Detta kan du lära dig om framtiden mellan Centralen och Gamla Stan

Publicerat 14 November 2017

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Det tar kanske 7 minuters frisk luft att promenera från Centralen i Stockholm till Gamla Stan. Hittar du inte så knappa på Google eller utnyttja karttjänsterna tex Maps.

Om du inte tänkte Ubra billigt förstås. Firman som på mindre än nio år skramlat ihop 1 miljard taxiresor och värderas till långt över hundra miljarder. Sägs vara världens högst värderade tech-startup. Uber som just nu dessutom gör mycket reklam, på just centralen. Det där fenomen du redan nästan hört till leda om och därför troligen undviker. Promenera var det istället som sagt.

Eller, om du inte tänkte använda City Bike som också finns vid centralen förstås. Dra bara kortet, konstigt nog fungerar inte mobilen ännu men det kommer nog snart. Välj sen din cykel. Åk dit du skall och lämna den där. Kostar absurt låga 250 sek. Till det priset kan du låna/hyra precis hur mycket du vill under året. Betydligt billigare per resa än billiga Uber alltså. Ja, delningsekonomin, igen, som antas växa framöver, tom regeringen brydde sig i våras. Slippa fixa punktering och om den blir stulen dessutom. Än så länge, även om det just nu tycks gå rätt fort i utvecklingen, finns ju faktiskt inte självkörande bilar vid centralen. Nyttigt med motion också.

Möter du ansikten eller telefoner?

Nu stänger snart City Bike för vintern. Så du föredrar nog som sagt att promenera. Om inte annat så för att hinna med att studera alla människorna du möter. De som ”pillar i sina leksaker”, mobilen. De som, på tiden det tar dig att gå till Gamla Stan, hinner pilla upp 3500 timmar You Tube-filmer, 21 miljoner postningar på Facebook och 28 miljoner Google-sökningar. Tillsammans med alla vi andra på jordgloben förstås. Så om du sökte på Google för att hitta vägen till Gamla Stan var du inte speciellt ensam.

Kan innovation av kartor leda till debatt?

Dessutom för några veckor sedan, hade du, bara genom att knappa in sträckan i Maps, dessutom fått hjälp med att lista ut hur många kalorier du hade sparat genom att gå istället för att Ubra eller cykla. Hade alltså, eftersom det blev lite publikt liv om saken och Google därför precis drog bort lösningen från marknaden. Just nu testar Google rätt mycket i sina kartor men den här kanske var lite för tidig. Eller för radikal.

Så vem vet vad du istället får hjälp med när du promenerar här nästa vecka. Utsiktsförslag på vägen kanske? Ett förslag på en nyttig podcast som tar precis lika lång tid som din promenad? Eller, en affärsförfrågan från någon du precis passerade i vimlet och som just då går och funderar på hur hitta en leverantör som just du?

Är det Sci-fi eller standard?

Fast förresten, varför skulle du knappa in Gamla Stan i din mobil? Du kan ju lika gärna hålla upp din iphone, trycka in knappen, och sen säga ”snabbaste vägen till Gamla Stan tack”. Siri, ja den där prat-tjänsten som nyligen, intressant nog, har blivit standard hos Apple. Mobilen hade ju då nämligen laddat upp kartan direkt åt dig. Visst är det bra långsamt och segt att använda fingrarna nuförtiden? Det börjar ju dessutom bli kallt ute. Om du nu inte vill använda tex Alexa, Google Assistant, Cortana eller någon annan av alla dessa digitala assistenter som dykt upp senaste året och kan göra sånt här förstås.

Ger AI oss ett nytt varv av digital transformation?

Du har kanske hört talat om att vi alla förväntas ha AI, artificiell Intelligens, inom bara några år? Det buzzword som nog snurrar som hårdast just nu i höst. Det där som så många verkligen tror kommer ta oss till helt nya höjder. Det som, ytterligare en gång, antas ge oss ett nytt varv av digital transformation. Företag och verksamheter, som kommer och går och skakar om hela affärslandskapet. Ja, du vet. Eller hur man nu skall se på just den saken.

Men, förresten: så är det ju inte förstås. De som säger till dig att det blir AI-kaos i framtiden har givetvis helt fel. För du har det ju faktiskt redan i din mobil.

