Employment and Entrepreneurship in the New Age -Implications for Entrepreneurship in Times of Disruption - YERUN General Assembly Staff Training ...
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Employment and Entrepreneurship in the
New Age – Implications for
Entrepreneurship in Times of Disruption
YERUN General Assembly
Staff Training
14 March 2018
Prof. Dr. Jörg Freiling
freiling@uni-bremen.de
Einführung in die BWL
Let‘s talk about
the new age…
2 Einführung in die BWL
Welcome to the world we(‘ll) live in…
Desk
LABOR sharing
Dark Crowd-
Factories working
Virtual &
Augmen-
Robotics
ted
Reality
The World of
Artificial
Labor – Open
Intelli- ‘Labor 4.0’ Innova-
gence tion
Autono-
Virtual
mous
Commu-
Systems
nities of
(Vehicles
Practice
, …)
Meta
New
Learning
Compen-
&
sation
Lifelong
Models
Learning
3 YERUN 2018
ICSB 2017
Working in new labor spheres…
Who is more effective?
Employee #1 works 40 hours a Employee #2 works 30 hours a
week in 9-to-5 mode. (S)He looks week. Nobody really cares when
forward to the after-work hours and where (s)he works. However,
and the vacation time. Work is it is important that (s)he is
scheduled and regular meetings available and delivering output.
allow a sound coordination. The Output is roughly defined as
boss decides what to do and something useful to the company.
when to do it.
4 YERUN 2018
ICSB 2017
Employment and Change
Secretary in 1950
5 YERUN 2018
ICSB 2017
Employment and Change
Secretary in 1950 Secretary in 1975
6 YERUN 2018
ICSB 2017
Employment and Change
Secretary in 1950 Secretary in 1975
Secretary =
Office Manager in 2000
7 YERUN 2018
ICSB 2017
Employment and Change
Secretary in 1950 Secretary in 1975
Secretary = ‘Secretary’
Office Manager in 2000 in 2025?
8 YERUN 2018
ICSB 2017
Manufacturing & Change: from ugly …
9 YERUN 2018
ICSB 2017
From ‘ugly factories’ to ‘dark factories’
10 YERUN 2018
ICSB 2017Interim Result
Q Tentative A
Where will people be
stronger and/or better
than robots and
machines?
Where do people find
their place in the new era
of labor?
What does it mean in
terms of education and
managing career paths?
11 YERUN 2018
ICSB 2017Interim Result
Q Tentative A
Where will people be - Values & beliefs
stronger and/or better - Empathy
than robots and - Independent thinking & creativity
machines? - Collaboration
Where do people find
their place in the new era
of labor?
What does it mean in
terms of education and
managing career paths?
12 YERUN 2018
ICSB 2017Interim Result
Q Tentative A
Where will people be - Values & beliefs
stronger and/or better - Empathy
than robots and - Independent thinking & creativity
machines? - Collaboration
Where do people find Replaceable: logic, repetition, routine, …
their place in the new era Well positioned:
of labor? - Defining what machines have to do (&
programming machines)
- Creative work
- Interpretive work
What does it mean in
terms of education and
managing career paths?
13 YERUN 2018
ICSB 2017Interim Result
Q Tentative A
Where will people be - Values & beliefs
stronger and/or better - Empathy
than robots and - Independent thinking & creativity
machines? - Collaboration
Where do people find Replaceable: logic, repetition, routine, …
their place in the new era Well positioned:
of labor? - Defining what machines have to do (&
programming machines)
- Creative work
- Interpretive work
What does it mean in - New content in education programs
terms of education and (wisdom, empathy rather than
managing career paths? knowledge)
- New ways of teaching
- The own career path as a creative,
forward-looking endeavor
14 YERUN 2018
ICSB 2017Welcome to the world we(‘ll) live in…
BUSINESS The Business World – Value Chains or Platforms?
Business in value chains Business on (electronic) platforms
Source: Porter (1985: 36)
• One-sided markets • Two/Multi-sided markets
• Relationship logic • Marketplace logic
15 YERUN 2018
ICSB 2017Business 4.0 - Cornerstones
Sharing
Economy
Business Open
Value Co-
Age (OI,
Creation 4.0 OM, …)
Ambidex-
terity
16 YERUN 2018
ICSB 2017Welcome to the world we(‘ll) live in…
CONTEXT The Context – a VUCA World
17 YERUN 2018
ICSB 2017Rules of thumb
• All you can digitize, will be digitized – sooner or later…
• Not all the things robots can do, will finally be done by robots –
at least as long as we live…
• Robots will replace many employees – not today, but tomorrow
and the day after tomorrow, after follow-up steps of maturation
• It is important for the role of people to stay ahead of
developments and to shape them – and to make machines &
robots the useful support it always have been
• There will be still much, maybe enough room for human labor,
but…
– … not for everybody
– … not everywhere – the scope decreases
• Entrepreneurial thinking and action matters – it shapes the
future and competition
18 YERUN 2018
ICSB 2017Three phases of competition for the future
The Three Phases of Competition for the Future
Source: Hamel/Prahalad 1994, p. 47
Management of Migration Competition for Market
Intellectual Leadership Paths Share
Gaining industry foresight Preemptively building core Building a worldwide
by probing deeply into competencies, exploring supplier network.
industry drivers. alternate product concepts,
and reconfiguring the Crafting an appropriate
Developing a creative customer interface. market positioning
point of view about the strategy.
potential evolution of: Assembling and managing
functionality the necessary coalition of Preempting competitors in
core competencies industry participants. critical markets.
customer interface
Forcing competitors onto Maximizing efficiency and
longer and more expensive productivity.
