Elon Musk have change the car industry with Tesla, and projects like Hyper loop and SpaceX often reach the news. But in this interview he talks about how he want to change the way we build tunnels for cars by changing the tools and the requirements for the tunnel. It is interesting to see how he adress a problem and how he step-by-step working towards a solution. Look at the interview about 3D tunnels and the future for Elon Musk.

You drop the diameter by a factor of two and the cross-sectional area by a factor of four, and the tunneling cost scales with the cross-sectional area. So that’s roughly a half-order of magnitude improvement right there. Then tunneling machines currently tunnel for half the time, then they stop, and then the rest of the time is putting in reinforcements for the tunnel wall. So if you design the machine instead to do continuous tunneling and reinforcing, that will give you a factor of two improvement. Combine that and that’s a factor of eight.

The transformation into a sustainable society is one of the toughest challenges facing humanity. Even with a consensus regarding the need to decrease and prevent the negative impact on the environment, many strategic considerations remain. Choosing strategies (what should be done?) as well as tactics (how should it be done?) wisely, may significantly improve success rates. Doing the right thing has though been shown, even with the best intentions, to be very difficult. The challenge is exceptionally complex and encompasses very intricate considerations and judgements. There is a need to categorize and illustrate possible routes in a simplified way to facilitate evaluation and communication.

Analyzing potential and investments made within cleantech, two major categories surface:  sustainable technologies that are presently not profitable or competitive on their own merits and incremental improvements decreasing the negative impact of well established technologies. Läs mer

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.

The 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:

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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

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“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.

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

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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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One of the biggest challenges for all mature Swedish companies is how to become or stay innovative. To address this issue KTH Executive School has handpicked the best from academia and industry to a three-day course in Leading Innovation.

The course combines theories with hands-on methodology and address:
– Innovation Management
– Innovation Action
– Innovation Leadership

The course takes place on November 29-30 and December 14. Read more and apply here.

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?

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. Läs mer

Amazon began with a young Jeff Bezos who, through his job at the time, learned that Internet usage grew strongly. He then made his analytical homework and decided that he would start a website for selling books. Here’s an interesting clip from 1997 where you can hear Jeff Bezos himself describe his process.

It would be easy to say that “the rest is history”, but instead we are going to stop and think about it. Being small, on the right market, at right time and growing is one thing, being big and continuing to develop is a completely different challenge. The two are very often confused. The question for established actors is not if, but when their conventional ways of doing business are going to become outdated. Many companies hold on to obsolete business models far too long… and eventually die. But there are ways to go forward – and like everything else it takes decision making and commitment.

Amazons competitors at the time was called Barnes & Noble and in Sweden Akademibokhandeln. Today, the list can be made considerably longer – way too long to post here, but have a look at this link. Firms like DHL, Volvo and Scania is going to be challenged in smart deliveries, transports with self-driving drones. With regard to data analysis and data storage, Amazon today competes with both Google and IBM. And with the acquisition of Whole Foods, Swedish food actors like Martin & Servera and ICA will also have to think about what their real challenges will be in the future. Läs mer

KTH Executive School thank our founder Professor Emeritus Eric Giertz for his contributions. Eric has been in the forefront in research connected to business development and technology for decades and in this movie you can hear about some of his work.