Så när man tänker efter lite: Det kanske var värt tiden trots allt att just promenera till Gamla Stan och skippa både Uber och City Bike. Få lite tid att själv pilla i mobilen. Kolla lite på vad folk faktiskt gör med sina pilliga mobiler. Reflektera lite över vad allt detta egentligen betyder i termer av omvandling för firman. Och, blott 7 minuter senare hamna i Gamla Stan.

Med frisk luft på köpet.

/Henrik Blomgren
Responsible Digital

Eric Giertz, grundare av KTH Executive School

Publicerat 10 November 2017

KTH Executive School har tackat av vår grundare och ordförande Eric Giertz som har gått i pension. Eric har under flera decennier legat i fronten gällande forskning och utveckling kopplat till teknik och affärsutveckling.

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Eric är professor emeritus i industriell ekonomi och organisation. Han är grundare av och tidigare ordförande i KTH Executive School. Hans forskning är inriktad på affärsutveckling i samband med strukturförändringar i näringslivet. Han har tidigare arbetat som affärsstrategisk konsult och har erfarenhet av styrelsearbete i ett flertal olika branscher.

Eric har under hela sin karriär publicerat böcker och utredningar som fått stort genomslag i den svenska debatten om organisation och ledning av olika verksamheter. Eric Giertz forskning kring olika verksamhetslogiker är en av utgångspunkterna för utbildningarnas design på KTH Executive School.

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Under senare tid har Eric varit engagerad i forskningsprojekt som rör kommersialisering av teknisk forskning inom energisektorn, kartläggning av svenskt näringsliv inom informations och kommunikationsteknik, den svenska konsultsektorns utveckling samt strukturförändringar inom tjänstesektorn.

Ett stort tack till Eric för hans bidrag till KTH Executive School och KTH!

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Where is technology taking the economy?

Publicerat 7 November 2017

Everybody interested in, and concerned about, the now ongoing digital revolution and its impact on business, on the economy and on society should read the article; Where is technology taking the economy? The article is written by Professor W. Brian Arthur and is published in the McKinsey Quarterly October 2017.

Skärmavbild 2017-10-27 kl. 09.23.49The credibility of the article is supported by how nicely it connects to “Part I – How
technology drives economic and social transformations”
in Robert D. Atkinson´s 2004 book “The Past and Future of America´s Economy / Long Waves of Innovation that Power Cycles ofGrowth”. A book that is instrumental in order to understand the mega impacts of disruptive technology systems in general and the digital revolution in particular. For this reason is that book since a decade required reading at the Executive Program in Industrial Management at KTH EXECUTIVE SCHOOL.

Despite the limited size of the article, Professor Arthur succeeds in vividly providing the reader with:
  • A brief historic overview of the emergence of the technology systems forming the platform for the digital revolution, starting to take off in the 1970s.
  • A description of the very important shift from internal to external intelligence and how this changes business.
  • A reflection on the topic of “technological unemployment” and the new jobs to come as well as on the new era, the distributive era, where the problem not is about access to jobs but rather about access to what is produced.
  • A description of some of the new rules, new realities and new dilemmas that must be addressed with large changes and adjustments in one way or other. Professor Arthur ends the article in an optimistic mode by saying; “The needed adjustments will be large and will take decades. But we will make them, we always do.”

What also strikes me is how professor Arthur provides the reader with a useful structure of, as well as a beneficial distance to, the digital revolution we are in the midst of. The non-dogmatic reflective approach, spiced with short examples, adds to the readability of this article – even for those readers who don´t fully agree. Read it!

/Anders Holmström
Director Industrial KTH Executive School

Director Christian Pleijel nominated to sustainability award

Publicerat 31 October 2017

Christian Pleijel, Director Sustainable Urban Systems at KTH Executive School has been invited to speak about his project on Greening the Island conference on Siciliy the 3rd of November. His project is nominated to their award.

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Ecological and social project outcomes

Freshwater is a strategic resource on islands, often scarce. Saving water means becoming more resilient and sustainable. The energy cost for procuring water to these 8 island societies varies from island to island, but given modern osmosis processes to produce desalinated water in general need 2 kWh/cubic meter, the energy saved can be estimated at 304,010 kWh/year and the reduction in CO2 emissions as 39.050 kg/year.