Summarizing this point of
migration paths.
view in a "strategic
architecture". Managing competitive
interaction.
19 YERUN 2018
ICSB 2017Entrepreneurship 4.0 -
Founding startups in times
of Disruption
20 ICSB 2017Self-Employment vs. Startups
Local/regional markets
Self-Employment Low growth Cash flow
Imitative or low innovative ambition
Low budget
Limited risks
Typical examples:
Restaurant
Craftsmen
Consulting Agency time
Hairdresser
Global Markets
Cash flow
Scalable business model
Startups
Innovative ambition
Big money model
External investors
High risks
Typical examples:
Snapchat
time
HelloFresh
Facebook
21 YERUN 2018
ICSB 2017The Recent Pressures on Entrepreneurship
Critical mass
Ambidexterity
(from startup
on high levels
to scaleup)
Diversity
Mastering
(team,
VUCA
background)
Entrepre-
neurship
22 YERUN 2018
ICSB 2017Classical entrepreneurship models lose their cut…
Organization
Created & Supply & Demand Boundary
Production
Business Concept Technology Product Customer
Externally or
Internally
Stimulated
Opportunity Commitment to Venture Market
Recognition Creation
Operational
Feedback
Strategic
Feedback
Technology Setup & Organization
Opportunity Stage Creation Stage Exchange Stage
Source: Bhave (1994: 235)
23 YERUN 2018
ICSB 2017What’s wrong with them?
1 (quasi-)linear and sequential thinking
2 customer validation much too late
3 huge investments much too early
4 belief in the power of plans
5 limited open-mindedness
6 from exploration to exploitation – with no real return
7 no real value co-creation
24 YERUN 2018
ICSB 2017Entrepreneurship 4.0 – Cornerstones
Atmo-
sphere Effec-
tuation
Brico-
lage
Lean-
Startup
E’l Ambi-
dexterity
25 YERUN 2018
ICSB 2017Atmosphere - where startup spirit unfolds… 26 ICSB 2017
Effectuation (versus Causation)
Causation
M1
(“we know what we do…”)
M2
Given Goal
M3
Open Means
Vari-
Given able
Effectuation means goals
(“we do what we know… -
and make the best of it,
whatever may happen”)
Source: Sarasvathy (2008)
27 YERUN 2018
ICSB 2017Effectuation Principles
(Sarasvathy, 2008)
28 YERUN 2018
ICSB 2017Bricolage
The Engineer The Bricoleur
… plans rationally and … fiddling about – for something
systematically really useful
… uses everything in reach (even
… uses the typical resources
things others call rubbish)
… first design, second … design and implementation go
implementation hand in hand
… operates within a given frame he … questions given frames, tries to
accepts break them and to go beyond
18
29 YERUN 2018
ICSB 2017Lean Startup – what is it about?
- Starting point may be the vision and/or business
idea of the founder.
- However, dialogue with customers starts
immediately.
- LSU rests on investigating customer and the
demand entirely – and without influencing
customers at early steps.
- First target is not a prototype (too expensive and
risky), but a minimal viable product (MVP) – maybe
a fake or a demo version.
- Real development and maturation take place hand
in hand with the validation in the market.
- Iterations, pivots and fast failure are included –
without them the concepts do not pass the market
test.
30 YERUN 2018
ICSB 2017Minimal Viable Product (MVP)
Many entrepreneurs take too much time for developing
their idea.
Why?
• They long for the perfect solution.
• They want to prevent any kind of know-how drain.
What to do: reality check as soon as possible!
Problem:
Developing a prototype would have
been very expensive.
Solution:
a video of a simple and convenient
way of synchronizing data – and a
waiting list for interested people
Result:
75,000 subscribers over night
31 YERUN 2018
ICSB 2017Leap of Faith –
Generating and Testing Core Hypotheses
• There is a problem from customers‘ point of
Problem
view.
Hypothesis
• The problem is not (sufficiently) fixed.
Solution • There is a solution that fixes the problem in a
Hypothesis better way than before.
Value • Solution adds evident value to the customer.
Hypothesis • Innovators & early adopters buy and re-buy.
Growth
Hypothesis • Solution is scalable within a broader market.
32 YERUN 2018
ICSB 2017Entrepreneurial Ambidexterity
33 YERUN 2018
ICSB 2017Next Conclusions 34 ICSB 2017
Outlook
Practicalities
• Application of sound tools for developing business cases (canvases,
pitch decks, etc.)
• Train the trainer – strongly enabling people
Entrepreneurship Education
• Developing new formats: flipped classroom, problem-based learning,
teaching projects
• Involving real-life entrepreneurs
35 YERUN 2018
ICSB 2017Final words
The greatest danger in times of turbulence is not the
turbulence –
it is to act with yesterday‘s logic.
Peter F. Drucker
Problems cannot be solved with the same level of
consciousness that created them in the first place.
Albert Einstein
36 YERUN 2018
ICSB 2017Let’s stay in touch!
freiling@uni-bremen.de
www.lemex.uni-bremen.de
37 ICSB 2017You can also read
