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Mobility and mankind 2050 on the go _ August 2020

4 Startups. 2 Exits. 20 years of lessons learned!

"Seeing others benefit from my learnings makes me happy!
My current mission is to contribute to reducing the failure rate for innovation!

I do this by helping tech companies get traction & corporates to innovate"

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Mobility and mankind 2050 on the go _ August 2020

  1. 1. Mankind 2050 on the go … … and it will never 
 be the same and 
 Awesm Ventures brought you by 

  2. 2. InvestorENTREPRENEUR Tommaso Di Bartolo Advisor MentorAuthor EN ★★★ IT ★★★ DE ★★★ PT ★★★ ES ★★ FR ★★ speaksstartups Total IV Exits II social twitter / snapchat @todiba linkedin /tommasodibartolo
 bio tommasodibartolo.com Academia
  3. 3. InvestorEntrepreneur Tommaso Di Bartolo Advisor MentorAUTHOR What It Takes EN ★★★ IT ★★★ DE ★★★ PT ★★★ ES ★★ FR ★★ speaksstartups Total IV Exits II social twitter / snapchat @todiba linkedin /tommasodibartolo
 bio tommasodibartolo.com Academia
  4. 4. InvestorEntrepreneur Tommaso Di Bartolo ADVISOR MentorAuthor What It Takes EN ★★★ IT ★★★ DE ★★★ PT ★★★ ES ★★ FR ★★ speaksstartups Total IV Exits II social twitter / snapchat @todiba linkedin /tommasodibartolo
 bio tommasodibartolo.com Academia
  5. 5. InvestorEntrepreneur Tommaso Di Bartolo Advisor MENTORAuthor What It Takes EN ★★★ IT ★★★ DE ★★★ PT ★★★ ES ★★ FR ★★ speaksstartups Total IV Exits II social twitter / snapchat @todiba linkedin /tommasodibartolo
 bio tommasodibartolo.com Academia
  6. 6. InvestorEntrepreneur Tommaso Di Bartolo Advisor MentorAuthor What It Takes EN ★★★ IT ★★★ DE ★★★ PT ★★★ ES ★★ FR ★★ speaksstartups Total IV Exits II social twitter / snapchat @todiba linkedin /tommasodibartolo
 bio tommasodibartolo.com ACADEMIA
  7. 7. INVESTOREntrepreneur Tommaso Di Bartolo Advisor MentorAuthor What It Takes Awesm Ventures EN ★★★ IT ★★★ DE ★★★ PT ★★★ ES ★★ FR ★★ speaksstartups Total IV Exits II social twitter / snapchat @todiba linkedin /tommasodibartolo
 bio tommasodibartolo.com Academia
  8. 8. Tommaso db www.TommasoDiBartolo.com
  9. 9. SpaceX BFR anywhere on Earth in under an hour China to
 San Francisco:
 
