Something funny to close 2009 and to start 2010.
Enjoy and Happy New Year !
I am a big fan of Sean and his site the Park Paradigm. He was the guy who made the famous AmazonBay2015 video.
That was 2006.
The video of his presentation is 20 min. It’s worth your time.
Two extracts of this presentation should get your attention, and incentivize you to read on:
- What is the difference between a bank and a telecom company really ?
- The difference between bank messaging and telcos is disappearing.
I believe this presentation is VERY VERY relevant to financial services and concepts such a marketplaces for financial services.
This presentation gives you an absolute macro-evolution view on why this is a bound to be happen, and why the inherent structures of our current – usually vertical integrated – behemoth companies will struggle very hard to get their arms around this if they even ever succeed it spotting this as a HUGE opportunity.
The essence of the story is that those
vertically integrated companies
will be replaced/challenged
by horizontally connected entities
to the marketplace
The innovation will happen
at the edges of the marketplace.
The marketplace is not even
It’s an essential piece of
A lot of Sean’s thinking is based on the work of Carlota Perez and her book “Technological Revolutions and Financial Capital: The Dynamics of Bubbles and Golden Ages”
Professor Carlota Perez is a Venezuelan scholar and expert on technology and socio-economic development most famous for her concept of Techno-Economic Paradigm Shifts and her theory of great surges, a further development of the Kondratieff waves.
Courtesy The Park Paradigm & Carlota Perez book.
Sean Park’s claim is that we are now getting into the 6th paradigm, and this is also a switching point between 2 phases.
Sean Park believes the drivers will be 3-fold:
1) Cloud computing, with EVERYTHING as a Service
2) Exchange Ubiquity. The marketplace as plumbing, i would call this
The last one “Digitization” seems “obvious”, unless you push this to the limits, as Sean Park does:
He takes the example of ISBN numbers as one of the success factors of Amazon’s book shop. Sure, there is big logistical tail to the book shop, the the core of the Amazon model is digitized, i.e the ISBN is just an identifier, linked to plenty of content and metadata, that can be accessed by an eco-system through APIs.
Where it even becomes more interesting, is where Sean mixes this up with theories of complex adaptive systems. It’s basically saying that
those horizontally integrated value chains
are chains of nearly decomposable services
And please read this in the context of nearly decomposable
And (traditional) vertically integrated companies (offering financial services) will not be able to compete successfully in rate of adaptation and fitness with these horizontally integrated “engines” or “eco-systems”.
Sean asks the question:
Where is the AppStore for Financial Services ?
here is the digital platform + API’s for the financial industry ?
Where are the decomposable financial services that can thrive on such marketplace ?
Sean has some other great disruptive statements. Like this one:
Its about the shift
It looks like Sean’s company is looking to invest in companies that understand how to build and offer these decomposable services.
But who should invest in the marketplace,
the “dumb” but highly secure pipes
for the financial industry ?
We could let every Bank behemoth have it’s chance at it. That may be great for lock in. But in the long term, we will need something that is highly interoperable.
into the DNA
of this Digital Platform.
That is run as a service for the community. And to be the “invisible engine” for financial services cloud computing.
It’s only a very personal opinion, but i believe SWIFT is quite uniquely positioned to play this role.
We are already in full prep for our 2010 SWIFT Innovation activities. It should be obvious from the above that we have Sean Park on our list of speakers to be contacted for our Innotribe event series, and who know at Sibos 2010 in Amsterdam ?
My previous post on Zemanta got quite some traction ;-)
I even got a comment from Jim Hirshfield, VP of Biz Dev at Zemanta. He sent me a link to a demo of their API. Here is what he sent me:
Peter – What a great write up on Zemanta. Thanks.
If you’re interested in the underlying technology of Zemanta and structured data, then I think you might find this demonstration interesting as well:
This shows what can be done with our API when combined with other players in the space.
VP of Biz Dev at Zemanta
So, obviously, i had to try it out… If you click the link above, you get this:
And Hudson River leads you here:
Yep, we get close to real-time object modeling.
For those who do not know what this is about, here is once more the video animation of what happened.
Have fun !
And i was lucky to see it in 3D. What an experience! First of all, it was quite some time since i ever went to the “cinéma”, and this was also my first 3D movie ever. I was absolutely surprised by the quality of it.
For me, this movie had the same impact as 1968 ! movie “2001: A Space Odyssey”
Without telling too much about the story and the plot, how i would like to fly that chopper !
And how i’d wish that the tablet PC in the movie is what Apple is going to release in Jan 2010 ! Or to have one of those fantastic displays ;-)
You will also recognize music that makes you think of the final sequence of Titanic.
It’s mind-blowing. In the beginning of the film, you feel really surprised how real the characters, and the fauna and flora are. That’s ok for 5 min, but then you start realizing this goes on for about 2 hours, and the makers of the film immerse you in some semi-real environment, and you feel as being part of it, and you feel part of the story and engaged. A masterpiece.
You have to see it. Don’t compromise on a non-3D version.
And stay till the end, and have a look at the credits. An endless list of specialists that have contributed to the movie. A true 2010 Enterprise.
And to close, here is a quiz: at the end of the film, the main character Jake Sully does his last “videolog”. What is the exact date that is shown on the videolog display ?
In my previous blog “Brand, Workforce and Innovation”, i started making a case for a leadership role for HR in Innovation.
