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New Industrial Revotution and Digital Transformation of Society
This document discusses the next industrial revolution driven by digital technologies. It notes that people are increasingly mobile, working remotely, and learning online. Emerging technologies include AI, IoT, autonomous vehicles, and 3D printing. Finance is also transforming with cryptocurrencies and peer-to-peer lending. The convergence of these digital forces will disrupt existing industries and business models. Scenarios for 2035 imagine different outcomes depending on technological and societal trajectories. Overall, the document argues that digital disruption has only begun and will further transform economic activity, organizations, and society over the coming decades.
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New Industrial Revotution and Digital Transformation of Society
- 1. The Next IndustrialRevolution And the digital transformation of society? Professor Robin Teigland Entrepreneurship & Strategy Division Chalmers University of Technology November 2019 www.robinteigland.com | www.slideshare.net/eteigland | [email protected] | @RobinTeigland
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- 3. People • “Net generation” •24x7 “mobile” workforce • Gig economy • Online learning • Sharing not owning • Sustainability Technology • Broadband/wifi • Cloud, fog • Internet of Things • AI/ML/DL/NN • Autonomous vehicles • Smart robotics • VR/AR/Holography • 3D/4D printing/ALM • Blockchains • Nanotechnology • Quantum computing Open Source • Software • Hardware • Physibles Convergence of….. Finance • Microlending/microfinance • Crowdfunding/equity/P2P lending • Cryptocurrencies, tokens • Blockchains, smart contracts • Mobile money and payments • M2M/R2R payments
- 4. “We always overestimatethe change that will occur in the next two years and underestimate the change that will occur in the next ten.” - Bill Gates, The Road Ahead, 1996
- 5. Thx to R.Wieselfors, Ericsson for photos
- 6. Thx to R.Wieselfors, Ericsson for photos
- 7. Digital is themain reason just over half the Fortune 500 companies have disappeared since the year 2000. -Pierre Nanterme, CEO Accenture, 2016 Yet..Digital disruption has only just begun.
- 8. FIRM FOUNDED EMPLOYEESMKT CAP BMW 1916 135,000 $39B UBER 2009 25,000 $58B MARRIOTT 1927 176,000 $42B AIRBNB 2008 3,100 $35B WALT DISNEY 1923 201,000 $245B FACEBOOK 2004 40,000 $519B WALMART 1962 2,200,000 $319B ALIBABA 1999 102,000 $446B Adapted from Parker & Van Alstyne, with Choudary, 2016, updated August 2019 Something fundamental is changing
- 9. Shifting market logics Ericsson& Augur 2011
- 10. AI/ML/NN and datascale & scope are foundation for solving customer needs J. Zhang 2017
- 11. ”Pailitao”: Visual searchand deep learning
- 12. • Supplier creditchecks & loans • Fake merchandise recognition • Product recommendations pushed to shoppers, and communicated to retailers to increase inventory • Dynamic pricing • Supply chain optimization • Robot packing and drone delivery • “Store concierge” chatbots that understand emotion to engage human when necessary • Sensors to improve customer flows Continuous innovation offline and online Over 1 mln Mom & Pop stores digitalized
- 13. The world nowstands on the cusp of a technological revolution in artificial intelligence and robotics that may prove as transformative for economic growth and human potential as were electrification, mass production, and electronic telecommunications in their eras. MIT Task Force on the Work of the Future, 2019
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- 19. Pizzas, AI, robots,and AVs
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- 22. ReGen Villages: Fullyself-sufficient http://www.regenvillages.com/
- 24. Transformation of economicactivity Centralized, hierarchical organizations Decentralized, self-organizing organizations
- 25. Increasing forces for localcommunity and circular economies
- 26. So, how canwe prepare for the future?
- 27. All our knowledgeis about the past, but all our strategic decisions are about the future Conway 2003 What we don’t know we don’t know about the future What we know What we know we don’t know
- 28. Looking into thefuture? • Forecast –How we think the future will be • Vision –How we want the future to be • Scenarios –What the future can be –“Alternative memories” from the future ? ? ? ?
- 29. FUTURE OF VALUE CREATION Political Economic Sociological TechnologicalEnvironmental Legal Increasinguncertainty across PESTEL
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- 32. Cybersecurity – Agrowing risk “We have hacked all the control systems in your building at 400 Main Street and will close it down for 3 days if you do not pay $50,000 in Bitcoin within 24 hours.”
