The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
![\"\"](\"https:\/\/siliconvalley.center\/wp-content\/uploads\/2019\/12\/MVIMG_20180601_141114.jpg\")
<\/figure><\/div>\n\n\n\nThe information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n
<\/figure><\/div>\n\n\n\nThe information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n
The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n
<\/figure><\/div>\n\n\n\nThe information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
One of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n
To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n
The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n
<\/figure><\/div>\n\n\n\nThe information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
One of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n
To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n
The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n
<\/figure><\/div>\n\n\n\nThe information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
![\"\"](\"https:\/\/siliconvalley.center\/wp-content\/uploads\/2019\/12\/MVIMG_20180601_112617.jpg\")
<\/figure><\/div>\n\n\n\nOne of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n
To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n
The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n
<\/figure><\/div>\n\n\n\nThe information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n
<\/figure><\/div>\n\n\n\nOne of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n
To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n
The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n
<\/figure><\/div>\n\n\n\nThe information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
After visiting Google and Tesla, the team of executives attended a presentation at Waze. Waze is a transportation app that uses a community of 100-million users to crowd source information and create driving maps that identify traffic. Waze also provides a carpool functionality to connect drivers and passengers heading in the same direction.<\/p>\n\n\n\n
The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n
<\/figure><\/div>\n\n\n\nOne of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n
To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n
The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n
<\/figure><\/div>\n\n\n\nThe information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
Not only did the Volkswagen team get a chance to visit Tesla, they also got to visit Google, where they learned about Waymo. Waymo is Google\u2019s self-driving car project which has been in development for the past couple of years. This experience gave Volkswagen Ireland a glimpse into the internet giant\u2019s plans for the automotive industry.<\/p>\n\n\n\n
After visiting Google and Tesla, the team of executives attended a presentation at Waze. Waze is a transportation app that uses a community of 100-million users to crowd source information and create driving maps that identify traffic. Waze also provides a carpool functionality to connect drivers and passengers heading in the same direction.<\/p>\n\n\n\n
The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n
<\/figure><\/div>\n\n\n\nOne of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n
To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n
The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n
<\/figure><\/div>\n\n\n\nThe information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
No trip to Silicon Valley for car industry heavyweights would be complete without a visit at Tesla. Tesla is a key player in the race toward autonomy on four wheels. Tesla describes its Full Self-Driving Capability as \u201cable to conduct short and long distance trips with no action required by the person in the driver\u2019s seat\u2026 which we believe will be a probability of safety at least twice as good as the average human driver.\u201d The Volkswagen team were given the opportunity to test drive the new Model 3 and Model X. This provided Volkswagen with a clear insight into the field of electric vehicles, something they are interested in manufacturing.<\/p>\n\n\n\n
Not only did the Volkswagen team get a chance to visit Tesla, they also got to visit Google, where they learned about Waymo. Waymo is Google\u2019s self-driving car project which has been in development for the past couple of years. This experience gave Volkswagen Ireland a glimpse into the internet giant\u2019s plans for the automotive industry.<\/p>\n\n\n\n
After visiting Google and Tesla, the team of executives attended a presentation at Waze. Waze is a transportation app that uses a community of 100-million users to crowd source information and create driving maps that identify traffic. Waze also provides a carpool functionality to connect drivers and passengers heading in the same direction.<\/p>\n\n\n\n
The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n
<\/figure><\/div>\n\n\n\nOne of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n
To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n
The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n
<\/figure><\/div>\n\n\n\nThe information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
No trip to Silicon Valley for car industry heavyweights would be complete without a visit at Tesla. Tesla is a key player in the race toward autonomy on four wheels. Tesla describes its Full Self-Driving Capability as \u201cable to conduct short and long distance trips with no action required by the person in the driver\u2019s seat\u2026 which we believe will be a probability of safety at least twice as good as the average human driver.\u201d The Volkswagen team were given the opportunity to test drive the new Model 3 and Model X. This provided Volkswagen with a clear insight into the field of electric vehicles, something they are interested in manufacturing.<\/p>\n\n\n\n
Not only did the Volkswagen team get a chance to visit Tesla, they also got to visit Google, where they learned about Waymo. Waymo is Google\u2019s self-driving car project which has been in development for the past couple of years. This experience gave Volkswagen Ireland a glimpse into the internet giant\u2019s plans for the automotive industry.<\/p>\n\n\n\n
After visiting Google and Tesla, the team of executives attended a presentation at Waze. Waze is a transportation app that uses a community of 100-million users to crowd source information and create driving maps that identify traffic. Waze also provides a carpool functionality to connect drivers and passengers heading in the same direction.<\/p>\n\n\n\n
The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n
<\/figure><\/div>\n\n\n\nOne of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n
To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n
The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n
<\/figure><\/div>\n\n\n\nThe information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
![\"\"](\"https:\/\/siliconvalley.center\/wp-content\/uploads\/2019\/12\/MVIMG_20180531_161141.jpg\")
<\/figure><\/div>\n\n\n\nNo trip to Silicon Valley for car industry heavyweights would be complete without a visit at Tesla. Tesla is a key player in the race toward autonomy on four wheels. Tesla describes its Full Self-Driving Capability as \u201cable to conduct short and long distance trips with no action required by the person in the driver\u2019s seat\u2026 which we believe will be a probability of safety at least twice as good as the average human driver.\u201d The Volkswagen team were given the opportunity to test drive the new Model 3 and Model X. This provided Volkswagen with a clear insight into the field of electric vehicles, something they are interested in manufacturing.<\/p>\n\n\n\n
Not only did the Volkswagen team get a chance to visit Tesla, they also got to visit Google, where they learned about Waymo. Waymo is Google\u2019s self-driving car project which has been in development for the past couple of years. This experience gave Volkswagen Ireland a glimpse into the internet giant\u2019s plans for the automotive industry.<\/p>\n\n\n\n
After visiting Google and Tesla, the team of executives attended a presentation at Waze. Waze is a transportation app that uses a community of 100-million users to crowd source information and create driving maps that identify traffic. Waze also provides a carpool functionality to connect drivers and passengers heading in the same direction.<\/p>\n\n\n\n
The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n
<\/figure><\/div>\n\n\n\nOne of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n
To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n
The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n
<\/figure><\/div>\n\n\n\nThe information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
Startup engagement was definitely high on the agenda. Like many other international companies, Volkswagen is grappling with digital transformation. Looking for partnerships with early stage companies, as a means to accelerate the process of innovation, plays a key role in its strategy. With the help of SVIC, Volkswagen executives were able to fully immerse themselves in Silicon Valley. They were connected to plenty of start-ups and given a chance to see what their competitors are up to.<\/p>\n\n\n\n
