미래사회에서의 정보환경 ( 정보통신 기술이 바꾸는 미래 비즈니스 환경 )

1. 미래사회에서의 정보환경 (정보통신 기술이 바꾸는 미래 비즈니스 환경) 부산대학교 공과대학 정보컴퓨터공학부 권혁철

2. 목차 • 정보기술 기반 사회에서 앞서가며 성공한 Jim Clark, 개념을 제공하는 Alvin Toffler • IBM이 보는 관점 그리고 해석 • Thomas W. Malone의 관점과 해석 • 인터넷 비즈니스 환경 • 새로운 비즈니스의 특징과 예

3. We are at the dawn of an age of networked intelligence - an age that is giving birth to a new economy, a new politics, and a new society. Businesses will be transformed, governments will be renewed, and individuals will be able to reinvent themselves - all with the help of information technology.(Tapscott, Digital Economy, 1996)

4. Jim Clark & Alvin Toffler • http://en.wikipedia.org/wiki/James_H._Clark • http://en.wikipedia.org/wiki/Alvin_Toffler • 부에 대한 개념 변화

5. James H. Clark • 고등학교 중퇴 후 해군 근무, 야간 대학에서 수업을 듣고, University of New Orleans에 입학 후 물리학 학사, 석사, 유타대학 컴퓨터 박사(1974) • University of California, Santa Cruz고수(1979), Stanford 대학 전기과 교수 (1982) • Geometry Engine개발, Sicon Graphics, Inc.설립(1980), production of Hollywood movie special effects에 사용, 1990년 퇴출 • Clark and Marc Andreessen, the co-creator of the World Wide Web browser Mosaic, founded Netscape.(1994) • Healtheon, with the original WebMD to form the current WebMD Corporation (1998) • myCFO - a company to help wealthy individuals manage their fortunes (1999) and sold to Harris Bank in late 2002 • Chairman and financial backer of network security startup company Neoteris, founded in 2000, which was acquired by NetScreen in 2003 and subsequently by Juniper Networks

6. James H. Clark • Director and investor in biotechnology company DNA Sciences, founded in 1998, which went bankrupt and was acquired by Genaissance Pharmaceuticals Inc. in 2003, Donated $10 million to Stanford University for bio-science • In the Fall of 2005 Clark, along with David Filo of Yahoo!, each donated $30 million to Tulane University for merit based scholarships to provide education to deserving students regardless of financial situation.

7. Global Innovation Outlook IBM

8. Global Innovation Outlook • Early in the 21st century, it's the very nature of innovation that has changed: it's happening faster, it's more open and collaborative, and outdated concepts around tightly controlled intellectual property are giving way to a more enlightened emphasis on sharing intellectual capital. • You don’t create innovation simply by increasing your R&D budget. You do it by creating an environment where innovation will flourish …. • Innovation isn’t the same as invention. Innovation is a societal, not a technological … combinations of technologies, expertise, business models and polices

9. Innovation -- Definitions • The act of introducing something new;something newly introduced • “…arises from the intersection of inventionand insight.” • The creation of a new idea/invention andapplication of it in a useful manner thatbecomes widely accepted 간단히 비디오

10. Innovation Now: Five Historical Cycles …

11. Innovation is AcceleratingMeasured by Speed of Market Penetration

12. Innovation 자체의 변화 • Rapidly • Wider Collaboration • Intellectual property is reexamined

13. Business Performance Transformation ServicesOptimizing business performance across the enterprise

15. Innovation in the 21st Century • Commodification of technology • “IT Doesn’t Matter,” Harvard Business Review • Potential to transform business processes • Globalization of markets • Potential to drive substantial societal benefits

16. The Law of DisruptionSocial, political, and economic systems change incrementally, but technology changes exponentially. CHANGE • Technology Change • Social Change • Business Change • Political Change Source: Unleashing the Killer App By: Larry Downes, Chunka Mui TIME Slide Courtesy, Don Pearson, VP, Government Technology

17. Reinventing Innovation • It is occurring more rapidly - Barriers of geography and access have come down - Cycle from Invention to market saturation is shortening • It requires wider collaboration across disciplines and specialties - Many challenges are now too complex to be solved by individual pockets of brilliant people - Combination of technology, expertise, business models, and policies will drive innovation • The concept of intellectual property is being reexamined - To reap return it will be treated more like capital – something to be invested, spread, even shared - Less tightly controlled or hoarded

18. On Demand Innovation ServicesBringing real-world challenges back to the lab

19. Global Innovation OutlookObjectives • Begin a worldwide dialogue about innovation,business transformation and societal progress • Uncover new opportunities and insights that will shape business and society • Demonstrate the value of collaboration across a global ecosystem of experts

20. Global Innovation OutlookFocus Areas

21. Global Innovation OutlookGovernment & Its Citizens • GREATER TRANSPARENCY ANDACCESS – a new bully pulpit • NATIONS VIRTUALIZE • A CRISIS OF TRUST

22. EVERY YEAR, THE CITY OF BANGALORE PRODUCES NEARLY AS MANY COMPUTER SCIENCE ENGINEERS AS THE ENTIRE UNITED STATES Call center in India Call center in LA 필리핀

23. HOW WILL KOREA RECRUIT TALENT? WHAT ARE THE NEW RULES OF ITIZENSHIP FOR LABOUR? HOW WILL KOREAN ECONOMIC INFRASTRUCTURES BE BUILT?