I’d love to see more HR in a true leadership role. Leadership as opposite to management in its narrow definition of executing a course set out by somebody else. See also below the very important message about the role for HR in creating the eminence of our workforce.
Checkout my previous post on what is meant with “eminence of our workforce”.
I would like to mix this with some thoughts from Rowan Gibson recently on Blogging Innovation. His full posting can be found here but i will explore some key findings below. Rowan Gibson is the author of “Innovation to the Core”.
UPDATE: what a co-incidence. Just today, Rowan Gibson did a new post in essence giving a one-page summary of his book. Here is the link to “Do you have a Corporate Innovation System?”
Innovation to the core” is about putting
radical innovation in the core of
and is not to be confused with the discussing
Innovation in the core or beyond the core
of your product portfolio
UPDATE: “Beyond the Core” is a book by Chris Zook, and is based on the principle of adjacencies. It seems to be the bible for anybody not wanting to do anything beyond the core. It dates back from begin 2005, and is in my opinion completely outdated as a guide for innovation.
Rowan says in his blog:
In essence, that means developing a particular mix of resources, processes and values that makes it hard for rivals to match what the company does.
This has to do – amongst others – to create this eminence in the work-force.
But it is much more.
Lastly, i was attending one of our company meetings, and our CEO was doing a pitch on the focus of innovation in 2010. Great to have your CEO on board to get innovation rolling ! Really, it makes a big difference. But at the same time, the company runs a 2-year lean-program to build greater efficiencies in the company processes.
In French, we call this “Le grand écart”.
It’s difficult, but not impossible if you’re fit and trained.
People do not understand this, cannot digest, don’t see the big picture, as the efficiency programs are much closer to their daily lives and – most of all – their jobs.
You could see the glaze in the eyes of some folks when we were talking innovation after having explained the lean-part.
As long as we do not succeed as positioning innovation as “buying our future”, as essential to building the greatest workforce on earth and giving the people the possibility of being part of that – with reward mechanisms – we won’t succeed in those apparent conflicting objectives.
Rowan Gibson goes on:
Making innovation a systemic organizational capability is a complex and multifaceted challenge. It simply cannot be solved with some Band-Aid or silver bullet. Instead, it requires deep and enduring changes to leadership focus, performance metrics, organization charts, management processes, IT systems, training programs, incentive and reward structures, cultural environment and values.
It’s not “good enough” to have your CEO on board. You need the full buy-in of your full Executive Committee, and – in a more complex co-operative organization like SWIFT – the buy-in of your Members, represented by the Board. We still have a lot of work to do, but i believe we are getting there. Innovation is now getting at the agenda of those deciding constituencies.
What i have not yet seen is a focus on how HR can help and be instrumental for innovation.
What companies need is not merely a pro-innovation mindset, or better brainstorming techniques, or "hot teams". It’s about making innovation a new organizational way of life; something that permeates everything a company does, in every corner of its business, every single day. It’s about infusing the entire lifeblood of an organization with the tools, skills, methods and processes of radical innovation. That’s the true imperative for rethinking the role of Human Resources. As soon as we recognize the strategic value and the immense organizational transition that’s involved in building a corporate-wide innovation capability, HR automatically moves to center stage.
And what would be the role of HR in such an Innovation context ?
Who else but HR leaders would be capable of turning a company’s strategic intent with regard to innovation into tangible everyday action? Who else could make the necessary changes to executive roles and goals, political infrastructures, recruitment strategy, broad-based training, performance appraisals, awards and incentives, employee contribution and commitment, value systems, and so on? Who else could build and foster the cultural and constitutional conditions – such as a discretionary time allowance for innovation projects, maximum diversity in the composition of innovation teams, and rampant connection and conversation across the organization – that serve as catalysts for breakthrough innovation? Who else could ensure that each employee understands the link between his or her own performance (as well as compensation) and the attainment of the company’s innovation strategy?
In short, who else but HR
leaders could create a company
where everyone, everywhere,
is responsible for innovation
every day whether as an
innovator, mentor, manager, or
I have become a big believer that companies need an innovation system where
everybody in the company
becomes an innovator
It’s almost a human right of any employee in a company, i would even venture it is a moral obligation for any employee in a company to be an innovator himself. It is NOT the sole privilege of the innovation team to come up with ideas, on the contrary. See in this context my previous blog on The Holy Fire.
Rowan Gibson has a great closing in his blog post:
The sad reality is that too many CEOs overlook HR’s potential in this regard. They still think of HR solely in terms of regulatory compliance, hiring and firing, employee comfort, compensation and benefits. Notably, Jack Welch, illustrious ex-CEO of GE and arguably one of the greatest corporate leaders of our times, sees things differently. In a recent column in BusinessWeek, he writes that
"every CEO should elevate his
head of HR to the same stature
as the CFO."
Hope somebody reads this.
Thanks to my subscription to Fredzimmy’s blog, I found this wonderful blog from Esko Kilpi.
I really recommend you to explore this site from A to Z.
MIT Media Lab Human Dynamics Group, Howard Rheingold (one of the first ever “internet”-books i ever bought,…, Barbarian Blog.
Yummy, Yummy. This is great stuff for a Sunday afternoon. So inspiring. Delicious ;-)
This way, i discovered the FANTASTIC Web 2.0 Expo speech of Douglas Rushkoff about Radical Abundance.
It is a 15 min video, and worth every minute:
Not sure if the video embed worked, so in any case you can find it here by clicking the below image.
Some mind-blowing quotes (in 140 characters ;-):