basis of n ew t e c h n o l o g i e s 2. I n t h e p ro c e s s a u t o m a t e e ve r y t h i n g t h a t c a n b e s u b s u m e d 3. T h e p e o p l e re l e a s e d c a n t h e n b e e n g a g e d t o b u i l d n e w o f f e r i n g s 4. Ask - are there a starts with components we need 5. Decide what to build and what to buy ! O n t h e b a s i s o f t h e RED and BLUE Team Reports + Market I n t e l l i g e n c e d e c i d e o n t h e c o u r s e o f a c t i o n : A l t e r n a t i v e l y : L e a ve t h e c o m p a n y a s i s a n d a u t o m a t e a l l e x i s t i n g c o m p o n e n t a n d p ro c e s s a p p ro p r i a t e l y w h i l s t a l s o a c t i o n i n g ( 2 - 5 ) a b o ve
  • 55.
    Trawl your sectorand others plus the tech and start-ups t o a s s e s s w h a t i s a v a i l a b l e , f e a s i b l e , re a s o n a b l y e a s y t o e n g i n e e r a n d i m p l e m e n t . M E T H O D O L O G Y H o w a n d w h a t t o a u t o m a t e C a t e g o r i s e t e c h n o l o g i e s w i t h c o m p o n e n t / e l e m e n t c o s t a n d urge nc y o n the basis of existing performance and quality includ i ng losses, problems, limitat ions, cost:benefit ratio S e q u e n c e i n s t a l l a n d c h a n g e o v e r b y s i m p l i c i t y / m a t u r i t y t o g a i n e x p e r i e n c e a n d g ro w c o n f i d e n c e w i t h i n t h e t e a m whilst minimising SNAFUs !
  • 56.
    G R OW i n g T H E C O M P A N Y A natural technology driven ‘life-death’ cycle Ideally the RED - BLUE Team process along with the board will have plans for expanding the offering or the addition of some new tech based product - either developed in house or acquired as a start-up et al S t a r t - U p High Risk S a f e s t Period F l a t l i n i n g H i g h R i s k Phase 2 Growth
  • 57.
    $ Time Concatenated Inflexions I de a l b u t n e v e r s i m p l e , c y c l i c , o r w e l l e v e n o r d e r e d
  • 58.
    EVOLUTION L e tt i n g i t d i e t i m i n g Dead End Seams of Gold this way!>>>>>
  • 59.
    R E VO L U T I O N G e t t i n g a h e a d o f t h e g a m e Dead Ends Let Go! It all starts here Niche Me2 Player-Many Competitors
  • 60.
    Example:APPLE SERVICES Beyond Hardwareand a ‘noisy’ 15 year build process
  • 61.
    Example:APPLE SERVICES Beyond Hardwareand a ‘noisy’ 15 year build process Download On-Line Streaming For All For Me Purchase Subscription
  • 62.
    S E GU E : A ‘ n o i s y ’ B U I L D Far from the ideal - lots of fails , but really incredible Hardware transcended by ser vices por tfolio in shor t order
  • 63.
    YOUR PEOPLE A do r m a n t a s s e t - S t ev e J o b s
  • 64.
    A X IO M S Born of experience in stars & corporations Control: Hand over as much and as soon as possible to your customers so they can decide there own needs and make their own choices without calling you Watch Speech Tech: Natural language I/Os looks set to become a dominant form of interface for machine, system and services set up in the future Customer Care: There are insiders and outsiders, but you need to be an ‘alongsider’ watching and looking after your customers 24x7x365 - and it needs automating!
  • 65.
    E X TR A TA K E A W A Y S Born of experience in stars & corporations Monitor the periphery: Try to understanding the customer, their customers, the markets and the new starts and entries Look out for changing behaviours: These are early indicators often show up in work patterns and constitute new needs that you should see as opportunities Look beyond the short term RoI: It is not so much can you afford it? More, what will be the cost of not doing it! Longevity is vital, pleasing the accountants far less so - try to strike the right risk:reward balance Failure is a learning opportunity: But make it measured and survivable - it is never too late to call ‘time’ on a project and cut the losses - to then start the next one - success is out there, you just have to nail it!
  • 66.
    “Things that Thinkwant to Link and Things that Link want to Think” T h a n k Y o u www.petercochrane.com