- 34. Four scenarios for2035 Global Power Struggl e Scenario 4 Business More or Less as Usual New World Order High Technology Convergence Low Technology Convergence Scenario 2 Circular “ReGen” Villages Scenario 3 Global Village Networks Scenario 1 MegaCities in the ”Wild West”
- 35. Four scenarios for2035 Global Power Struggle High Technology Convergence MegaCities in the ”Wild West” National platforms drive out foreign platforms and products. Global MegaCities thirst for resources and products, yet a high level of piracy and terrorism makes trade and transportation very dangerous. SDGs are seen as impossible to achieve. Low Technology Convergence New World Order Circular “ReGen” Villages Self-sufficient, off-grid communities are enabled by part-time “producers” in Gig Economy. High protectionism with new energy resources, circular technologies, and sharing mentality drastically reduce demand for retail and trade so some SDGs are reached. Global Village Networks Nomadic communities across countries, in oceans, and in space directly source products and services from small, sustainable producers worldwide. New energy resources and recycling and material technologies make SDGs history. Business More or Less as Usual Monopoly-platforms from China and USA dominate trade by sourcing from global mega producers and delivering directly on-demand to a vastly urbanized world. Global initiatives to meet SDGs are pursued yet progress is very slow.
- 36. Companies progressing butleadership falling behind 4Boards.aiResearch; Understanding Digital Maturity – MIT/CapGemini 2018
- 37. Boards tend tooverestimate their ”Digital Savviness” 62% of boards report they are digitally savvy Source: MIT CISR 2014 Board Survey, 81 companies. 24% of boards are digitally savvy based on public data Source: MIT CISR 2018 Board Study, 1122 companies, based on coding of public proxy data. 4Boards.ai
- 38. “XXXX has adiverse Board and a strong corporate culture. We are well positioned to achieve our strategic goal of driving profitable growth and building shareholder value." DigoshenOkt2019 Increasing pressure on corporate boards
- 39. DigoshenOct2019 Increasing pressure oncorporate boards
- 40. Enabling corporate boardsto more successfully govern and leverage AI in their innovation and sustainability efforts 4Boards.ai Project Board of directors
- 41. Leveraging Chalmers’ datascience competence +
- 42. AI-enhanced research ofAI innovation • Development of AI Maturity Barometer – AI-enabled analysis of annual reports, websites, company databases, etc • MappingAI competence at board level – AI-enabled analysis of interlocking directorates • MappingAI competence in firms – AI-enabled analysis of Swedish competence on LinkedIn and Arbetsförmedling • Other – Open source vs closed source – Networking vs hierarchy • Organizational performance – Financial – Innovation – Other? • Regional performance – Employment – Digital divide – Other? AI/ML/NN Sept 2019 to Aug 2022
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- 45. Digital technologies enable oceanopportunities • Robotics and drones • AI/ML/NN • Marine simulations • New material technologies • Additive manufacturing • IoT • Blockchain Entrepreneurial Mindset
- 46. Ocean Data FactorySweden To enable Sweden to be a global leader in sustainability and innovation in the digital blue economy Professor Robin Teigland, Chalmers University of Technology (ODF Director) Dr. Torsten Linders, Gothenburg University (ODF Coordinator) Robert Rylander, RISE (Research Coordinator) Peter Karlsson, Combine (AI Coordinator)
- 47. Absence/prediction Pointsampler Presence Absence_Salinity_today Absence_Temp_today Absence_Substrate Absence_Depth .csv AI Train Detect anomaly(should it already be here?) Prediction Absence_Salinity_Climate Change Absence_Temp_Climate Change Pointsampler Presence_Salinity_today Presence_Temp_today Presence_Substrate Presence_Depth API Invasive species Dikerogammarus villosus Absence_Exposure Presence_ Exposure Absence_Shipping_traffic Presence_Shipping_traffic First Innovation Cycle Predicting the spread into the Baltic Sea of an invasive species
- 48. University Public sector Industry Global quadruple helixfor data-driven innovation
- 49. Smart Ocean Network fordata-driven, sustainable innovation smartOCEAN Peniche, Portugal Smart Ocean VGR, Sweden Goal: To create a global network of hubs for sustainable ocean innovation
- 50. Mapping Ocean Litter withAI and Drones Recycling Ocean Waste with Carbon, Graphene, & 3D Printing Recovering Ocean Litter with Repurposed Fishing Vessels Manufacturing combined with Blockchain PENICHE OCEAN WATCH A Blue Circular Economy Based on Ocean Litter Sustainable Ocean Entrepreneurship
- 51. To improve competitivenessand sustainability of small-scale fishing fleets through a subscription data service The Peladrone Project
- 52. From catching fish tosearching for ocean litter Extending the Peladrone service range
- 53. EMLO Project Empowering MarineLitter Opportunities
- 54. Documentary on PortugueseNational TV https://www.rtp.pt/programa/tv/p37509/e4
- 55. BA Two individuals (organizations) withthe same number of contacts…
- 56. …but with verydifferent access to signals, ideas, and resources BA
- 57. The Next IndustrialRevolution And the digital transformation of society? Professor Robin Teigland Entrepreneurship & Strategy Division Chalmers University of Technology November 2019 www.robinteigland.com | www.slideshare.net/eteigland | [email protected] | @RobinTeigland