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IkhlaqSidhu,contentauthor
Ikhlaq SidhuFounding Faculty Director Sutardja Center for Entrepreneurship & TechnologyDepartment of Industrial Engineering & Operations Research IEOR Emerging Area Professor Award
EnablingInnovationThroughLeadership
ForAI,BusinessModelsandthe4th IndustrialRevolution
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IkhlaqSidhu,contentauthor
Lots of Students Our Model Brings Bay Area Executives and Entrepreneurs into the Classroom
1500 Undergraduates100 Ph.D / Graduate Students100 Executives10 Global Partners
Michael Marks, KKR, former CEO, FlextronicsShomt Ghose, Venture Partner, Onset VenturesUdi Manber, VP Engineering, GoogleMarc Andreesen, Founder, NetscapeLarry Baer, COO, San Francisco GiantsAmine Haoui, CEO, Sensys NetworksStacey Lawson, Founder In Part, Executive SeibelJim Davidson, Managing Director, Silverlake PartnersDonna Dubinsky, Former CEO, PalmMatt Caspari, co-founder, Aurora BiofuelsRichard Gorman, SVP, Siebel SystemsMike Olson, founder and CEO, ClouderaBrodie Keast, EVP, TiVoDavid Ladd, Managing Director, MayfieldJeff Miller, CEO, DocumentumEva Miranda, SVP, Sony CorporationRavi Mohan, Managing Director, Shasta VenturesTed Hoff, Inventor,of the MicroprocessorNat Goldhaber, Managing Director, Claremont Creek VenturesPeter Thiel, co-founder and CEO, PayPalVictoria Hale, founder and CEO, Medicines 360Steve Newcomb, founder , Powerset (part of Microsoft’s BING)Pehong Cheng, CEO, Broadvision
We focus on the Mindsets & Behaviors needed for Innovation and Entrepreneurship(in context of technology change)
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IkhlaqSidhu,contentauthor
Ourmodelhasadapted:Businesstrainingisnottheonlykeyelement
Oureffectivenessformulais:• Depthinanvaluedarea• Entrepreneurial“behaviorsandmindset”
Ourprogramsandprojectsprovidethis.
Our model has adapted: Business training is not the only key element
SkillinaCoreArea
InnovationBehaviorsandMindset“PsychologyofInnovation”
High Potential
Too Narrow
Street smart, but lacking depth
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IkhlaqSidhu,contentauthor
LOTS OF ACTIVITY
CHALLENGE LAB
GLOBAL PROFESSORS
NZTV
SELF-DRIVINGCOLLIDER
DATA-X CHATBOT COLLIDER SCET IN TAIWANJOHN BATTELLE
FOUNDER WIRED MAGAZINE
NEWS COVERAGE
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IkhlaqSidhu,contentauthor
OurLabs offerclassesandprojectsinemergingindustryareas
8/19/2017 Reflecting on “Why” for UC Berkeley’s Sutardja Center for Entrepreneurship & Technology - UC Berkeley Sutardja Center
http://scet.berkeley.edu/reflecting-uc-berkeleys-sutardja-center-entrepreneurship-technology/ 2/5
Our Recipe and How It Works:
Mindset and Behavior:
A key educational training is the area of mindsets and behaviors. This area is not obvious. When we began, we believed
that it was valuable to start with technical students and simply add an understanding of business knowledge to their
curriculum. Since then, we have corrected that belief. We no longer believe business training is the key additive
ingredient. Mechanical business skills can be acquired anytime and as needed. The actual missing ingredient is a set of
behaviors and mindsets that allow a person to utilize their core capabilities.
Embed View on Twitter
Tweets by @SutardjaCenter
18h
SCET Retweeted
This was a great experience, learnt a lot. Thank you #bmoe2017 for the opportunity!
SCET Retweeted
We're at @UCBerkeley to visit @SutardjaCenter. Why is @JesBroeng a bootcamp mentor & what's his advice to startups? facebook.com/SutardjaCenter…
Riikka Reitzer @RiikkaReitzer
OpenEntrepreneurship @OpenEntrepre
Industry4.0?
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IkhlaqSidhu,contentauthor
What is happeningat the Sutardja Center (SCET)?