<\/figure><\/div>\n\n\n\nNo trip to Silicon Valley for car industry heavyweights would be complete without a visit at Tesla. Tesla is a key player in the race toward autonomy on four wheels. Tesla describes its Full Self-Driving Capability as \u201cable to conduct short and long distance trips with no action required by the person in the driver\u2019s seat\u2026 which we believe will be a probability of safety at least twice as good as the average human driver.\u201d The Volkswagen team were given the opportunity to test drive the new Model 3 and Model X. This provided Volkswagen with a clear insight into the field of electric vehicles, something they are interested in manufacturing.<\/p>\n\n\n\n
Not only did the Volkswagen team get a chance to visit Tesla, they also got to visit Google, where they learned about Waymo. Waymo is Google\u2019s self-driving car project which has been in development for the past couple of years. This experience gave Volkswagen Ireland a glimpse into the internet giant\u2019s plans for the automotive industry.<\/p>\n\n\n\n
After visiting Google and Tesla, the team of executives attended a presentation at Waze. Waze is a transportation app that uses a community of 100-million users to crowd source information and create driving maps that identify traffic. Waze also provides a carpool functionality to connect drivers and passengers heading in the same direction.<\/p>\n\n\n\n
The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n
<\/figure><\/div>\n\n\n\nOne of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n
To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n
The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n
<\/figure><\/div>\n\n\n\nThe information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
An one-day immersion tour of Silicon Valley<\/a>, which included visits to Google, Tesla, and other auto-industry companies, was just the tune-up Volkswagen Ireland needed when they came to visit us last week. This was an eye-opening experience for the top executives that made the visit. Concepts that were once abstract were suddenly brought to life: artificial intelligence, automation and the sharing economy all came together throughout the week.<\/p>\n\n\n\n Startup engagement was definitely high on the agenda. Like many other international companies, Volkswagen is grappling with digital transformation. Looking for partnerships with early stage companies, as a means to accelerate the process of innovation, plays a key role in its strategy. With the help of SVIC, Volkswagen executives were able to fully immerse themselves in Silicon Valley. They were connected to plenty of start-ups and given a chance to see what their competitors are up to.<\/p>\n\n\n\n No trip to Silicon Valley for car industry heavyweights would be complete without a visit at Tesla. Tesla is a key player in the race toward autonomy on four wheels. Tesla describes its Full Self-Driving Capability as \u201cable to conduct short and long distance trips with no action required by the person in the driver\u2019s seat\u2026 which we believe will be a probability of safety at least twice as good as the average human driver.\u201d The Volkswagen team were given the opportunity to test drive the new Model 3 and Model X. This provided Volkswagen with a clear insight into the field of electric vehicles, something they are interested in manufacturing.<\/p>\n\n\n\n Not only did the Volkswagen team get a chance to visit Tesla, they also got to visit Google, where they learned about Waymo. Waymo is Google\u2019s self-driving car project which has been in development for the past couple of years. This experience gave Volkswagen Ireland a glimpse into the internet giant\u2019s plans for the automotive industry.<\/p>\n\n\n\n After visiting Google and Tesla, the team of executives attended a presentation at Waze. Waze is a transportation app that uses a community of 100-million users to crowd source information and create driving maps that identify traffic. Waze also provides a carpool functionality to connect drivers and passengers heading in the same direction.<\/p>\n\n\n\n The rise of the sharing economy has prompted Volkswagen to create a ride-sharing offering of its own. The product is to be called MOIA, and is scheduled to launch this year in Germany. This smartphone app will connect human drivers and electric vehicles to bring together passengers traveling similar routes. MOIA bills itself as \u201cthe new mobility concept of the future.\u201d<\/p>\n\n\n\n One of the key concepts the Volkswagen team learned about was Digital Transformation. Achieving digital transformation is not just down to utilizing new technologies. It requires innovative thinking. When it comes to big corporations, this is much easier said than done. These companies often face well-established people and processes that prefer orthodox functioning.<\/p>\n\n\n\n To overcome these internal obstacles, many companies look beyond themselves. By establishing partnerships with startups they can jumpstart the innovation process. This technique has become a prominent trend here in Silicon Valley. When it comes to the creation of disruptive startups Silicon Valley is still the world leader. For incumbents everywhere this is a double-edged sword; both a potential source of collaboration and a threat to business. Startup engagement doesn\u2019t necessarily mean bringing in outside partners, it can also involve fostering innovation from within. This concept is called intrapreneurship, which is key to the Silicon Valley ethos.<\/p>\n\n\n\n The group of executives finished their adventurous day by visiting Menlo Park Ventures where they were put into the hot seat. The team heard pitches from early stage companies at the cutting-edge of the latest technologies. The presenting startups vied to win attention and investment with their impressive computer vision products as well as customer service automation. The process benefited everyone, Volkswagen was given a chance to ask founders about their thoughts on the future of the automotive industry. With current experts predicting that all corporations need to be more entrepreneurial to survive digital disruption, the session proved to be an excellent chance to put that advice use. Internalizing this idea was perhaps one of the biggest takeaways for the carmaker. Taking it back home to Ireland was crucial.<\/p>\n\n\n\n The information that Volkswagen Ireland learned this week is sure to help them with their future development as a large company. We know that this knowledge is pivotal in the face of global trends such as decreasing car ownership and the rise of the shared economy. For today\u2019s carmakers, there is no single solution to avoid such disruptions. It is up to their commitment to having an open mindset and coming up with creative ideas. We are excited to see how Volkswagen\u2019s partnership with SVIC will affect their success in the future.<\/p>\n","post_title":"Volkswagen sees opportunities, competitors in Silicon Valley","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"volkswagen-sees-opportunities-competitors-in-silicon-valley","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/volkswagen-sees-opportunities-competitors-in-silicon-valley\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};
Through exclusive visits to successful Silicon Valley companies, in-person talks with innovation experts and presentations from top-tier startups, the summit offers an opportunity for organization leaders to lead the charge in establishing a culture of disruptive innovation within their organizations.<\/p>\n\n\n\n Determining whether disruptive innovations are a threat or an opportunity to your organization requires context. The Leading Digital Transformation program<\/a> is a context-building opportunity for senior executives and key decision makers of leading organizations on how to approach these disruptive innovations.<\/p>\n\n\n\n Through exclusive visits to successful Silicon Valley companies, in-person talks with innovation experts and presentations from top-tier startups, the summit offers an opportunity for organization leaders to lead the charge in establishing a culture of disruptive innovation within their organizations.<\/p>\n\n\n\n Determining whether disruptive innovations are a threat or an opportunity to your organization requires context. The Leading Digital Transformation program<\/a> is a context-building opportunity for senior executives and key decision makers of leading organizations on how to approach these disruptive innovations.<\/p>\n\n\n\n Through exclusive visits to successful Silicon Valley companies, in-person talks with innovation experts and presentations from top-tier startups, the summit offers an opportunity for organization leaders to lead the charge in establishing a culture of disruptive innovation within their organizations.<\/p>\n\n\n\n While investing heavily in innovative technologies as a me-too strategy can be an expensive exercise and is ill-advised, running smaller and easily scalable experiments with such technologies and their emerging applications can help prepare the organization for future large-scale implementations.<\/p>\n\n\n\n Determining whether disruptive innovations are a threat or an opportunity to your organization requires context. The Leading Digital Transformation program<\/a> is a context-building opportunity for senior executives and key decision makers of leading organizations on how to approach these disruptive innovations.