 35minme
  10. 10. a day in the life 
 of a passenger in 2050
  11. 11. war times
  12. 12. • Status Quo - war time • Tech Trends • Pitfalls - mindset • Guide - SET methodology • Step 1: FREE Digital Assessment Bullets & Bombs
  13. 13. Bits & Bytes
  14. 14. T H E M O B I L I T Y I N D U S T RY I S B E I N G D I S R U P T E D
  15. 15. Bits & Bytes + covid-19
  16. 16. Is
  17. 17. At current churn rate, 75% of the S&P 500 will be replaced 
 by 2027. TommasoDiBartolo
  18. 18. OUTSIDE-IN INSIDE-OUT
  19. 19. OUTSIDE-IN INSIDE-OUT
  20. 20. OUTSIDE-IN Aging Population1. Customer 2. Competition 3. Markets 4. Technology
  21. 21. OUTSIDE-IN Changing needs 1. Customer 2. Competition 3. Markets 4. Technology
  22. 22. OUTSIDE-IN Generation Z 1. Customer 2. Competition 3. Markets 4. Technology
  23. 23. OUTSIDE-IN Changing business models 1. Customer 2. Competition 3. Markets 4. Technology
  24. 24. yesterday vs OUTSIDE-IN 1. Customer 2. Competition 3. Markets 4. Technology
  25. 25. today vs OUTSIDE-IN 1. Customer 2. Competition 3. Markets 4. Technology
  26. 26. tomorrow vs OUTSIDE-IN 1. Customer 2. Competition 3. Markets 4. Technology
  27. 27. OUTSIDE-IN 1. Customer 2. Competition 3. Markets 4. Technology
  28. 28. OUTSIDE-IN 1. Customer 2. Competition 3. Markets 4. Technology
  29. 29. OUTSIDE-IN 1. Customer 2. Competition 3. Markets 4. Technology $955M
  30. 30. OUTSIDE-IN 1. Customer 2. Competition 3. Markets 4. Technology $955M
  31. 31. OUTSIDE-IN 1. Customer 2. Competition 3. Markets 4. Technology
  32. 32. OUTSIDE-IN 1. Customer 2. Competition 3. Markets 4. Technology
  33. 33. Total Number of Unicorn Companies: 445 Total Cumulative Valuation: ~ $1,344B OUTSIDE-IN 1. Customer 2. Competition 3. Markets 4. Technology
  34. 34. OUTSIDE-IN 1. Customer 2. Competition 3. Markets 4. Technology
  35. 35. OUTSIDE-IN 1. Customer 2. Competition 3. Markets 4. Technology
  36. 36. OUTSIDE-IN 1. Customer 2. Competition 3. Markets 4. Technology
  37. 37. OUTSIDE-IN 1. Customer 2. Competition 3. Markets 4. Technology
  38. 38. OUTSIDE-IN 1. Customer 2. Competition 3. Markets 4. Technology
  39. 39. OUTSIDE-IN 1. Customer 2. Competition 3. Markets 4. Technology ACES
  40. 40. OUTSIDE-IN 1. Customer 2. Competition 3. Markets 4. Technology Datacenter on wheels
  41. 41. OUTSIDE-IN Opportunity 1
  42. 42. 20th century • Point A • Point B
  43. 43. YESTERDAY TOMORROW vehicle centric customer centric
  44. 44. vehicle centric
  45. 45. customer centric
  46. 46. OUTSIDE-IN Opportunity 2
  47. 47. TIME
  48. 48. $7 Trillion by 2050 passenger economy
  49. 49. passenger economy ConsumerBusiness New/Emerging $3 T $3.8 T $0.2 T
  50. 50. passenger economy AsiaAmericas Europe $2 T $3.2 T $0.2 T 47%29% 24%
  51. 51. OUTSIDE-IN INSIDE-OUT
  52. 52. INSIDE-OUT
  53. 53. INSIDE-OUT
  54. 54. INSIDE-OUT
  55. 55. INSIDE-OUT
  56. 56. INSIDE-OUT
  57. 57. INSIDE-OUT
  58. 58. While you are busy dealing with your current operations to run 
 your core business.
  59. 59. While you are busy dealing with your current operations to run 
 your core business. 1. Optimizing processes 2. Squeeze margins 3. Get rewarded for core growth
  60. 60. While you are busy dealing with your current operations to run 
 your core business.
  61. 61. Tommaso Di Bartolo Corporate “profit” is the most dangerous success KPI of the 21st century. “Optimization” will cost many enterprises’s existence.
  62. 62. What’s your company’s “innovation temperature”?
  63. 63. Let’s measure your company’s “innovation temperature” now. 5 min
  64. 64. How did you go bankrupt?
  65. 65. "Two ways … Gradually and then suddenly”
  66. 66. 2007
  67. 67. “500 dollars? Fully subsidized? With a plan?
 I said that is the most expensive phone in the world. And it doesn’t appeal to business customers because it doesn’t have a keyboard. Which makes it not a very good email machine.” Co-CEO Jim Balsillie •
  68. 68. yesterday today tomorrow
  69. 69. yesterday today tomorrow - target audience - product - business model
  70. 70. yesterday today tomorrow next-gen