Public outreach, education and awareness efforts and results

The project results are disseminated through the ESIN network https://europeansmallislands.com/water-saving-project/. In November, a website will be launched, a hands-on guide on water saving for municipalities, backed up by a booklet.Pleijel Komiza

Next step is to create Water Saving Labs on some or all the islands, developing (a) water saving campaigns and training programs in water saving for schools, tourists and tourist businesses, water walks and a mobile water saving exhibition; (b) promote knowledge on how to use rainwater, on leak detections systems, refitting pipes and new pipe technology, water production monitoring systems and solar energy for RO plants; (c) the right for islands to be well defined laboratories when it comes to controlled experiments on use of rainwater, reuse of water and non-conventional pricing.

 

Methods for strategic challenges help small islands save water

Publicerat 24 October 2017

Methodology for strategic challenges used to save water

KTH Executive School has developed a methodology to help our participants to solve strategic challenges. The same methodology was recently used together with eights small islands that all face the challenge to reduce their water footprints and save 25% of the fresh water.

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Anders Nordström, Stockholms Universitet och Christoforos Perakis, CRES

One part of the methodology was “Six Thinking Hats”

The Challenge workshop is based on recent, detailed field studies of the water situation on each of the islands made by the KTH Royal Institute of Technology in Stockholm. With live support from professors Anders Nordström and Sara Borgström and facilitated by Christian Pleijel from the KTH Executive School, the meeting used the “Six Thinking Hats” of Edward de Bono to discuss facts, best and worst practices in water saving and solutions on how to save water. They found that clever combinations of changes in human behaviour, simple small-scale household and large-scale technologies, smart pricing and wise governance can lead to individual island water savings ranging from 10 to 55% within two years.

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This would mean 18 billions of litres saved a year, which gained much attention from Croatian media and was broadcasted on the national TV channel. If all this water is desalinated (it often is on islands), it would also mean a huge saving on energy and money.

Attention from the European Parliament

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Tonino Picula
With strong support from member of European Parliament Tonino Picula, who is vice president of the Parliament’s Intergroup on islands and coastal areas, the project team is going to present their findings and suggestions before the European Parliament on November 22. The eight islands also want to form a group of “Water Saving Labs”, a two-year project to measure their ongoing accomplishments and to share their knowledge and experiences within the group, with other islands and to each and everyone who wants to learn how you can make smaller water footprints.
Christian Pleijel, Director Sustainable Urban Systems
Read more about the project and the project response:

http://islandvis.blogspot.fi/2017/09/aktivni-otoci-rjesenja-za-europsku.html
http://www.mint.hr/default.aspx?id=42853
http://www.novilist.hr/Vijesti/Hrvatska/Otoci-Europe-mogli-bi-trositi-cetvrtinu-vode-manje

Improve sales by thinking like a customer – acting like an owner

Publicerat 20 October 2017

“Think like a customer – act like an owner.”

Sales and pricing are two of the most important questions in a business. Anders Rehnberg our “sales professor” explains how this can revolutionize your offering and pricing.

Anders Rehnberg from Privilegium Group in London, is a pricing and sales expert that revolutionize many peoples views on sales and pricing. He has gotten Chines companies to stop reducing prices and often receives  the comment such as “The best training I have ever attended” from the participants. He provides new tools and increase your courage to take your company to the next level and open up opportunities.

Most companies are great at developing their product or services, but rarely develop their pricing strategy.

Four critical issues that drive the need and urgency to improve your pricing strategy:

  1. How much money do we lose due to outdated pricing principles?
  2. How can we get out of the cost-plusprice-per-unit way of thinking?
  3. How can we get paid for the additional value we deliver?
  4. How do we design the offerings, the revenue models andthe pricing when we integrate forward and start to deliver services, often based on the installed base and with applications of embedded systems, sensors, M2M, IoT, Big Data, and the internet?

What you need to learn:

  • Formulate unique offerings and value propositions
  • Developing prices – an unconventional take on how to change the price levels customers are willing to pay
  • Identifying value: improve both margins and customer satisfaction
  • Target customer profiles to improve hit-rates and reduce quotation/sales costs
  • The business process and how to ‘marry’ product development and sales
  • Marketing and communicating your value message, including quotations
  • Negotiation and contracts – commercial best practises

For more insights

What: Take the course Value-Based Offering, Pricing and Sales,
When: November 23-24 by Anders Holmström and Anders Rehnberg.
Info: Read more and apply here!

