Löytöretkeilijänä digitaalisessa muutoksessa. Prof. Liisa Välikangas Aalto University & Hanken School of Economics

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1 Löytöretkeilijänä digitaalisessa muutoksessa Prof. Liisa Välikangas Aalto University & Hanken School of Economics

2 My background: 20 years of experience in working with companies on innovation, resilience and strategy Keio University, IMD, Stanford University, SRI International, Strategos, London Business School The Resilient Organization, McGraw-Hill, 2010; Strategic Innovation, Pearson/FT Press, 2015 Current research projects: industrial renewal and resilience; blockchain potential; tool kit for tackling world challenges

3 Milllaisia olisivat johtamisen käytännöt nyt, jos meillä olisi ollut robotteja 1900-luvun alussa?

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5 What managers do: 1. Forecast and plan 2. Organize 3. Command or direct 4. Coordinate 5. Control

6 What (ro)bots (increasingly) do: 1. Trade stocks 2. Surgery 3. Vacuum clean 4. Listen to us & Respond to queries 5. Keep company 6. Produce art 7. Pack orders 1. Tell us what to do 2. Drive us around 3. Cut the lawn 4. Wage war 5. Check us into the hotel (hotel receptionist)

7 Take me to your leader. iceo AliciaT Siri, Google Now, Cortana, Alexa, X.AI (Amy) Your car with microprocessors Virtual games Supercomputer in your pocket

8 Complicating human impact: Our managerial DNA Principles 1. Specialization 2. Standardization 3. Hierarchy 4. Planning & control 5. Extrinsic rewards Toxic side effects Limits cross-boundary learning and circumscribes interactive opportunities Forgoes innovation in favor of conformance Over-values repetition and routine and under-values new thinking Complicates creativity, serendipity and self-organization Discounts the power of volunteerism and passion or purpose

9 Gary Hamel: Why we must reinvent (IT) management

10 Mihin johtamisen innovointia tarvitaan? The business environment is becoming more turbulent than companies are becoming resilient. Gary Hamel & Liisa Välikangas Our current capability and understanding on how to drive collective global change is woefully inadequate relative to the challenges facing us in the next years. Jane Dutton, U of Michigan The Singularity is near. Ray Kurzweil

11 Digital eats the physical : In the end, the IoT is expected to make the physical world every bit as easy to search, utilize and engage with as the virtual world. We describe this emerging transformation as the liquification of the physical world. Just as large financial marketplaces create liquidity in securities, currencies and cash, the IoT can liquify whole industries, squeezing greater productivity and profitability out of them than anyone ever imagined possible. Device Democracy, IBM p. 17

12 Jan 20, 2017

13 Who will win the race to Intelligence? Source: Singularity University

14 Better to collaborate.

15 The backlash?

16 Johtamisen megatrendejä: 1. Syvä epävarmuuden aika 2. Narratiivien sota 3. Algoritminen toimintaympäristö 4. Mullistuksen teknologiat 5. Koneellinen luottamus

17 There are things we were optimizing for that had unintended consequences. Justin Kan, Y- Combinator, Jan 20, 2917 Syvä epävarmuuden aika: Taleb).

18 Narratiivien sota Did not know or did not tell? The hack of Yahoo with one billion monthly users who have built their digital identities around it, from their bank accounts to photo albums and even medical information... $4.8 billion offer no more? Verizon Demands a Better Deal After Yahoo s Latest Historic Hack

19 Algoritminen toimintaympäristö: Accenture athy O Neill, 2016

20 Mullistuksen teknologiat? The power to autonomously trade with other devices opens up whole new business model opportunities: each device in the network can function as a self-contained business. Device Democracy, p. 12 The idea of making trust a matter of coding, rather than of democratic politics, legitimacy and accountability, is not necessarily an appealing or empowering one. The Economist, p. 24

21 Koneellinen luottamus - The Trust Dividend? Trust ex Machina : Trust-by-computation (Atzori, 2015)

22 LÖYTÖRETKELLÄ: Miten oppia asioista, jotka eivät vielä ole tapahtuneet? Miten löytää jotain, mitä ei tiennyt etsivänsä?

23 Digitaalisuuden löytöretkeilijöitä: - This includes changes both in ways of conceptualizing, visualizing, and organizing working material, and in procedures and methods for working individually and cooperatively. - Uploaded human minds will merge with artificial intelligence to live forever either in android bodies or as computer simulations. - Software eats everything.

24 Digital strategies: 1. Plumbing, or digitalization as the taken-forgranted infrastructure; 2. Smart Resourcing, or the ability to harness intelligence (or performance) from fluid and dispersed resources; 3. Amplifying, or creating unprecedented impact.

25 1. What might digital plumbing look like?

26 IT Infrastructure as Plumbing: Kansallinen Palveluväylä X- Road

27 WeChat

28 2. What might intelligent resourcing, or smart contracting, look like?

29 Organizing the world s brain

30 From Brain (or brawn) as Service

31 To self-executing contracts? Source:

32 Source: Dilbert The Next Google? The great chain of being sure of things

33 3. What might amplifying for impact look like?

34 Amplification strategies:

35 New collaboration scale:

36 Hypoteesit 2017: Miten (IT) johtaminen muuttuu? I. Strategisen johtamisen merkitys vähenee epävarmuuden maailmassa. Sen korvaa rohkeus ja näkemyksellisyys. II. Samalla operatiivisen toiminnan merkitys korostuu ennakoivan analytiikan, algoritmisen toimintaympäristön ja verkostoituneiden autonomisten toimijoiden (IoT) vuoksi. III. Jokeri on luottamuksen muotoutuminen: ovatko lohkoketjut ja tekoäly ihmistä parempia partnereita?

37 Operatiivinen johtaminen nousee strategiseksi. Strateginen johtaminen: Päämäärän asetanta; arvostelykyky Johtajuus, motivointi & kommunikointi Uusiutuminen Operatiivinen johtaminen: Resurssien kohdistaminen Suorittaminen Sopeuttaminen Nopeus ja osuvuus Amplifying + Smart Resourcing/ Contracting + Plumbing

38 Kiitos! Löytöretkeilijänä digitaalisessa muutoksessa Prof. Liisa Välikangas Aalto University & Hanken School of Economics