  71. 71. yesterday today tomorrow ✓target audience ✓product ✓business model next-gen
  72. 72. What is it you got in your pipeline?
  73. 73. innovation funnel *9 out of 10 innovations fail Copyright 2020. SET Methodology. Tommaso Di Bartolo
  74. 74. time 3 5 10 H1 H2 H3 Copyright 2020. SET Methodology. Tommaso Di Bartolo
  75. 75. time 3 5 10 H1 H2 H3 Copyright 2020. SET Methodology. Tommaso Di Bartolo Incremental
  76. 76. time 3 5 10 H1 H2 H3 Copyright 2020. SET Methodology. Tommaso Di Bartolo Incremental Transformational
  77. 77. time 3 5 10 H1 H2 H3 Copyright 2020. SET Methodology. Tommaso Di Bartolo Incremental Transformational Moonshots
  78. 78. Extend and Defend core Business HORIZON I
  79. 79. Build Emerging Business HORIZON II
  80. 80. Create genuinely new business HORIZON III
  81. 81. HORIZON I Extend and Defend core Business
  82. 82. HORIZON I INCREMENTAL INNOVATION Existing product or service enhancement ENHANCING THE DESIGN OF YOUR PRODUCTS UPGRADE YOUR SERVICES & QUALITY THE LEAST SUSTAINABLE IT CAN OFTEN BE COPIED EASILY BY COMPETITORS Description THE EASIEST, THE LEAST RISKY Facts
  83. 83. HORIZON II Build emerging Business
  84. 84. HORIZON II ADJACENT INNOVATION New products or services close to core Description Facts COMPLEMENT EXISTING OFFERINGS ADDITIONAL STEPS IN CUSTOMER EXPERIENCE ADDITIONAL SIMILAR PRODUCTS A SERVICE DEV TO COMPLEMENT YOUR CORE PRODUCT DIGITALIZATION OF YOUR ASSETS & PROCESSES OFFER SOCIAL & PERSONAL EXPERIENCE
  85. 85. HORIZON III Create Genuinely New Business
  86. 86. HORIZON III TRANSFORMATIONAL INNOVATION Completely new product & customer Description Facts COMPLETELY NEW OFFERING NEW GO TO MARKET STRATEGY NEW BUSINESS MODEL A LONG TERM 10X BET ADOPT CULTURE OF EXPERIMENTATION NEW EXECUTION APPROACH: FINANCE & CUSTOMER
  87. 87. Henn na Hotel AI robots reduce 90% of manpower to be “the most efficient hotel in the world” - "The Ultimate in Efficiency.“
  88. 88. Jeff Bezos “Being slow is usually more expensive than being wrong”
  89. 89. How to get your innovation pipeline?
  90. 90. BUT HOW TO START?
  91. 91. available Dec 2020 Tommaso Di Bartolo. Copyright 2020. All rights reserved SET Methodology é um framework que guia executivos de indústrias tradicionais, fragmentadas e burocráticas, a planejar, gerenciar, executar e medir inovação de forma SISTEMÁTICA.
  92. 92. available Dec 2020 Tommaso Di Bartolo. Copyright 2020. All rights reserved
  93. 93. strategy execution talent Tommaso Di Bartolo. Copyright 2020. All rights reserved
  94. 94. 1DEFINE STRATEGY
  95. 95. 1strategy Tommaso Di Bartolo. Copyright 2020. All rights reserved execution talent
  96. 96. time 3 5 10 H1 H2 H3 Copyright 2020. SET Methodology. Tommaso Di Bartolo Incremental Transformational Moonshots
  97. 97. time 3 5 10 H1 H2 H3 Copyright 2020. SET Methodology. Tommaso Di Bartolo risk
  98. 98. time 3 5 10 H1 H2 H3 Copyright 2020. SET Methodology. Tommaso Di Bartolo riskinternal
  99. 99. time 3 5 10 H1 H2 H3 Copyright 2020. SET Methodology. Tommaso Di Bartolo riskinternal build
  100. 100. time 3 5 10 H1 H2 H3 Copyright 2020. SET Methodology. Tommaso Di Bartolo riskinternal build R&D + Product Legacy Know How Change resistent 100%
  101. 101. time 3 5 10 H1 H2 H3 Copyright 2020. SET Methodology. Tommaso Di Bartolo riskinternal build open
  102. 102. time 3 5 10 H1 H2 H3 Copyright 2020. SET Methodology. Tommaso Di Bartolo riskinternal build open partner
  103. 103. time 3 5 10 H1 H2 H3 Copyright 2020. SET Methodology. Tommaso Di Bartolo riskinternal build open partner Uni. + Labs Brilliant Minds Slow Progress shared
  104. 104. external time 3 5 10 H1 H2 H3 Copyright 2020. SET Methodology. Tommaso Di Bartolo internal build open partner risk
  105. 105. external time 3 5 10 H1 H2 H3 Copyright 2020. SET Methodology. Tommaso Di Bartolo internal build open partner risk buy
  106. 106. external time 3 5 10 H1 H2 H3 Copyright 2020. SET Methodology. Tommaso Di Bartolo internal build open partner risk buy Startups Rapid Experimentation Vetted Access minimum
  107. 107. 2EXECUTION TACTICS