Höstens kurs i Innovation Leadership – Ansök nu!

Publicerat 6 October 2017

Innovation är en av de största utmaningarna för svenska bolag. För att möta detta behov har KTH Executive School har samlat det bästa från akademi och näringsliv för att skräddarsy en kurs till dig som kombinerar teorier och konkreta metoder för att öka innovationskraften i ditt bolag.

Kursen är den 29/11, 30/11 och 14/12 i Stockholm. Ansökan är öppen och du hittar den här.

Max 25 deltagare
Max 25 deltagare

Kursen berör:
– Design av innovationsprocessen.
– Implementation och ledarskap över innovationsprocesser.
– Hur kursdeltagarna kan bedriva innovation i just sin organisation.

Mer information om kursen Innovation Leadership kan du hitta här!

 

Lean start-up in mature companies

Publicerat 3 October 2017

New innovative idea starts with assumptions. But how do we move from assumptions to facts and business as fast as possible? Today we discuss Lean Start-up in mayor companies together with Andy Cars.

“If the rate of change on the outside exceeds the rate of change on the inside, the end is near.”

Jack Welch

Most companies aware of that they need to stay or try to become innovative. In that search some of them fail because they use the same tools that the start-ups is using. The intention is not wrong but all tools used by start-ups are not applicable in mature organisations. In todays course the participants listed to one of the leading experts regarding Lean in mature companies.

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Andy Cars, serial entrepreneur and expert in Lean

Andy Cars is a serial entrepreneur that turned to be an advisor. He started his career by building and selling three companies. His first company was sold to Bertelsmann Music Group (BMG) in 1995.

In 2006 he shifted focus to work with other entrepreneurs to take their ideas to market. After eight years coaching and mentoring over 200 startup teams on fundraising, business modeling, lean startup and go-to-market strategies, he decided to shift his target market.

In 2014 Andy founded Lean Ventures. There focus is on providing large mature companies proven tools and methods to develop their innovation capabilities, or as some may say, become more like startups.

The death or the rebirth of universities in a time of disruption?

Publicerat 26 September 2017

The higher education system is facing a time of disruption. The rapid development of Massive Open Online Courses, MOOCs, has generated a lively debate. The effect on the existing higher education is in focus. Can MOOCs really be an alternative to face to face classroom teaching? Despite this legitimate scepticism, the number of universities offering MOOCs increase at a rapid pace. As MOOCs went from an experimental phase to become well established in 2012, more and more universities jumped on the bandwagon. Some clearly see an opportunity, while others seem to join without a clearly formulated strategy. Jumping or not, all universities are today expected to have an answer to the question: What are your plans within the MOOC area?

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The disruptive innovation theory indicates that we can expect dramatic changes

So far, the phenomenon follows the disruptive innovation theory by Clayton Christensen: incumbents regard the new service to be of a much lower quality; the new innovation target underserved or new customer segments; the service is offered at much lower price levels; the offer is less complete but holds the potential to develop fast meeting demands of present customers, “ordinary students” in this case. The disruptive innovation theory indicates that we can expect dramatic changes within the higher education industry. The core of the disruptive nature of MOOCs is, compared to ordinary face to face higher education, the very limited incremental cost to add one additional student along with that the service is ubiquitous. These two characteristics combined, lay the foundation for a very fast penetration. This pattern has earlier been seen for other internet based business models challenging established industries.

Consolidation and a shake out

The MOOC development can the coming years be expected to go through a number of distinct phases. We are still in a “proof of concept” phase and the business model is still not set. Distance learning courses do not significantly affect existing traditional universities, their funding or enrolment. The next phase may be triggered by MOOCs offering real exams, starting to cannibalize on the existing traditional university education. This may still have a limited effect until MOOC exams and degrees become accepted by employers as a substitute to ordinary degrees. First at this stage the existing education will have significant issues with the competition, most probably resulting in a massive shakeout. Good or bad may be discussed, but this scenario trigger the immune system of most university organizations, fearing decreasing demand for university education as we know it today. Focusing the debate on the potential cannibalism on today’s university education does however seem misdirected.

