Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Upcoming SlideShare
What to Upload to SlideShare
Next

Share

The year 2050: a future-back perspective for edu institutes (sep 2020)

Tommaso Di Bartolo presents in this Keynote, how the EDU industry is being disrupted by next-gen players - and how institutes should apply corporate innovation to make the curve.

Serial Entrepreneur and Startup Investor, Author, Advisor, and Faculty at the University of California Berkeley, Tommaso has built four tech startups from scratch and has two exits under his belt.
www.TommasoDiBartolo.com

Related Books

Free with a 30 day trial from Scribd

See all

Related Audiobooks

Free with a 30 day trial from Scribd

See all
  • Be the first to like this

The year 2050: a future-back perspective for edu institutes (sep 2020)

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

  2. 2. war times
  3. 3. • Status Quo - war time • Tech Trends • Pitfalls - mindset • Guide - SET methodology • Step 1: FREE Digital Assessment Bullets & Bombs
  4. 4. Bits & Bytes
  5. 5. T R A D I T I O N A L I N D U S T R I E S A R E B E I N G D I S R U P T E D
  6. 6. yours?
  7. 7. Bits & Bytes + covid-19
  8. 8. At current churn rate, 75% of the S&P 500 will be replaced 
 by 2027. TommasoDiBartolo
  9. 9. OUTSIDE-IN INSIDE-OUT
  10. 10. OUTSIDE-IN INSIDE-OUT
  11. 11. OUTSIDE-IN Aging Population 1. Customer 2. Competition 3. Technology
  12. 12. OUTSIDE-IN Changing needs1. Customer 2. Competition 3. Technology
  13. 13. OUTSIDE-IN Generation Z 1. Customer 2. Competition 3. Technology
  14. 14. OUTSIDE-IN Changing business models 1. Customer 2. Competition 3. Technology
  15. 15. OUTSIDE-IN Changing business models 1. Customer 2. Competition 3. Technology
  16. 16. OUTSIDE-IN Changing business models 1. Customer 2. Competition 3. Technology
  17. 17. yesterday vs OUTSIDE-IN 1. Customer 2. Competition 3. Technology
  18. 18. tomorrow vs OUTSIDE-IN 1. Customer 2. Competition 3. Technology
  19. 19. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
  20. 20. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
  21. 21. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
  22. 22. Total Number of Unicorn Companies: 445 Total Cumulative Valuation: ~ $1,344B OUTSIDE-IN 1. Customer 2. Competition 3. Technology
  23. 23. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
  24. 24. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
  25. 25. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
  26. 26. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
  27. 27. OUTSIDE-IN 1. Customer 2. Competition 3. Technology FLIPPED INSTRUCTION
  28. 28. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
  29. 29. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
  30. 30. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
  31. 31. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
  32. 32. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
  33. 33. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
  34. 34. OUTSIDE-IN 1. Customer 2. Competition 3. Technology
  35. 35. OUTSIDE-IN INSIDE-OUT
  36. 36. INSIDE-OUT
  37. 37. INSIDE-OUT
  38. 38. INSIDE-OUT
  39. 39. INSIDE-OUT
  40. 40. INSIDE-OUT
  41. 41. INSIDE-OUT
  42. 42. While you are busy dealing with your current operations to run 
 your core business.
  43. 43. 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
  44. 44. While you are busy dealing with your current operations to run 
 your core business.
  45. 45. Tommaso Di Bartolo Corporate “profit” is the most dangerous success KPI of the 21st century. “Optimization” will cost many enterprises’s existence.
  46. 46. yesterday today tomorrow
  47. 47. yesterday today tomorrow - target audience - product - business model
  48. 48. yesterday today tomorrow next-gen
  49. 49. yesterday today tomorrow ✓target audience ✓product ✓business model next-gen
  50. 50. What is it you got in your pipeline?
  51. 51. innovation funnel *9 out of 10 innovations fail Copyright 2020. SET Methodology. Tommaso Di Bartolo
  52. 52. time 3 5 10 H1 H2 H3 Copyright 2020. SET Methodology. Tommaso Di Bartolo
  53. 53. time 3 5 10 H1 H2 H3 Copyright 2020. SET Methodology. Tommaso Di Bartolo Incremental
  54. 54. time 3 5 10 H1 H2 H3 Copyright 2020. SET Methodology. Tommaso Di Bartolo Incremental Transformational
  55. 55. time 3 5 10 H1 H2 H3 Copyright 2020. SET Methodology. Tommaso Di Bartolo Incremental Transformational Moonshots
  56. 56. Extend and Defend core Business HORIZON I
  57. 57. Build Emerging Business HORIZON II
  58. 58. Create genuinely new business HORIZON III
  59. 59. HORIZON I Extend and Defend core Business
  60. 60. 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
  61. 61. HORIZON II Build emerging Business
  62. 62. 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
  63. 63. HORIZON III Create Genuinely New Business
  64. 64. 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
  65. 65. Jeff Bezos “Being slow is usually more expensive than being wrong”
  66. 66. How to get your innovation pipeline?
  67. 67. BUT HOW TO START?
  68. 68. 1. Where are we in 3, 5, 7 years? 2. How to growth >10x? 3. What HR tactics are key to accompany these changes? challenging but opportunity standstill and see what happens
  69. 69. 1. Where are we in 3, 5, 7 years? 2. How to growth >10x? 3. What HR tactics are key to accompany these changes? challenging but opportunity standstill and see what happens
  70. 70. 1. Where are we in 3, 5, 7 years? 2. How to growth >10x? 3. What HR tactics are key to accompany these changes? challenging but opportunity standstill and see what happens
  71. 71. 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
  72. 72. @TommasoDiBartolo

Tommaso Di Bartolo presents in this Keynote, how the EDU industry is being disrupted by next-gen players - and how institutes should apply corporate innovation to make the curve. Serial Entrepreneur and Startup Investor, Author, Advisor, and Faculty at the University of California Berkeley, Tommaso has built four tech startups from scratch and has two exits under his belt. www.TommasoDiBartolo.com

Views

Total views

144

On Slideshare

0

From embeds

0

Number of embeds

10

Actions

Downloads

0

Shares

0

Comments

0

Likes

0

×