- Organizations are running on "old code" and relying on traditional practices that limit their ability to adapt and innovate. New types of data from technologies like AI, machine learning, IoT, and computer vision will require organizations to fundamentally rethink how they are structured and make decisions. - To take advantage of new opportunities, organizations need to be reprogrammed and move away from static, echo-chamber thinking. They must challenge existing assumptions, processes, business models and consider outliers in order to solve new types of problems. This will require distributing decision making and a real-time approach not possible with current structures.

1. ARE YOU AND YOUR BUSINESS
READY TO BE REPROGRAMMED?
WE ARE RUNNING
OUR ORGANIZATIONS
ON OLD CODE
IMAGE BY (A)ARTWORK ON FLICKR.COM

2. INPUT VARIABLES
«WHAT KIND OF DATA, EXPERIENCE,
INFORMATION DO WE PUT INTO OUR
ORGANIZATIONS TO MAKE THEM TICK»

3. GAPI sense there is a gap between what we want our organizations
to become and what we put into them to get there

4. Software + HardwareGovernance, Management, Teams, Talent, Coordination, Strategy, Decisions etc.Data, Experience, Information, Insight

5. Basically that you build for flexibility but everything you do ends up
becoming a slightly different version from the first thing that you did
Without outside influence you are reducing the opportunity to be surprised, to
become baffled by outliers. You are running the risk of creating an echo-chamber
«HYPER-RATIONALIZATION»
- Joshua Prince-Ramus -

6. “The majority of CXO’s it seems, still rely heavily
on traditional practices for projecting the future.”
IBM Global C-Suite Study 2015
“Focusing on your
existing strengths
and learning from
your immediate
competitors will only
help you do the same
things you’re already
doing – slightly
better.”
I. Tools

7. Experts are a dangerous species
The problem with experts is that they easily loose their ability to change
their mind. They get stuck.
Smart people in smart rooms figuring out smart ideas….
II. Experts

8. .outcome
.efficiency
.ratio
- Clayton Christensen -
II. Data

9. «Companies get fixed on measuring their solution, not
the job they’re being hired to help solve..»
- Des Traynor, CEO Intercom -
- https://blog.intercom.com/your-product-is-already-obsolete/
We are running our companies on old code

10. INNOVATION IS A DISEASE
EARLY CONSUMERS
PROPRIETARY CAPITALISM
MASS CONSUMERS
MANAGERIAL CAPITALISM
NEW SOCIETY OF INDIVIDUALS
DISTRIBUTED CAPITALISM
ZONE OF
INNOVATION
1890 2005
1915 2020
2050
ZONE OF
INNOVATION
MIGRATION
PATH
MIGRATION
PATH
ZONE OF
MUTATION
ZONE OF
MUTATION
ELECTRICITY
INTERNET
MOBILE
BIG DATA
IOT
CLOUD
+
+
COMBUSTION ENGINE
Zero marginal cost
- Shoshana Zuboff -

11. - Benedicte Evans, Andreessen Horowitz -
«The first benefit was that you could turn the ship around faster. The second phase is that you would have to build new ships,
new ports and new on-shore logistics. And the whole structure of how the shipping industry works kind of changes, and so the
freight industry looks different. But the third stage and the thing that really flows across everything is that you move to a global
supply chain. Our global eco-system today could look very different if it wasn’t for containerization and that effects every
industry on earth, it doesn’t just affect shipping companies.
CONTAINERIZATION
We don’t need more innovation, we need

12. and we can’t do that on old code

13. Industry convergence is the most
anticipated trend the next three to five
years (2015). Driven by such things as a
different fuel or data.
“Google is getting into the grocery
business to protect the profitability of
its ad display business, and Amazon
is getting into the business because it
wants to sell the world to the world,”
.convergence
«Agrochemical giant Monsanto is moving
into “data-driven farming,” for example, with
the creation of real-time tools to help farmers
maximize crop yields «
“..historically,
mutations have
superseded
innovations when
fundamental
shifts in what
people want
require a new
approach to
enterprise: new
purposes, new
methods, new
outcomes.”
- Shoshana Zuboff

14. A TAX
leadership has to pay in order to argue
they were doing the right thing
old, slow, static formats, not distributed, not in a system of action, promotes einstellung,
avoids outliers, creative opinions and is infested with the Hawthorne effect.
Our imagination is taken hostage by our old code
The current insight industry i designed to fit customers to company’s problems to prove that what you are already doing is the right thing
SOURCE: HTTPS://OPENCLIPART.ORG/

15. When cellphone operator Orange supplied it
[GLOBAL PULSE] with blinded records of the calls
made by 5 million users in Ivory Coast, for example,
researchers used the call location data to analyze
travel patterns. They found that minor infrastructure
changes could cut the average commute time in
Abidjan, Ivory Coast’s biggest city, making it easier
for children to get to school and to reduce
pollution.
Our imagination is taken hostage by the old code
Example:

16. IOT + External Data + Space Img.
We don’t know what this data will do to organizations
Computer Vision + Machine Learning
Sensors
Processing power
(Doubles every 12 months)
Data Volume
(Doubles every 18 months)
Systemix
Compexity
Big Data allows evidence-
based decision-making
SOURCE: DIGITAL GROWTH. SOURCE: DIRK HELBING
SOURCE: PLANET.COM
Most of our future data won’t be our own - IBM Watson planet.com

17. Mental Models
Data informs the mental models by which we manage our organizations and make decisions.
Data informs the mental models by which we manage
our organizations and make decisions. Big space data,
computer vision and machine learning creates a new
generation of data and gives companies a completely
new framework for understanding the world.
We will start seeing our world differently - creating new
Solving the short comings of todays rude, inefficienct and static
data. Are we ready to be rewired and reprogrammed?

18. «TO GET THE BEST POSSIBLE
OUTCOME FROM WHAT WE PUT IN»
Farmers get up every morning because they have a job to solve:

19. “We need to change the
way we make decisions.”
- Shogo Ikeuchi, CHRO, Recruit Holdings Japan
IBM Global C-Suite Study 2015
21ST CENTURY PROBLEMS

20. IMAGE BY ALASKA DOT&PF ON FLICKR.COM
But today companies need insight to
make decisions that challenge their
assumptions, their core technology,
vector, processes and core business
models. Insight that challenge their
customers own perception of what they
want. And in a format and through a
system that distributes this knowledge to
every talent and team empowering them
to make their own decisions in their
interactions with the customer.
All in real-time
- Helge Tennø -
Thank YouWE NEED TO REPROGRAM
OUR ORGANIZATIONS
WE ARE RUNNING ON OLD CODE