<\/p>\n\n\n\n Through exclusive visits to successful Silicon Valley companies, in-person talks with innovation experts and presentations from top-tier startups, the summit offers an opportunity for organization leaders to lead the charge in establishing a culture of disruptive innovation within their organizations.<\/p>\n\n\n\n Corporations looking to harness these technologies to dominate their markets further and go after blue ocean opportunities must understand how these technologies can be contextually applied. They must also set up benchmarking, and listening channels focused on the Silicon Valley innovation hub to capitalize on any new developments in the area of technological innovation.<\/p>\n\n\n\n While investing heavily in innovative technologies as a me-too strategy can be an expensive exercise and is ill-advised, running smaller and easily scalable experiments with such technologies and their emerging applications can help prepare the organization for future large-scale implementations.<\/p>\n\n\n\n Determining whether disruptive innovations are a threat or an opportunity to your organization requires context. The Leading Digital Transformation program<\/a> is a context-building opportunity for senior executives and key decision makers of leading organizations on how to approach these disruptive innovations.<\/p>\n\n\n\n Through exclusive visits to successful Silicon Valley companies, in-person talks with innovation experts and presentations from top-tier startups, the summit offers an opportunity for organization leaders to lead the charge in establishing a culture of disruptive innovation within their organizations.<\/p>\n\n\n\n If you consider blockchain, especially the aspect of smart contracts, the applications are endless yet abstract. Startups are only now beginning to find practical and scalable applications for the technology; something incumbents must follow closely as these applications may touch on or even disrupt their specific industries.<\/p>\n\n\n\n Corporations looking to harness these technologies to dominate their markets further and go after blue ocean opportunities must understand how these technologies can be contextually applied. They must also set up benchmarking, and listening channels focused on the Silicon Valley innovation hub to capitalize on any new developments in the area of technological innovation.<\/p>\n\n\n\n While investing heavily in innovative technologies as a me-too strategy can be an expensive exercise and is ill-advised, running smaller and easily scalable experiments with such technologies and their emerging applications can help prepare the organization for future large-scale implementations.<\/p>\n\n\n\n Determining whether disruptive innovations are a threat or an opportunity to your organization requires context. The Leading Digital Transformation program<\/a> is a context-building opportunity for senior executives and key decision makers of leading organizations on how to approach these disruptive innovations.<\/p>\n\n\n\n Through exclusive visits to successful Silicon Valley companies, in-person talks with innovation experts and presentations from top-tier startups, the summit offers an opportunity for organization leaders to lead the charge in establishing a culture of disruptive innovation within their organizations.<\/p>\n\n\n\n Technologies like blockchain, Artificial Intelligence (AI), Virtual Reality (VR) and others have been identified as disruptive technologies. However, technology does not disrupt an industry; it is the application of that technology that disrupts an industry.<\/p>\n\n\n\n If you consider blockchain, especially the aspect of smart contracts, the applications are endless yet abstract. Startups are only now beginning to find practical and scalable applications for the technology; something incumbents must follow closely as these applications may touch on or even disrupt their specific industries.<\/p>\n\n\n\n Corporations looking to harness these technologies to dominate their markets further and go after blue ocean opportunities must understand how these technologies can be contextually applied. They must also set up benchmarking, and listening channels focused on the Silicon Valley innovation hub to capitalize on any new developments in the area of technological innovation.<\/p>\n\n\n\n While investing heavily in innovative technologies as a me-too strategy can be an expensive exercise and is ill-advised, running smaller and easily scalable experiments with such technologies and their emerging applications can help prepare the organization for future large-scale implementations.<\/p>\n\n\n\n Determining whether disruptive innovations are a threat or an opportunity to your organization requires context. The Leading Digital Transformation program<\/a> is a context-building opportunity for senior executives and key decision makers of leading organizations on how to approach these disruptive innovations.<\/p>\n\n\n\n Through exclusive visits to successful Silicon Valley companies, in-person talks with innovation experts and presentations from top-tier startups, the summit offers an opportunity for organization leaders to lead the charge in establishing a culture of disruptive innovation within their organizations.<\/p>\n\n\n\n Technologies like blockchain, Artificial Intelligence (AI), Virtual Reality (VR) and others have been identified as disruptive technologies. However, technology does not disrupt an industry; it is the application of that technology that disrupts an industry.<\/p>\n\n\n\n If you consider blockchain, especially the aspect of smart contracts, the applications are endless yet abstract. Startups are only now beginning to find practical and scalable applications for the technology; something incumbents must follow closely as these applications may touch on or even disrupt their specific industries.<\/p>\n\n\n\n Corporations looking to harness these technologies to dominate their markets further and go after blue ocean opportunities must understand how these technologies can be contextually applied. They must also set up benchmarking, and listening channels focused on the Silicon Valley innovation hub to capitalize on any new developments in the area of technological innovation.<\/p>\n\n\n\n While investing heavily in innovative technologies as a me-too strategy can be an expensive exercise and is ill-advised, running smaller and easily scalable experiments with such technologies and their emerging applications can help prepare the organization for future large-scale implementations.<\/p>\n\n\n\n Determining whether disruptive innovations are a threat or an opportunity to your organization requires context. The Leading Digital Transformation program<\/a> is a context-building opportunity for senior executives and key decision makers of leading organizations on how to approach these disruptive innovations.<\/p>\n\n\n\n Through exclusive visits to successful Silicon Valley companies, in-person talks with innovation experts and presentations from top-tier startups, the summit offers an opportunity for organization leaders to lead the charge in establishing a culture of disruptive innovation within their organizations.<\/p>\n\n\n\n In other words, corporations should preempt eminent disruption and seek to disrupt themselves. This self-disruption could be in the form of startup engagement, corporate ventures, in-house innovation labs or investments in startups poised to disrupt the industry the corporation currently dominates. <\/p>\n\n\n\n Technologies like blockchain, Artificial Intelligence (AI), Virtual Reality (VR) and others have been identified as disruptive technologies. However, technology does not disrupt an industry; it is the application of that technology that disrupts an industry.<\/p>\n\n\n\n If you consider blockchain, especially the aspect of smart contracts, the applications are endless yet abstract. Startups are only now beginning to find practical and scalable applications for the technology; something incumbents must follow closely as these applications may touch on or even disrupt their specific industries.<\/p>\n\n\n\n Corporations looking to harness these technologies to dominate their markets further and go after blue ocean opportunities must understand how these technologies can be contextually applied. They must also set up benchmarking, and listening channels focused on the Silicon Valley innovation hub to capitalize on any new developments in the area of technological innovation.<\/p>\n\n\n\n While investing heavily in innovative technologies as a me-too strategy can be an expensive exercise and is ill-advised, running smaller and easily scalable experiments with such technologies and their emerging applications can help prepare the organization for future large-scale implementations.<\/p>\n\n\n\n Determining whether disruptive innovations are a threat or an opportunity to your organization requires context. The Leading Digital Transformation program<\/a> is a context-building opportunity for senior executives and key decision makers of leading organizations on how to approach these disruptive innovations.<\/p>\n\n\n\n Through exclusive visits to successful Silicon Valley companies, in-person talks with innovation experts and presentations from top-tier startups, the summit offers an opportunity for organization leaders to lead the charge in establishing a culture of disruptive innovation within their organizations.