24. Global Innovation OutlookThe Healthcare Ecosystem • THE UNDER-SERVED WILLLEAD THE WAY • INTEGRATINGHEALTHCARE RECORDS • IT’S ALL ABOUT YOU

25. Global Innovation OutlookThe Business of Work & Life • CORPORATE CULTURE CATCHESUP TO THE KNOWLEDGE AGE • IN A KNOWLEDGE ECONOMY,WORK BECOMES ACADEMIC • FINDING THE OFF SWITCH IN ANALWAYS ON WORLD

26. Global Innovation OutlookThe Business of Work & Life • Role of the Academy • Role of companies and consortia – skills development • Generalists versus specialists – skills match • New academic disciplines and practitioners

27. Global Innovation OutlookImplications of Innovation • New business designs emerging that thrive oncollaborative innovation • Standards must take hold in every industry • Beyond IT standards • Intelligent IP Reform • The world revolves around the primacy of theindividual

28. Global Innovation OutlookImplications for the CEO & CIO • Will studying older business models relevant to the Industrial Age prepare you for 21st century innovation? • What long-term strategy for innovation will your business set? • Are you cultivating an environment for innovation? • Should you hire specialists, or a generalists? With what new skills? Cultural literacy? • How will you apply innovation to make your company and the world a better place?

29. Industry and Government Actions to DriveInnovation • Expansion of Office of Innovation • Skills Development • Open Standards for Innovation • Innovation Taskforce – Ind/Gov Partnership • e-government innovation

30. More on IBM’s Global Innovation Outlook • Download it here: www.ibm.com/gio • Order a copy of the GIO… • Get involved with the GIO…. … by e-mailing GIO2004@us.ibm.com

31. CEO and Board “Respond to new market opportunities and competitive pressures” Responsive to the market Employee “It has to work” Ease of use Customer “From one transaction to lifetime loyalty” Ease of use Supplier Demands “From independence to interdependence” Need online connection CFO “Better cost controls” Rapid ROI The “Complexity Crisis”

32. How Can You Manage a Dynamic Enterprise? Thomas W. Malone MIT

33. What is a Dynamic Enterprise? • Continuous innovation to pursue cost reduction and differentiation • Real-time response to changing situations • Intelligent IT infrastructure to help make rapid, flexible decisions • Adapted from Entrue Consulting Partners

34. The bottom line We are in the early stages of an increase in human freedom in business . . . . . . that may be as important as the change to democracies has been for governments.

35. Why is this happening? • For the first time in history, we can now have the economic benefits of large organizations… • economies of scale and knowledge • …without giving up the human benefits of small ones • freedom, creativity, motivation, and flexibility … • This change is enabled by new technologies. • Lower communication costs mean many people have enough information to make more decisions for themselves • But the change is driven by human values. • People use their freedom to get more of whatever they want.

36. Example: Wikipedia • An “open content” encyclopedia(www.wikipedia.org) • Anyone can add or change anything at any time • Frequent contributors watch recent changes to undo or correct errors • Started 2001. Already over 730,000 articles. Not perfect, but very good.

37. Example: eBay • On-line auctions for all kinds of products • Toys, cars, antiques, real estate, computers, … • $3.3B revenue in 2004 • Over 65 million active buyers and sellers • 430,000 people make their living from selling on eBay • If they were all employees, eBay would be one of the 5 largest private employers in the US!

38. Businesses in the 20th century

39. How many people can fit at the center of an organization?

40. The decentralization continuum

41. Example: AES Corp. (1981년 설립) • Worlds largest global electrical power producer • 2004 revenue $9.5B. 30,000 employees in 26 countries. • a Fortune 300 company • Guiding principles • Fairness, integrity, social responsibility, fun • Dennis Bakke (co-founder) says: • “We never set out to be the most efficient or most powerful or richest company in the world - only the most fun.”

42. AES Corp. – Extensive delegation • One of the best ways to have fun is to have responsibility for things that matter • Very new and low-level employees have huge responsibility • maintenance workers manage investment fund • plant technicians purchase major equipment • entry level analysts and engineers manage billion dollar acquisitions

43. AES Corp. – How does it work? • Very careful about hiring • You don’t need approval, but you have to ask for advice • Extensive use of email • Managers’ role: • Give advice, when asked • Set up structure and pick who to make decisions • Key role in compensation

44. Other examples of loose hierarchies • GNU, Linux : A worldwide network of thousands of volunteer programmers developed a computer operating system with very little centralized control. • Google : Programmers coordinate directly with each other by writing blogs that describe what they are doing on a daily basis.

45. Example: Mondragon Cooperative Corp. • The world's second largest worker cooperative (the largest is Indian Coffee House) • a cooperative owned and operated by its "worker-owners". • 150 worker-owned cooperatives in the Basque Country, Spain • 2004: $13.2B revenue, 71,000 employees • Mostly manufacturing, but includes bank, supermarket chain, consulting firm

46. Mondragon organizational structure • Members of each cooperative elect “Governing Council” to hire and fire Managing Director, distribute profits, etc. • General Assemblies twice a year • Equivalent structures for 22 industry groups and whole corporation • Corporation doesn’t own subsidiaries;individual cooperatives own the corporation.

47. Mondragon lessons • Most workers are owners • One person, one vote. • Complex multi-level democratic structure • Workers are motivated as owners and decision-makers

48. Scenario: The E-Lance Economy • 1 - 10 people per firm • Temporary combinations for various projects • Examples • Making films • Construction

49. Example: Elance, Inc. • On-line auctions for professional services • Software development, graphic design, research, translation, etc. • Buyer posts project, selects winning bidder, evaluates completed work • Over 200,000 businesses from over 140 countries registered • For the past 7 years, with over 800,000 registered users • Over 40% of transactions cross national borders

50. Motivation Creativity Many minds on same problem Flexibility Individualization Difficulties in… Making decisions quickly Managing risk and quality Exploiting economies of scale Sharing knowledge effectively When should you decentralize? Potential benefits Potential costs