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Power Shifts: Getting Used to the New Normal
Audiences learn about the power shifts that are transforming business and why we are only at the beginning. When you look around at today's business world, what new ground rules do you see? How is the power in the marketplace shifting, and what do these shifts mean to your business? Just as importantly, how can you not simply respond, but take advantage of them?
Why Big Ideas Happen in Small Companies
Virtualization of project teams and a shift to innovation through collaboration are changing the ground rules for how companies, big and small, are learning to adapt to a world where business transformation has become the norm. Few executives have the global reach of experience in so many major industries as John Sculley, who explores these themes drawing from his own experience as a public company CEO, as a marketing innovator, high technology visionary, global financial services leader, and successful private equity investor.
Customers-in-Control vs. Producers-in-Control
Enabling customers to not just expect, but demand the best products, best services, customized, at the lowest price and ASAP.
Commoditization of Almost Everything
Not only is this a reality, but it is a power shift that some companies, such as Dell and Wal-Mart, are using to their competitive advantage.
Linkage of China and U.S. Economies
China must find jobs for 125 million farmers migrating to its cities - work coming from the U.S. is critical in achieving this. At the same time, China's export and currency policies are actually enabling, not hurting, the US' ability to cut taxes, carry debt and keep interest rates and inflation low.
The Reinvention of Work
The shift from internal hierarchical structures to project-centric virtual models is creating whole new sets of metrics for success around such things as productivity, customers, and enterprise value. Hear one of the world's top business leaders as he describes what's shifting, why, and the inescapable link to a new normal.
Game Changing Innovations
From his experience as a big brand marketer and high technology venture capitalist, John Sculley talks about "game changing" innovations that are transforming our global economy and successfully disrupting old business models (telecommunications, brand building, online business productivity, and digital life style).
John Sculley worked closely with Steve Jobs, Bill Gates and other amazing transformational leaders to help change the world. Now he shares his personal experiences, first from Pepsi & Apple as a transformational leader in Global Economy 1.0; then, as a growth equity investor, mentor to entrepreneurs and advisor to global corporations in Global Economy 2.0.
Mr. Sculley discusses how Global Economy 2.0 has become the “virtual economy” and how the best transformational leaders have elevated product and service offering design along with the creation of end-to-end business systems to the CEO decision level.
He lays out the conceptual ground rules of the new lexicon of market adoption curves, inflection points, disruptive change events, second order derivative effectives, and building road maps across the value chain. Sculley relates personal stories how a “superior customer experience” determines winners and what are the “first principles” used by the most successful transformational leaders.
In an era of global commoditization, John Sculley presents real world examples from his own investment successes and how transformational events, like the reinvention-of-work, are creating huge opportunities to rethink business models for companies of all sizes.
Mr. Sculley, one of the world’s most respected marketing innovators, reveals how his brand building strategies have helped build multi-billion dollar consumer brands from Pepsi Generation, Pepsi Challenge, Macintosh, Select Comfort, Hotwire.com, to MetroPCS.
Sculley has a lot to say about the emergence of third-wave companies – not only high-tech companies, but others with the ability to transform their products and organization in response to changes in the economy, social habits, and customer interests.
First-wave companies were built in the agricultural age, says Sculley. Second-wave companies were built for growth; hence, their strength lies in stability. In contrast, the strength of third-wave companies lies in change: These are what Sculley calls “the adaptive companies.” He is currently working with a handful of start-up companies that are using advanced digital technology to produce health-care-related tools – tools that have the potential to decrease dramatically the $2.5 trillion spent annually on health care in the United States.
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