<\/p>\n\n\n\n When corporations see this market action, the response is often to strengthen their position in the current market. This is a mistake, Clay Christensen cautions<\/a>. He suggests instead that large corporations should use their strong market positions to start low-end market actions within their vertical and lateral markets.<\/p>\n\n\n\n In other words, corporations should preempt eminent disruption and seek to disrupt themselves. This self-disruption could be in the form of startup engagement, corporate ventures, in-house innovation labs or investments in startups poised to disrupt the industry the corporation currently dominates. <\/p>\n\n\n\n Technologies like blockchain, Artificial Intelligence (AI), Virtual Reality (VR) and others have been identified as disruptive technologies. However, technology does not disrupt an industry; it is the application of that technology that disrupts an industry.<\/p>\n\n\n\n If you consider blockchain, especially the aspect of smart contracts, the applications are endless yet abstract. Startups are only now beginning to find practical and scalable applications for the technology; something incumbents must follow closely as these applications may touch on or even disrupt their specific industries.<\/p>\n\n\n\n Corporations looking to harness these technologies to dominate their markets further and go after blue ocean opportunities must understand how these technologies can be contextually applied. They must also set up benchmarking, and listening channels focused on the Silicon Valley innovation hub to capitalize on any new developments in the area of technological innovation.<\/p>\n\n\n\n While investing heavily in innovative technologies as a me-too strategy can be an expensive exercise and is ill-advised, running smaller and easily scalable experiments with such technologies and their emerging applications can help prepare the organization for future large-scale implementations.<\/p>\n\n\n\n Determining whether disruptive innovations are a threat or an opportunity to your organization requires context. The Leading Digital Transformation program<\/a> is a context-building opportunity for senior executives and key decision makers of leading organizations on how to approach these disruptive innovations.<\/p>\n\n\n\n Through exclusive visits to successful Silicon Valley companies, in-person talks with innovation experts and presentations from top-tier startups, the summit offers an opportunity for organization leaders to lead the charge in establishing a culture of disruptive innovation within their organizations.<\/p>\n\n\n\n Clay Christensen, the father of disruption theory, posited that incumbent organizations are disrupted because of the continual action of disruptive forces at the low end of the market. A case in point is Uber. While incumbents like car manufacturers and taxi companies were busy corralling existing markets, Uber began serving a then-fringe market, which comprised people disgruntled with existing transport and automotive solutions. Through this low-end market action, Uber is on course to disrupt not just the taxi industry, but the entire automotive industry.<\/p>\n\n\n\n When corporations see this market action, the response is often to strengthen their position in the current market. This is a mistake, Clay Christensen cautions<\/a>. He suggests instead that large corporations should use their strong market positions to start low-end market actions within their vertical and lateral markets.<\/p>\n\n\n\n In other words, corporations should preempt eminent disruption and seek to disrupt themselves. This self-disruption could be in the form of startup engagement, corporate ventures, in-house innovation labs or investments in startups poised to disrupt the industry the corporation currently dominates. <\/p>\n\n\n\n Technologies like blockchain, Artificial Intelligence (AI), Virtual Reality (VR) and others have been identified as disruptive technologies. However, technology does not disrupt an industry; it is the application of that technology that disrupts an industry.<\/p>\n\n\n\n If you consider blockchain, especially the aspect of smart contracts, the applications are endless yet abstract. Startups are only now beginning to find practical and scalable applications for the technology; something incumbents must follow closely as these applications may touch on or even disrupt their specific industries.<\/p>\n\n\n\n Corporations looking to harness these technologies to dominate their markets further and go after blue ocean opportunities must understand how these technologies can be contextually applied. They must also set up benchmarking, and listening channels focused on the Silicon Valley innovation hub to capitalize on any new developments in the area of technological innovation.<\/p>\n\n\n\n While investing heavily in innovative technologies as a me-too strategy can be an expensive exercise and is ill-advised, running smaller and easily scalable experiments with such technologies and their emerging applications can help prepare the organization for future large-scale implementations.<\/p>\n\n\n\n Determining whether disruptive innovations are a threat or an opportunity to your organization requires context. The Leading Digital Transformation program<\/a> is a context-building opportunity for senior executives and key decision makers of leading organizations on how to approach these disruptive innovations.<\/p>\n\n\n\n Through exclusive visits to successful Silicon Valley companies, in-person talks with innovation experts and presentations from top-tier startups, the summit offers an opportunity for organization leaders to lead the charge in establishing a culture of disruptive innovation within their organizations.<\/p>\n\n\n\n Clay Christensen, the father of disruption theory, posited that incumbent organizations are disrupted because of the continual action of disruptive forces at the low end of the market. A case in point is Uber. While incumbents like car manufacturers and taxi companies were busy corralling existing markets, Uber began serving a then-fringe market, which comprised people disgruntled with existing transport and automotive solutions. Through this low-end market action, Uber is on course to disrupt not just the taxi industry, but the entire automotive industry.<\/p>\n\n\n\n When corporations see this market action, the response is often to strengthen their position in the current market. This is a mistake, Clay Christensen cautions<\/a>. He suggests instead that large corporations should use their strong market positions to start low-end market actions within their vertical and lateral markets.<\/p>\n\n\n\n In other words, corporations should preempt eminent disruption and seek to disrupt themselves. This self-disruption could be in the form of startup engagement, corporate ventures, in-house innovation labs or investments in startups poised to disrupt the industry the corporation currently dominates. <\/p>\n\n\n\n Technologies like blockchain, Artificial Intelligence (AI), Virtual Reality (VR) and others have been identified as disruptive technologies. However, technology does not disrupt an industry; it is the application of that technology that disrupts an industry.<\/p>\n\n\n\n If you consider blockchain, especially the aspect of smart contracts, the applications are endless yet abstract. Startups are only now beginning to find practical and scalable applications for the technology; something incumbents must follow closely as these applications may touch on or even disrupt their specific industries.<\/p>\n\n\n\n Corporations looking to harness these technologies to dominate their markets further and go after blue ocean opportunities must understand how these technologies can be contextually applied. They must also set up benchmarking, and listening channels focused on the Silicon Valley innovation hub to capitalize on any new developments in the area of technological innovation.<\/p>\n\n\n\n While investing heavily in innovative technologies as a me-too strategy can be an expensive exercise and is ill-advised, running smaller and easily scalable experiments with such technologies and their emerging applications can help prepare the organization for future large-scale implementations.<\/p>\n\n\n\n Determining whether disruptive innovations are a threat or an opportunity to your organization requires context. The Leading Digital Transformation program<\/a> is a context-building opportunity for senior executives and key decision makers of leading organizations on how to approach these disruptive innovations.<\/p>\n\n\n\n Through exclusive visits to successful Silicon Valley companies, in-person talks with innovation experts and presentations from top-tier startups, the summit offers an opportunity for organization leaders to lead the charge in establishing a culture of disruptive innovation within their organizations.<\/p>\n\n\n\n Required to be nimble and rapidly iterate, these business models provide an adequate framework from which these startups operate, something that other antiquated business models cannot do. By understanding and embracing these innovative business models, corporations can evolve their existing business models to match those of disruptive startups.