• We are changing education• Students change the world• Our lab area enable new industries and new
ways to collaborate
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IkhlaqSidhu,contentauthor
Anticipating the Next Industrial Revolution
Industrial Revolution 1.0 Industrial Revolution 2.0
• Winner was whoever made something most cheaply
• Leveraged scale
• Winner will be whoever makes best sense of the data
• Leveraging scale Shomit Ghose
FirstIndustrialRevolution NextIndustrialRevolution
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IkhlaqSidhu,contentauthor
Harrah’sCasino:Knowingyourcustomer
ServiceproviderofGamblingandCasinos
EntryCard
Painpoints
Intervention
Reference:Supercrunchers
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IkhlaqSidhu,contentauthor
1. Knowingyourcustomer,bettertargetingandrelationship.E.g.Target,Disney,Netflix
2. Improvingphysical productorservicerwithcomplimentaryinformation:E.g.UPS,FedEx
3. Data-drivenreliability orsecurityE.g.GE,BMW,Siemens
4. InformationBrokers,Arbitrage,andTrading Opportunities:E.g.Investmentfunds.
5. Improvingthecustomerjourney/experience..E.g.Harrah’s
6. FunctionalApplications:HR/Hiring,Operationsetc..Eg Walmart,Baseball,Sports
7. Efficiencyorbetterperformanceperdollarcost.E.G.GeneralIT,SAP,etc
8. RiskManagement,regulation,andcomplianceEg.Compliance360
Top8BusinessModelsUsingData
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IkhlaqSidhu,contentauthor
TopBusinessModelsforUsingData
1. Knowingyourcustomer,leadingtobettertargetingandrelationship.E.g.Target,Disney
2. Informationbasedbetterservices.E.g.UPS,FedEx
3. Datadrivenreliability.E.g.GEandSiemens
4. InformationBrokers,Arbitrage,andTradingOpportunities:Investmentfunds.
5. Improvingthecustomerjourney/experience..E.g.Harrahs
6. FunctionalApplications:HR/Hiring,Operationsetc..
7. EfficiencyorBetterPerformanceperdollarcost
8. RiskManagement,regulation,andcompliance
UsageModels
• Efficiency(savemoney)
• WalletShare(topcustomersspendmoretimeandmoneywithyou)
• Brandalignment(Itreinforceshowpeoplethinkpositivelyaboutthecompany)
ValuetoBusinessCustomers
MoreValue
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IkhlaqSidhu,contentauthor
Some companies have been able to adaptand transform while others were not Technical Drivers:
DataAlgorithmsRoboticsNetworkConnectivity
Structural Drivers:BusinessModelAdaptationShorterCycles
Adapted
Disrupted
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IkhlaqSidhu,contentauthor
Some companies have been able to adaptand transform while others were not Technical Drivers:
DataAlgorithmsRoboticsNetworkConnectivity
Structural Drivers:BusinessModelAdaptationShorterCycles
Adapted
Disrupted
• Did“they”getit.Culture,externalawareness,learningbehaviors.
• Did“they”getit.Alignment:TopvsMiddle
• Timing:over-compensatevsdenial
• Havealignment,butcannotexecute(tactical)
• Havealignment,buthavechallengeswithAcquisitions
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HowDoYouSelectanEmergingTechnologyStrategy?
WhatDoesthebrandofyourproductionmeantoday• Cost• Yield->Cost• Reliability• Quality• Flexibility• Speed…
Whatarethebiggerstrategicissues:• Howwillyourcompetitiontryto
beatyou• WhatareyourbiggestBusiness
Opportunities(thinkSWOT)• Whatcorecompetencestodayare
scalableandhardtocopy
(usethesetofilternewAIandotheremergingtechnologyareas)
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IkhlaqSidhu,contentauthor
Identify the Stage of Your Product
Business Investment Readiness
SystemTest,Launch,Ops
Technical Readiness
System/Subsystem
Demonstration
DevelopmentProgress
Feasibility
Research
Insight Story/Value
Validation BusinessModel
SalesProcess
CompleteEcosystem
OperationalMetrics
X
Y
Z
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IkhlaqSidhu,contentauthor
What is the path for transformation or business model change?
Adding,LettingGo,andChangeManagement
Dimension B
Dimension A
X
Z
CompanyorProject:Today
CompanyorProject:Next
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IkhlaqSidhu,contentauthor
1. Whatdoyouneedtoacquire or learn?
2. Whatdoyouneedtolet go?
3. First principle:youcan’tbehappywhereyouare.
4. It’slikegettinganewdegreeparttime,whileyoustillworkatthelastjob.
Dimension B
Dimension A
Z
CompanyorProject:Today
CompanyorProject:Next
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IkhlaqSidhu,contentauthor
Contact:
IkhlaqSidhuFoundingFacultyDirector,CenterforEntrepreneurship&TechnologyIEOREmergingAreaProfessor,UCBerkeleysidhu @berkeley.edu,scet.berkeley.edu