A democratization of higher education

When analyzing the university education of today, we tend to forget that it is “inaccessible” to huge groups of potential students. Statistics from courses given reveal that MOOCs attract a much broader spectrum of students. Not only do the students come from all over the world, the age distribution is much more evenly distributed across all ages. Even if not revealed directly by the information given about enrolled students, we can guess that: quite poor students manage to take courses; courses are to a much higher extent taken in parallel to work; there may be a more equal gender distribution in specific geographies; etc. MOOCs remove critical barriers for taking university level courses making them accessible anytime, anywhere and to all (with access to internet services). High quality education is made available to the masses with no limits in terms of classroom sizes, geographical proximity or financial situation. No one needs to feel misplaced due to gender, nationality, race, religion or age. Higher education seems finally to become truly democratized. However, there are costs.

Impact on the quality when the number of students rise from 100 to 100.000 students per class

The likely university shakeout and increasing class size for 100 students to 100.000 students have to affect the overall supply of high quality courses. Decreasing the number of generic basic courses, in subjects such as algebra, economics or IT, may not be a bad idea but we risk also significantly reducing the number and supply of niche courses targeting very limited groups. The MOOC debate needs to expand from just considering the present education scope targeting 18-25 year old students to fully grasp the true potential making higher education available to all. Are universities fighting this development? Isn’t democratization of higher education the foundation for our modern society? Protectionism, defending the monopoly of education seems misguided. Instead of discussing how to save universities with limited value add, support this democratization process and focus on developing mechanisms and incentives to maintain educational diversity in terms of niche subjects, local culture and languages.

/Dr. Martin Vendel, digitalization expert

Gamla lösningar matchar inte nya problem

Publicerat 22 September 2017

 

stock-photo-nobody-close-up-selective-focus-studio-shot-direction-number-close-up-guidance-star-b03a218e-70b4-4a5f-a02a-18f0f5dc136aHur hittar ni lösningar till era utmaningar? Vilka beslut man fattar (eller inte) i en organisation är det som avgör företagets framtid, vilka möjligheter man tillvara tar och vilka man missar. Det finns en beslutsmodell som kallas för soptunnemodellen (garbage can model for decisionmaking). Den beskriver att
det är vanligt i företag att beslut ofta inträffar utan förvarning. I många fall kan det redan finnas en lösning i företaget (men som saknar problem) och sedan när ett lämpligt problem dyker upp så matchar man problem och lösning. Absolut en smidig approach men inte helt oproblematisk i detta förändrade affärslandskap vi står inför.

Att bestämma sig för lösningar innan man formulerat problem

I den omvälvande tiden vi nu lever i när utvecklingen går snabbare än någonsin. Digitaliseringen innebär både nya möjligheter och hot, och då kan vi inte lösa problem på samma sätt som vi alltid har gjort. Vi kan framförallt inte omedvetet matcha nuvarande lösningar med framtida problem. Har du och ditt företag de strategier, metoder och verktyg som behövs för att ni ska kunna hantera den digitala utvecklingen?

Vi kan vara ert stöd på vägen

På KTH Executive School kombinerar vi den senaste forskningen med det bästa från näringslivet för att stötta våra deltagare och företag för att lyckas i det förändrade affärslandskapet. Ni utvecklas till att kunna utvärdera er position på marknaden och överväga nya affärsmöjligheter utifrån de nuvarande och framtida förutsättningarna.

sewing-needle-thread-mend-eye-of-needle-39548Vi går igenom digitala möjligheter för hela ditt företag, allt från interna processer till hur ni utvecklar framtidens affärsmöjligheter i ett digitalt landskap. Gemensamt är att digital transformation kräver att alla involverade förstår vilken affärspåverkan olika digitala lösningar har – och här ger vi dig verktygen för detta.
Vi skräddarsy program utifrån de specifika behoven i en bransch, exempelvis Consulting, Infra Service, Industrial och Sustainable Urban Systems. Vi sätter även ihop utvalda Challange-grupper som adresserar specifika affärsutmaningar. Vill du få mer koll på digitaliseringen och vad det kommer innebära för din bransch så kan vi tipsa om kursen Digital Transformation.

Professor Ruth Chang från Rutgers University kommenterar vilken lösning man väljer till svåra problem enligt följande ”It is here, in the space of hard choices, that we have the power to create reasons for ourselves to become the distinctive people that we are. And that’s why hard choices are not a curse but a godsend.”