<\/p>\n\n\n\n Clay Christensen, the father of disruption theory, posited that incumbent organizations are disrupted because of the continual action of disruptive forces at the low end of the market. A case in point is Uber. While incumbents like car manufacturers and taxi companies were busy corralling existing markets, Uber began serving a then-fringe market, which comprised people disgruntled with existing transport and automotive solutions. Through this low-end market action, Uber is on course to disrupt not just the taxi industry, but the entire automotive industry.<\/p>\n\n\n\n When corporations see this market action, the response is often to strengthen their position in the current market. This is a mistake, Clay Christensen cautions<\/a>. He suggests instead that large corporations should use their strong market positions to start low-end market actions within their vertical and lateral markets.<\/p>\n\n\n\n In other words, corporations should preempt eminent disruption and seek to disrupt themselves. This self-disruption could be in the form of startup engagement, corporate ventures, in-house innovation labs or investments in startups poised to disrupt the industry the corporation currently dominates. <\/p>\n\n\n\n Technologies like blockchain, Artificial Intelligence (AI), Virtual Reality (VR) and others have been identified as disruptive technologies. However, technology does not disrupt an industry; it is the application of that technology that disrupts an industry.<\/p>\n\n\n\n If you consider blockchain, especially the aspect of smart contracts, the applications are endless yet abstract. Startups are only now beginning to find practical and scalable applications for the technology; something incumbents must follow closely as these applications may touch on or even disrupt their specific industries.<\/p>\n\n\n\n Corporations looking to harness these technologies to dominate their markets further and go after blue ocean opportunities must understand how these technologies can be contextually applied. They must also set up benchmarking, and listening channels focused on the Silicon Valley innovation hub to capitalize on any new developments in the area of technological innovation.<\/p>\n\n\n\n While investing heavily in innovative technologies as a me-too strategy can be an expensive exercise and is ill-advised, running smaller and easily scalable experiments with such technologies and their emerging applications can help prepare the organization for future large-scale implementations.<\/p>\n\n\n\n Determining whether disruptive innovations are a threat or an opportunity to your organization requires context. The Leading Digital Transformation program<\/a> is a context-building opportunity for senior executives and key decision makers of leading organizations on how to approach these disruptive innovations.<\/p>\n\n\n\n Through exclusive visits to successful Silicon Valley companies, in-person talks with innovation experts and presentations from top-tier startups, the summit offers an opportunity for organization leaders to lead the charge in establishing a culture of disruptive innovation within their organizations.<\/p>\n\n\n\n While these business model innovations may be perceived as a threat, opportunity lies in understanding the practicality of these business models. Owing to the extreme competition and exacting standards in Silicon Valley, startups that embrace these business models do so as an adaptation to the unique circumstances they find themselves in.<\/p>\n\n\n\n Required to be nimble and rapidly iterate, these business models provide an adequate framework from which these startups operate, something that other antiquated business models cannot do. By understanding and embracing these innovative business models, corporations can evolve their existing business models to match those of disruptive startups.<\/p>\n\n\n\n Clay Christensen, the father of disruption theory, posited that incumbent organizations are disrupted because of the continual action of disruptive forces at the low end of the market. A case in point is Uber. While incumbents like car manufacturers and taxi companies were busy corralling existing markets, Uber began serving a then-fringe market, which comprised people disgruntled with existing transport and automotive solutions. Through this low-end market action, Uber is on course to disrupt not just the taxi industry, but the entire automotive industry.<\/p>\n\n\n\n When corporations see this market action, the response is often to strengthen their position in the current market. This is a mistake, Clay Christensen cautions<\/a>. He suggests instead that large corporations should use their strong market positions to start low-end market actions within their vertical and lateral markets.<\/p>\n\n\n\n In other words, corporations should preempt eminent disruption and seek to disrupt themselves. This self-disruption could be in the form of startup engagement, corporate ventures, in-house innovation labs or investments in startups poised to disrupt the industry the corporation currently dominates. <\/p>\n\n\n\n Technologies like blockchain, Artificial Intelligence (AI), Virtual Reality (VR) and others have been identified as disruptive technologies. However, technology does not disrupt an industry; it is the application of that technology that disrupts an industry.<\/p>\n\n\n\n If you consider blockchain, especially the aspect of smart contracts, the applications are endless yet abstract. Startups are only now beginning to find practical and scalable applications for the technology; something incumbents must follow closely as these applications may touch on or even disrupt their specific industries.<\/p>\n\n\n\n Corporations looking to harness these technologies to dominate their markets further and go after blue ocean opportunities must understand how these technologies can be contextually applied. They must also set up benchmarking, and listening channels focused on the Silicon Valley innovation hub to capitalize on any new developments in the area of technological innovation.<\/p>\n\n\n\n While investing heavily in innovative technologies as a me-too strategy can be an expensive exercise and is ill-advised, running smaller and easily scalable experiments with such technologies and their emerging applications can help prepare the organization for future large-scale implementations.<\/p>\n\n\n\n Determining whether disruptive innovations are a threat or an opportunity to your organization requires context. The Leading Digital Transformation program<\/a> is a context-building opportunity for senior executives and key decision makers of leading organizations on how to approach these disruptive innovations.<\/p>\n\n\n\n Through exclusive visits to successful Silicon Valley companies, in-person talks with innovation experts and presentations from top-tier startups, the summit offers an opportunity for organization leaders to lead the charge in establishing a culture of disruptive innovation within their organizations.<\/p>\n\n\n\n This type of business model innovation is no longer enough to keep market leaders at the top. Disruptive business models like lean startup, platform (ecosystem), and interface business models are giving startups in Silicon Valley an unfair advantage over large corporations. Examples of startups that are disrupting industries through business model innovation are Uber, Airbnb, and Slack.<\/p>\n\n\n\n While these business model innovations may be perceived as a threat, opportunity lies in understanding the practicality of these business models. Owing to the extreme competition and exacting standards in Silicon Valley, startups that embrace these business models do so as an adaptation to the unique circumstances they find themselves in.<\/p>\n\n\n\n Required to be nimble and rapidly iterate, these business models provide an adequate framework from which these startups operate, something that other antiquated business models cannot do. By understanding and embracing these innovative business models, corporations can evolve their existing business models to match those of disruptive startups.<\/p>\n\n\n\n Clay Christensen, the father of disruption theory, posited that incumbent organizations are disrupted because of the continual action of disruptive forces at the low end of the market. A case in point is Uber. While incumbents like car manufacturers and taxi companies were busy corralling existing markets, Uber began serving a then-fringe market, which comprised people disgruntled with existing transport and automotive solutions. Through this low-end market action, Uber is on course to disrupt not just the taxi industry, but the entire automotive industry.<\/p>\n\n\n\n When corporations see this market action, the response is often to strengthen their position in the current market. This is a mistake, Clay Christensen cautions<\/a>. He suggests instead that large corporations should use their strong market positions to start low-end market actions within their vertical and lateral markets.<\/p>\n\n\n\n In other words, corporations should preempt eminent disruption and seek to disrupt themselves. This self-disruption could be in the form of startup engagement, corporate ventures, in-house innovation labs or investments in startups poised to disrupt the industry the corporation currently dominates. <\/p>\n\n\n\n Technologies like blockchain, Artificial Intelligence (AI), Virtual Reality (VR) and others have been identified as disruptive technologies. However, technology does not disrupt an industry; it is the application of that technology that disrupts an industry.