>> MCBRIDE: I've lived through Moore’s Law. It will continue to get faster, cheaper, better.
So take it that the tech itself will happen. I think what is much more important is how
do your customers engage with technology and how they use technology to engage with you.
And so for us it’s all about social and mobile.
>> WOOD: Shares are the gold standard of social. The share is to the social economy what the
hyperlink was to the search economy. A share is engagement, endorsement, advocacy, and
that is a very powerful measure. >> MANSFIELD: You have to be prepared to enter
a new market and let the other market go. And the way Samsung manages that at a corporate
level is just to have lots of horses in the race at any given time and allow a fair competition
between the two and not protect an existing technology or existing position at the expense
of a future one. >> HAQUE: Today it’s a paperless office.
Today we are able to track customers across the globe whether is Credit Suisse or Ericsson
or Telenor and these are groups that we work with at a large scale.
>> SEAWARD: Organizations still think a lot about what their product is and don't think
enough about what the end consumer of that product wants. And it's actually a bit like
trying to get businesses to stop looking from the inside out and start looking a bit from
the outside in. >> ROHNER: I don't think the financial services
industry really has spent enough time and analysis into finding out what the client
or the future clients will want. But if you get that right your potential to basically
grow in new markets is enormous. >> CASE: Really understanding client need
and translating data the analytics and into something that’s tangible for a client is
fundamental. If you don’t translate into something - an action - then it's an interesting
analysis – a nice little speech – but it doesn't really produce results.
>> HULME: We're all actually creative and the more diverse people you have trying to
find solutions the more likely you are going to see something incredible. Now to me this
is what Wikipedia is. When you can open up these systems you enable people to collaborate.
You enable people to see one another's ideas, to build off one another's ideas and the system
can be far more interesting. >> PETERS: It's a very brave business that
opens up their data and allows people to play with it and improve it and for you to be confident
enough as a brand to say “That's going to have a positive effect back on me.” If you
look someone like Twitter when they opened up some of their work what they got back was
ten times what they could have done themselves. >> VIDRA: You have to be very sensible about
client’s data and proprietary data but on the other hand be very generous and embrace
openness as a principal of innovation.
>> HAMEL: We’ve seen how digital technology changes business models allowing companies like Facebook and Twitter to emerge. Now we're
gonna see how it changes our management models. More and more that work of managing and leading
is gonna get distributed to the entire organization. And less and less are we gonna have a class
of individuals who they think of as managers. >> CASE: Long gone are the days where somebody
at the top or at the bottom, where ever, you sort of calibrate a CEO, says “Here's what's
going on” and everybody say “Yes” because everybody is talking to each other
>> MARKIDES: We now have to deal with people who have different expectations, behave differently
and work in very decentralized network environment. The real issue is: how can I retain the best
talent? It’s not to attract. How can I retain these people?
>> LIKIERMAN: Technology continues to redefine the social and business landscape. It’s
an enormously exciting time for business as innovation opens up new markets, new ways
to communicate, and new experiences for the consumer. Not only do we aim to have a profound
impact on business but to be an institution - bring ideas together with the people that matter