Maintworld 4/2017

LEADERSHIP
ANNI HARJU,
Principal, Futurice
&startups
anni.harju
@futurice.com
Photos: Gökçen Keskin, Jussi Heltttunen
AS SOFTWARE BECOMES more integral
to all business, digital disruption has a
significant impact on even the most traditional
industries. There are plenty of
good and bad examples of how to try and
secure the future of your business. Rolls
Royce is a good one - instead of just selling
jet engines, they have developed their
service portfolio and business model to
rely primarily on selling lifecycle services
using sensors and the Internet of Things.
According to an international survey
produced by KPMG*, 65 percent of
CEOs are afraid that newcomers will
disrupt their company’s business model.
Over half feel that they don’t do enough
to disrupt their own business models.
The global startup scene is buzzing
and CEOs in all industries all over the
world are waking up to the need to renew
their business. Now is the right time to
invest in it, too. Statistically, startups are
far less likely to succeed (0,002%) compared
to projects by companies building
new business on their established
strengths (12,5%). **
Which begs the question: What is
keeping large corporations from developing
new business models?
It is not a question of will. According
the to the aforementioned survey by KP-
MG, the three central strategic priorities
for companies are developing innovation
activities (21%), improving customercenteredness
(19%) and implementing
disruptive (18%).
How to Facilitate Innovation
Based on our experience, innovation
activities often meet one of the following
obstacles:
1. A company needs a culture that
supports innovation, which, in
turn, requires measuring the right
things and operating at a higher
clock speed than is customary for
your average industrial company.
Innovations are not born in the
boardroom or the corner office.
The whole organization has to be
lean enough to create the company’s
next success story.
2. Traditional governance and decision-making
processes do not support
the development of disruptive
business where the added value experienced
by the customer may be
a better indicator of potential business
value than revenue streams.
3. Business renewal is overly conservative,
especially early on – investments
are insufficient and failures
frowned upon, which tends to
dampen the desire to experiment
and innovate. Typically, companies
also look too close to home for
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FOCUS AREAS
Dr. Ashkan
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Scientist,
Advisor & Global Speaker
Productivity Sustainable Maintenance Industrial Safety
Digitisation and IoT
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