<\/p>\n\n\n\n If you consider blockchain, especially the aspect of smart contracts, the applications are endless yet abstract. Startups are only now beginning to find practical and scalable applications for the technology; something incumbents must follow closely as these applications may touch on or even disrupt their specific industries.<\/p>\n\n\n\n Corporations looking to harness these technologies to dominate their markets further and go after blue ocean opportunities must understand how these technologies can be contextually applied. They must also set up benchmarking, and listening channels focused on the Silicon Valley innovation hub to capitalize on any new developments in the area of technological innovation.<\/p>\n\n\n\n While investing heavily in innovative technologies as a me-too strategy can be an expensive exercise and is ill-advised, running smaller and easily scalable experiments with such technologies and their emerging applications can help prepare the organization for future large-scale implementations.<\/p>\n\n\n\n Determining whether disruptive innovations are a threat or an opportunity to your organization requires context. The Leading Digital Transformation program<\/a> is a context-building opportunity for senior executives and key decision makers of leading organizations on how to approach these disruptive innovations.<\/p>\n\n\n\n Through exclusive visits to successful Silicon Valley companies, in-person talks with innovation experts and presentations from top-tier startups, the summit offers an opportunity for organization leaders to lead the charge in establishing a culture of disruptive innovation within their organizations.<\/p>\n\n\n\n In the traditional corporate-centric sense, business model innovation referred to businesses creating faster and more efficient processes utilizing existing products, technologies, and markets. An example of this is the Japanese Kaizen business model innovation. By streamlining manufacturing processes through small iterative steps, businesses that utilize the Kaizen philosophy maximize throughput while maintaining input at a constant.<\/p>\n\n\n\n This type of business model innovation is no longer enough to keep market leaders at the top. Disruptive business models like lean startup, platform (ecosystem), and interface business models are giving startups in Silicon Valley an unfair advantage over large corporations. Examples of startups that are disrupting industries through business model innovation are Uber, Airbnb, and Slack.<\/p>\n\n\n\n While these business model innovations may be perceived as a threat, opportunity lies in understanding the practicality of these business models. Owing to the extreme competition and exacting standards in Silicon Valley, startups that embrace these business models do so as an adaptation to the unique circumstances they find themselves in.<\/p>\n\n\n\n Required to be nimble and rapidly iterate, these business models provide an adequate framework from which these startups operate, something that other antiquated business models cannot do. By understanding and embracing these innovative business models, corporations can evolve their existing business models to match those of disruptive startups.<\/p>\n\n\n\n Clay Christensen, the father of disruption theory, posited that incumbent organizations are disrupted because of the continual action of disruptive forces at the low end of the market. A case in point is Uber. While incumbents like car manufacturers and taxi companies were busy corralling existing markets, Uber began serving a then-fringe market, which comprised people disgruntled with existing transport and automotive solutions. Through this low-end market action, Uber is on course to disrupt not just the taxi industry, but the entire automotive industry.<\/p>\n\n\n\n When corporations see this market action, the response is often to strengthen their position in the current market. This is a mistake, Clay Christensen cautions<\/a>. He suggests instead that large corporations should use their strong market positions to start low-end market actions within their vertical and lateral markets.<\/p>\n\n\n\n In other words, corporations should preempt eminent disruption and seek to disrupt themselves. This self-disruption could be in the form of startup engagement, corporate ventures, in-house innovation labs or investments in startups poised to disrupt the industry the corporation currently dominates. <\/p>\n\n\n\n Technologies like blockchain, Artificial Intelligence (AI), Virtual Reality (VR) and others have been identified as disruptive technologies. However, technology does not disrupt an industry; it is the application of that technology that disrupts an industry.<\/p>\n\n\n\n If you consider blockchain, especially the aspect of smart contracts, the applications are endless yet abstract. Startups are only now beginning to find practical and scalable applications for the technology; something incumbents must follow closely as these applications may touch on or even disrupt their specific industries.<\/p>\n\n\n\n Corporations looking to harness these technologies to dominate their markets further and go after blue ocean opportunities must understand how these technologies can be contextually applied. They must also set up benchmarking, and listening channels focused on the Silicon Valley innovation hub to capitalize on any new developments in the area of technological innovation.<\/p>\n\n\n\n While investing heavily in innovative technologies as a me-too strategy can be an expensive exercise and is ill-advised, running smaller and easily scalable experiments with such technologies and their emerging applications can help prepare the organization for future large-scale implementations.<\/p>\n\n\n\n Determining whether disruptive innovations are a threat or an opportunity to your organization requires context. The Leading Digital Transformation program<\/a> is a context-building opportunity for senior executives and key decision makers of leading organizations on how to approach these disruptive innovations.<\/p>\n\n\n\n Through exclusive visits to successful Silicon Valley companies, in-person talks with innovation experts and presentations from top-tier startups, the summit offers an opportunity for organization leaders to lead the charge in establishing a culture of disruptive innovation within their organizations.<\/p>\n\n\n\n In the traditional corporate-centric sense, business model innovation referred to businesses creating faster and more efficient processes utilizing existing products, technologies, and markets. An example of this is the Japanese Kaizen business model innovation. By streamlining manufacturing processes through small iterative steps, businesses that utilize the Kaizen philosophy maximize throughput while maintaining input at a constant.<\/p>\n\n\n\n This type of business model innovation is no longer enough to keep market leaders at the top. Disruptive business models like lean startup, platform (ecosystem), and interface business models are giving startups in Silicon Valley an unfair advantage over large corporations. Examples of startups that are disrupting industries through business model innovation are Uber, Airbnb, and Slack.<\/p>\n\n\n\n While these business model innovations may be perceived as a threat, opportunity lies in understanding the practicality of these business models. Owing to the extreme competition and exacting standards in Silicon Valley, startups that embrace these business models do so as an adaptation to the unique circumstances they find themselves in.<\/p>\n\n\n\n Required to be nimble and rapidly iterate, these business models provide an adequate framework from which these startups operate, something that other antiquated business models cannot do. By understanding and embracing these innovative business models, corporations can evolve their existing business models to match those of disruptive startups.<\/p>\n\n\n\n Clay Christensen, the father of disruption theory, posited that incumbent organizations are disrupted because of the continual action of disruptive forces at the low end of the market. A case in point is Uber. While incumbents like car manufacturers and taxi companies were busy corralling existing markets, Uber began serving a then-fringe market, which comprised people disgruntled with existing transport and automotive solutions. Through this low-end market action, Uber is on course to disrupt not just the taxi industry, but the entire automotive industry.<\/p>\n\n\n\n When corporations see this market action, the response is often to strengthen their position in the current market. This is a mistake, Clay Christensen cautions<\/a>. He suggests instead that large corporations should use their strong market positions to start low-end market actions within their vertical and lateral markets.