Title: Silicon Central eConference Lexington 06 June 2000
1Silicon Central eConferenceLexington06 June
2000
2Theres going to be a fundamental change in
the global economy unlike anything we have had
since the cavemen began bartering.Arnold
Baker, Chief Economist, Sandia National
Laboratories
3No Wiggle Room! Incrementalism is innovations
worst enemy. Nicholas Negroponte
4The Relentless Search for Big Ideas!
5 Forget LearnThe problem is never
how to get new, innovative thoughts into your
mind, but how to get old ones out.
Dee Hock
6It is generally much easier to kill an
organization than change it substantially.
Kevin Kelly, Out of Control
7 Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters
8Our ideal acquisition is a small startup that
has a great technology product on the drawing
board that is going to come out in six to twelve
months. We buy the engineers and the next
generation product.
John Chambers, Cisco
9Valley Exec on Cisco StrategyMaybe you
overpay for a company, but its the pick of the
litter and you havent frittered away boatloads
on RD
10R DIntels venture fund 275 investments,
8BSource Fast Company , eCompany
11Built to Last v. Built to FlipThe problem with
Built to Last is that its a romantic notion.
Large companies are incapable of ongoing
innovation, of ongoing flexibility.Increasingl
y, successful businesses will be ephemeral. They
will be built to yield something of value and
once that value has been exhausted, they will
vanish.Fast Company (03-00)
12We havent been able to start new businesses
within existing businesses.Enron exec
Fortune/06.00
13- if they set up a completely independent
organization and let that organization attack the
parent.
-
- Clayton Christensen, The
Innovators Dilemma
14Even if executives of established businesses
grasp the impact of new technologies they still
face a massive competitive disadvantage precisely
because they are incumbents. They do complex
financial calculations and get bogged down in
internal political debates. Insurgents have no
such inhibitions. Philip Evans Thomas
Wurster, Blown to Bits
15C.E.O. to C.D.O.
16The Gales of Creative Destruction29M -44M
73M4M 4M - 0M
17Paradox ReduxAtlanta 113,600 1 metro
areaLayoffs major BellSouth, Lockheed,
Coca-Cola
18Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
19Characteristics of the Also Rans
- minimize risk
- respect the chain of command
- support the boss
- make budget
Source Fortune on most admired
global corporations (10/26/98)
20Issue Y2KThe Great War for Talent!
21When land was the scarce resource, nations
battled over it. The same is happening now for
talented people.Stan Davis Christopher
Meyer, futureWEALTH
22The markets being divided up right now. Were
in a tough competition with the U.S. and the
U.K. for the best brains.Gerhard Schroeder,
on Germanys new tech immigration
policyFrankfurter Allgemeine/06.02.00
23Tomorrows HeadlinesMolecular biologists are
up 3 points, economists down 1/4 , in moderate
tradingfutureWEALTH, Stan Davis and
Christopher Meyer
24There is no talent shortage if you are
a GPTWGreat Place To Work
25The surplus society has a surplus of similar
companies, employing similar people, with similar
educational backgrounds, coming up with similar
ideas, producing similar things, with similar
prices and similar quality.Kjell Nordstrom and
Jonas Ridderstrale, Funky Business
26We make over three new product announcements a
day. Can you remember them? Our customers
cant!Carly Fiorina
27Wealth in this new regime flows directly from
innovation, not optimization. That is, wealth is
not gained by perfecting the known, but by
imperfectly seizing the unknown.Kevin Kelly,
New Rules for the New Economy
28Brand It! Now, More Than Ever!The increasing
difficulty in differentiating between products
and the speed with which competitors take up
innovations will assist in the rise and rise of
the brand.Gillian Law and Nick Grant,
Management New Zealand
29Create a Cause, not a business.Gary Hamel,
Fortune (06.00), on re-inventing a company
(Exemplar 1 Charles Schwab)