We are in the throes of exponential change, underpinned by a technology revolution. We live in a world that’s always on and always connected with inexhaustible computational power at our fingertips; the iPhone has far more processing power than the original supercomputer. Technology based operating models (Uber, AirBnB, Netflix, etc.) are bringing established models to their knees, enabling the consumer to dictate the rules of the game that modern policy makers simply can’t adapt to.
Service design and front-line ideation are two sides of the same coin, as the interaction between service consumption and the delivery of service typically occurs at the interface. Continue reading
In 1995 Michael Treacy wrote the book ‘The Discipline of Market Leaders’ – The crux of the book is based on five years of research into Intel, Home Depot, Dell, Sony and others. These companies are no longer market leaders like they once were. Why? In the 1990’s successful companies took a leadership position within their industry by focusing on one of three primary ‘value disciplines’ – operational excellence, product leadership or customer intimacy. According to Treacy’s research, successful companies became champions in one of these disciplines while performing at an acceptable industry standard in the other two, but today the corporate ‘tectonic plates’ have shifted and not many organizations have stabilized. Continue reading
Universities are smack in the middle of the ‘disruptive business model’ pathway. One component that is bound to impact the existing post secondary (tertiary) model is this thing called MOOC (Massive Open Online Course). Although I have been exposed to the model for some time, this week will be my first time participating in an online educational course, offered by U.Lab. U.Lab is funded by MIT and Harvard and the course I am on has 22,000 students from 187 countries and the cost is 0…Z-E-R-O! Continue reading