<\/p>\n\n\n\n In other words, corporations should preempt eminent disruption and seek to disrupt themselves. This self-disruption could be in the form of startup engagement, corporate ventures, in-house innovation labs or investments in startups poised to disrupt the industry the corporation currently dominates. <\/p>\n\n\n\n Technologies like blockchain, Artificial Intelligence (AI), Virtual Reality (VR) and others have been identified as disruptive technologies. However, technology does not disrupt an industry; it is the application of that technology that disrupts an industry.<\/p>\n\n\n\n If you consider blockchain, especially the aspect of smart contracts, the applications are endless yet abstract. Startups are only now beginning to find practical and scalable applications for the technology; something incumbents must follow closely as these applications may touch on or even disrupt their specific industries.<\/p>\n\n\n\n Corporations looking to harness these technologies to dominate their markets further and go after blue ocean opportunities must understand how these technologies can be contextually applied. They must also set up benchmarking, and listening channels focused on the Silicon Valley innovation hub to capitalize on any new developments in the area of technological innovation.<\/p>\n\n\n\n While investing heavily in innovative technologies as a me-too strategy can be an expensive exercise and is ill-advised, running smaller and easily scalable experiments with such technologies and their emerging applications can help prepare the organization for future large-scale implementations.<\/p>\n\n\n\n Determining whether disruptive innovations are a threat or an opportunity to your organization requires context. The Leading Digital Transformation program<\/a> is a context-building opportunity for senior executives and key decision makers of leading organizations on how to approach these disruptive innovations.<\/p>\n\n\n\n Through exclusive visits to successful Silicon Valley companies, in-person talks with innovation experts and presentations from top-tier startups, the summit offers an opportunity for organization leaders to lead the charge in establishing a culture of disruptive innovation within their organizations.<\/p>\n\n\n\n In the information age of today, this disruption cycle is measured in months rather than years. There are dozens of startups in Silicon Valley today that are tinkering and experimenting in a quest to figure out new ways of doing business with a focus on disrupting existing industries. For leading corporations, this can represent either a threat or an opportunity, either of which depends on perspective, which we provide in the rest of this article.<\/p>\n\n\n\n In the traditional corporate-centric sense, business model innovation referred to businesses creating faster and more efficient processes utilizing existing products, technologies, and markets. An example of this is the Japanese Kaizen business model innovation. By streamlining manufacturing processes through small iterative steps, businesses that utilize the Kaizen philosophy maximize throughput while maintaining input at a constant.<\/p>\n\n\n\n This type of business model innovation is no longer enough to keep market leaders at the top. Disruptive business models like lean startup, platform (ecosystem), and interface business models are giving startups in Silicon Valley an unfair advantage over large corporations. Examples of startups that are disrupting industries through business model innovation are Uber, Airbnb, and Slack.<\/p>\n\n\n\n While these business model innovations may be perceived as a threat, opportunity lies in understanding the practicality of these business models. Owing to the extreme competition and exacting standards in Silicon Valley, startups that embrace these business models do so as an adaptation to the unique circumstances they find themselves in.<\/p>\n\n\n\n Required to be nimble and rapidly iterate, these business models provide an adequate framework from which these startups operate, something that other antiquated business models cannot do. By understanding and embracing these innovative business models, corporations can evolve their existing business models to match those of disruptive startups.<\/p>\n\n\n\n Clay Christensen, the father of disruption theory, posited that incumbent organizations are disrupted because of the continual action of disruptive forces at the low end of the market. A case in point is Uber. While incumbents like car manufacturers and taxi companies were busy corralling existing markets, Uber began serving a then-fringe market, which comprised people disgruntled with existing transport and automotive solutions. Through this low-end market action, Uber is on course to disrupt not just the taxi industry, but the entire automotive industry.<\/p>\n\n\n\n When corporations see this market action, the response is often to strengthen their position in the current market. This is a mistake, Clay Christensen cautions<\/a>. He suggests instead that large corporations should use their strong market positions to start low-end market actions within their vertical and lateral markets.<\/p>\n\n\n\n In other words, corporations should preempt eminent disruption and seek to disrupt themselves. This self-disruption could be in the form of startup engagement, corporate ventures, in-house innovation labs or investments in startups poised to disrupt the industry the corporation currently dominates. <\/p>\n\n\n\n Technologies like blockchain, Artificial Intelligence (AI), Virtual Reality (VR) and others have been identified as disruptive technologies. However, technology does not disrupt an industry; it is the application of that technology that disrupts an industry.<\/p>\n\n\n\n If you consider blockchain, especially the aspect of smart contracts, the applications are endless yet abstract. Startups are only now beginning to find practical and scalable applications for the technology; something incumbents must follow closely as these applications may touch on or even disrupt their specific industries.<\/p>\n\n\n\n Corporations looking to harness these technologies to dominate their markets further and go after blue ocean opportunities must understand how these technologies can be contextually applied. They must also set up benchmarking, and listening channels focused on the Silicon Valley innovation hub to capitalize on any new developments in the area of technological innovation.<\/p>\n\n\n\n While investing heavily in innovative technologies as a me-too strategy can be an expensive exercise and is ill-advised, running smaller and easily scalable experiments with such technologies and their emerging applications can help prepare the organization for future large-scale implementations.<\/p>\n\n\n\n Determining whether disruptive innovations are a threat or an opportunity to your organization requires context. The Leading Digital Transformation program<\/a> is a context-building opportunity for senior executives and key decision makers of leading organizations on how to approach these disruptive innovations.<\/p>\n\n\n\n Through exclusive visits to successful Silicon Valley companies, in-person talks with innovation experts and presentations from top-tier startups, the summit offers an opportunity for organization leaders to lead the charge in establishing a culture of disruptive innovation within their organizations.<\/p>\n\n\n\n Experience the new age of innovation at the Leading Digital Transformation executive immersion program.<\/a><\/p>\n\n\n\n In the information age of today, this disruption cycle is measured in months rather than years. There are dozens of startups in Silicon Valley today that are tinkering and experimenting in a quest to figure out new ways of doing business with a focus on disrupting existing industries. For leading corporations, this can represent either a threat or an opportunity, either of which depends on perspective, which we provide in the rest of this article.<\/p>\n\n\n\n In the traditional corporate-centric sense, business model innovation referred to businesses creating faster and more efficient processes utilizing existing products, technologies, and markets. An example of this is the Japanese Kaizen business model innovation. By streamlining manufacturing processes through small iterative steps, businesses that utilize the Kaizen philosophy maximize throughput while maintaining input at a constant.<\/p>\n\n\n\n This type of business model innovation is no longer enough to keep market leaders at the top. Disruptive business models like lean startup, platform (ecosystem), and interface business models are giving startups in Silicon Valley an unfair advantage over large corporations. Examples of startups that are disrupting industries through business model innovation are Uber, Airbnb, and Slack.<\/p>\n\n\n\n While these business model innovations may be perceived as a threat, opportunity lies in understanding the practicality of these business models. Owing to the extreme competition and exacting standards in Silicon Valley, startups that embrace these business models do so as an adaptation to the unique circumstances they find themselves in.<\/p>\n\n\n\n Required to be nimble and rapidly iterate, these business models provide an adequate framework from which these startups operate, something that other antiquated business models cannot do. By understanding and embracing these innovative business models, corporations can evolve their existing business models to match those of disruptive startups.