  108. 108. 21strategy Tommaso Di Bartolo. Copyright 2020. All rights reserved execution talent
  109. 109. TACTIC ASSESSMENT PILLARS 1. Startup Investments 2. Events & Services 3. Engineering 4. Education 5. Ecosystem Engagement 30+ TACTICS
  110. 110. TACTIC ASSESSMENT FRAMEWORK 1. Why do this 2. Endorsement type 3. Risk level 4. Time-to-impact 1. Challenges preview 2. Most probable outcome 3. Lessons learned 4. TCO
  111. 111. external time 3 5 10 H1 H2 H3 Copyright 2020. SET Methodology. Tommaso Di Bartolo risk buy
  112. 112. Copyright 2020. SET Methodology. Tommaso Di Bartolo sourced 443 61 24 filtered match finalists 8 poc due 
 diligence 3 1 ROI your Innovation Initiatives
  113. 113. external time 3 5 10 H1 H2 H3 Copyright 2020. SET Methodology. Tommaso Di Bartolo internal build open partner risk buy minimum
  114. 114. time 3 5 10 H1 H2 H3 Copyright 2020. SET Methodology. Tommaso Di Bartolo riskinternal build open partner shared
  115. 115. ALL INDUSTRIES as we know them today will DISSOLVE Tommaso db
  116. 116. “Massive collaboration at 
 DATA LEVEL is how innovators leverage Artificial Intelligence 
 to personalize products experiences” Tommaso db
  117. 117. Ecosystem Engagement Example
  118. 118. 3INNOVATION CATALYST TEAM
  119. 119. 321strategy Tommaso Di Bartolo. Copyright 2020. All rights reserved execution talent
  120. 120. BUSINESS UNIT R&D / IT MANAGEMENT+ +
  121. 121. BUSINESS UNIT R&D / IT MANAGEMENT+ +
  122. 122. BUSINESS UNIT R&D / IT MANAGEMENT+ +
  123. 123. time 3 5 10 H1 H2 H3 Traditional Business chief EXECUTIVE officer Copyright 2020. SET Methodology. Tommaso Di Bartolo
  124. 124. time 3 5 10 H1 H2 H3 Traditional Business chief EXECUTIVE officer Moonshot & Transformation chief EVOLUTION officer Copyright 2020. SET Methodology. Tommaso Di Bartolo
  125. 125. time 3 5 10 H1 H2 H3 resources 55% 5% resources Copyright 2020. SET Methodology. Tommaso Di Bartolo 40% Traditional Business Moonshot & Transformation
  126. 126. time 3 5 10 H1 H2 H3 resources 55% 5% resources Copyright 2020. SET Methodology. Tommaso Di Bartolo 40% Traditional Business Moonshot & Transformation
  127. 127. time 3 5 10 H1 H2 H3 resources 55% 5% resources Copyright 2020. SET Methodology. Tommaso Di Bartolo 40% Traditional Business Moonshot & Transformation
  128. 128. external time 3 5 10 H1 H2 H3 Traditional Business chief EXECUTIVE officer Moonshot & Transformation chief EVOLUTION officer Copyright 2020. SET Methodology. Tommaso Di Bartolo External Independent Innovation Committee
  129. 129. Copyright 2020. SET Methodology. Tommaso Di Bartolo External Independent Innovation Committee
  130. 130. =HOW TO RECAP THIS?
  131. 131. 1 OF 6 No “one-off shot” repositions a corporation - but an orchestration of a diverse set of activities and actors over a period of time.
  132. 132. 2 OF 6 Corporate Innovation is not about having Ideas but about deciding on how to allocate resources
  133. 133. 3 OF 6 Do not neglect your core business but you better don’t neglect innovation either. Keep a high frequency of experiments.
  134. 134. 4 OF 6 You don’t know what you don’t know. Maintain the vision - but be flexible in its process
  135. 135. 5 OF 6 The war is in full detonation -you just don’t see the bullets. Startups create advisory boards to buy time with wisdom. Embrace external guidance and mentorship.
  136. 136. 6 OF 6 When corporation want to innovation, best short-term strategy is to apply a long-term thinking.
  137. 137. 1. Never forget where you come from; 
 It keeps you humble 2. BUT where you come from, 
 cannot limit where you want to go Tommaso db www.TommasoDiBartolo.com
  138. 138. WANT THE SLIDES ? invitation only
  139. 139. @TommasoDiBartolo
  • MileneApa

    Sep. 2, 2020

4 Startups. 2 Exits. 20 years of lessons learned! "Seeing others benefit from my learnings makes me happy! My current mission is to contribute to reducing the failure rate for innovation! I do this by helping tech companies get traction & corporates to innovate"

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