Corporate Innovation • Facilitator • Moderator
John Hagel III has nearly 35 years of experience as a management consultant, author, speaker and entrepreneur, and has helped companies improve their performance by effectively applying new generations of technology to reshape business strategies. John currently serves as co-chairman of the Silicon Valley-based Deloitte Center for the Edge, which conducts original research into emerging business opportunities that should be on the CEO agenda. In recent years, the Center for the Edge has established branches in Melbourne, Australia and in Amsterdam, Netherlands. Before joining Deloitte, John was an independent consultant and author. Prior to that, he held significant positions at leading consulting firms and companies. From 1984 to 2000, he was a principal at McKinsey & Co., where he was a leader of the Strategy Practice. In addition, he founded and led McKinsey Electronic Commerce Practice from 1993 to 2000. John has also served as senior vice president of strategic planning at Atari, Inc., and earlier in his career, worked at Boston Consulting Group. He is the founder of two Silicon Valley startups. John is the author of a series of best-selling business books, including his most recent book, The Power of Pull and, earlier, The Only Sustainable Edge, Out of the Box, Net Worth and Net Gain. He has won two awards from Harvard Business Review for best articles in that publication and has been recognized as an industry thought leader by a variety of publications and professional service firms.
This session will help parse the technologies into solid takeaways. Exercise centered and discussion based. Builds off of the Taking it Home discussions earlier in the week.
This talk describes the forces that are creating mounting performance pressure on the global business landscape and the imperative that it creates for different approaches to the business. To effectively respond to these pressures, institutions will need to do three things: redefine strategy, re-frame innovation and rethink transformation. In redefining strategy, companies will need to abandon the five year plan and adopt a zoom-out, zoom in approach that focuses on two very different time horizons in parallel: 10 – 20 years and 6 – 12 months. They will also need to re-frame the challenge of innovation, moving beyond product and process innovation to a higher level of innovation that re-imagines the rationale for large institutions. If they take that challenge on, they will also have to address the challenge of large-scale organizational transformation and adopt a very different approach from the conventional top down, big bang approaches to transformation. The most promising approach to transformation is to scale an edge until it becomes the new core of the institution.