<\/p>\n\n\n\n Clay Christensen, the father of disruption theory, posited that incumbent organizations are disrupted because of the continual action of disruptive forces at the low end of the market. A case in point is Uber. While incumbents like car manufacturers and taxi companies were busy corralling existing markets, Uber began serving a then-fringe market, which comprised people disgruntled with existing transport and automotive solutions. Through this low-end market action, Uber is on course to disrupt not just the taxi industry, but the entire automotive industry.<\/p>\n\n\n\n When corporations see this market action, the response is often to strengthen their position in the current market. This is a mistake, Clay Christensen cautions<\/a>. He suggests instead that large corporations should use their strong market positions to start low-end market actions within their vertical and lateral markets.<\/p>\n\n\n\n In other words, corporations should preempt eminent disruption and seek to disrupt themselves. This self-disruption could be in the form of startup engagement, corporate ventures, in-house innovation labs or investments in startups poised to disrupt the industry the corporation currently dominates. <\/p>\n\n\n\n Technologies like blockchain, Artificial Intelligence (AI), Virtual Reality (VR) and others have been identified as disruptive technologies. However, technology does not disrupt an industry; it is the application of that technology that disrupts an industry.<\/p>\n\n\n\n If you consider blockchain, especially the aspect of smart contracts, the applications are endless yet abstract. Startups are only now beginning to find practical and scalable applications for the technology; something incumbents must follow closely as these applications may touch on or even disrupt their specific industries.<\/p>\n\n\n\n Corporations looking to harness these technologies to dominate their markets further and go after blue ocean opportunities must understand how these technologies can be contextually applied. They must also set up benchmarking, and listening channels focused on the Silicon Valley innovation hub to capitalize on any new developments in the area of technological innovation.<\/p>\n\n\n\n While investing heavily in innovative technologies as a me-too strategy can be an expensive exercise and is ill-advised, running smaller and easily scalable experiments with such technologies and their emerging applications can help prepare the organization for future large-scale implementations.<\/p>\n\n\n\n Determining whether disruptive innovations are a threat or an opportunity to your organization requires context. The Leading Digital Transformation program<\/a> is a context-building opportunity for senior executives and key decision makers of leading organizations on how to approach these disruptive innovations.<\/p>\n\n\n\n Through exclusive visits to successful Silicon Valley companies, in-person talks with innovation experts and presentations from top-tier startups, the summit offers an opportunity for organization leaders to lead the charge in establishing a culture of disruptive innovation within their organizations.<\/p>\n\n\n\n In past industrial revolutions, innovation and disruption took decades to mature and overtake existing industries. Look at the gap between the invention of the steam engine in 1712 and the invention of the internal combustion engine in 1872. Businesses that were entrenched in the steam engine era had 160 years to innovate and embrace the next iteration of the technology.<\/p>\n\n\n\n Experience the new age of innovation at the Leading Digital Transformation executive immersion program.<\/a><\/p>\n\n\n\n In the information age of today, this disruption cycle is measured in months rather than years. There are dozens of startups in Silicon Valley today that are tinkering and experimenting in a quest to figure out new ways of doing business with a focus on disrupting existing industries. For leading corporations, this can represent either a threat or an opportunity, either of which depends on perspective, which we provide in the rest of this article.<\/p>\n\n\n\n In the traditional corporate-centric sense, business model innovation referred to businesses creating faster and more efficient processes utilizing existing products, technologies, and markets. An example of this is the Japanese Kaizen business model innovation. By streamlining manufacturing processes through small iterative steps, businesses that utilize the Kaizen philosophy maximize throughput while maintaining input at a constant.<\/p>\n\n\n\n This type of business model innovation is no longer enough to keep market leaders at the top. Disruptive business models like lean startup, platform (ecosystem), and interface business models are giving startups in Silicon Valley an unfair advantage over large corporations. Examples of startups that are disrupting industries through business model innovation are Uber, Airbnb, and Slack.<\/p>\n\n\n\n While these business model innovations may be perceived as a threat, opportunity lies in understanding the practicality of these business models. Owing to the extreme competition and exacting standards in Silicon Valley, startups that embrace these business models do so as an adaptation to the unique circumstances they find themselves in.<\/p>\n\n\n\n Required to be nimble and rapidly iterate, these business models provide an adequate framework from which these startups operate, something that other antiquated business models cannot do. By understanding and embracing these innovative business models, corporations can evolve their existing business models to match those of disruptive startups.<\/p>\n\n\n\n Clay Christensen, the father of disruption theory, posited that incumbent organizations are disrupted because of the continual action of disruptive forces at the low end of the market. A case in point is Uber. While incumbents like car manufacturers and taxi companies were busy corralling existing markets, Uber began serving a then-fringe market, which comprised people disgruntled with existing transport and automotive solutions. Through this low-end market action, Uber is on course to disrupt not just the taxi industry, but the entire automotive industry.<\/p>\n\n\n\n When corporations see this market action, the response is often to strengthen their position in the current market. This is a mistake, Clay Christensen cautions<\/a>. He suggests instead that large corporations should use their strong market positions to start low-end market actions within their vertical and lateral markets.<\/p>\n\n\n\n In other words, corporations should preempt eminent disruption and seek to disrupt themselves. This self-disruption could be in the form of startup engagement, corporate ventures, in-house innovation labs or investments in startups poised to disrupt the industry the corporation currently dominates. <\/p>\n\n\n\n Technologies like blockchain, Artificial Intelligence (AI), Virtual Reality (VR) and others have been identified as disruptive technologies. However, technology does not disrupt an industry; it is the application of that technology that disrupts an industry.<\/p>\n\n\n\n If you consider blockchain, especially the aspect of smart contracts, the applications are endless yet abstract. Startups are only now beginning to find practical and scalable applications for the technology; something incumbents must follow closely as these applications may touch on or even disrupt their specific industries.<\/p>\n\n\n\n Corporations looking to harness these technologies to dominate their markets further and go after blue ocean opportunities must understand how these technologies can be contextually applied. They must also set up benchmarking, and listening channels focused on the Silicon Valley innovation hub to capitalize on any new developments in the area of technological innovation.<\/p>\n\n\n\n While investing heavily in innovative technologies as a me-too strategy can be an expensive exercise and is ill-advised, running smaller and easily scalable experiments with such technologies and their emerging applications can help prepare the organization for future large-scale implementations.<\/p>\n\n\n\n Determining whether disruptive innovations are a threat or an opportunity to your organization requires context. The Leading Digital Transformation program<\/a> is a context-building opportunity for senior executives and key decision makers of leading organizations on how to approach these disruptive innovations.<\/p>\n\n\n\n Through exclusive visits to successful Silicon Valley companies, in-person talks with innovation experts and presentations from top-tier startups, the summit offers an opportunity for organization leaders to lead the charge in establishing a culture of disruptive innovation within their organizations.<\/p>\n\n\n\n In past industrial revolutions, innovation and disruption took decades to mature and overtake existing industries. Look at the gap between... An one-day immersion tour of Silicon Valley, which included visits to Google, Tesla, and other auto-industry companies, was just the...<\/figure><\/div>\n\n\n\nSocial rides, electric cars<\/h2>\n\n\n\n
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Blog: June 8, 2018
Disruptive Innovation: From Threat to Opportunity
Volkswagen sees opportunities, competitors in Silicon Valley
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