Digitisation challenges our societies

The distribution of our wealth

Try to describe our problem:
Those who own wealth benefit from digital change.

1.) Return on capital is higher than return on labour
2.) Polarization of income and wealth.

Try to find new solutions:
How do we counter this growing inequality?
1. analysis/ attempts to develop solutions:
Technological change has made it possible for machines and software to support us in our work and thus increase our productivity. Prosperity and productivity in Germany today are much higher than they used to be, meaning that the country is generating much more economic power than it did 50 years ago. At the same time, however, the share of total economic output attributable to employees is decreasing.
The share of capital, on the other hand, is increasing.
This shift is not surprising:
The size and value of the entire capital stock is steadily increasing, while the number of employees remains the same or is shrinking.
French economist Thomas Piketty explains this by saying that capital generates a higher return than work.

Solution-1: Why doesn’t Google pay us a usage fee?
Source: Zeit-Online: Return on capital & labour

OUTLOOK:
AI & Blockchain can aggravate the problems

 

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On the way to a “decentralized society” in the future

Could we reorganise our society in a way that benefits all sides? Pioneering changes are underway that are radically transforming the way society functions.
Internet, digital currencies and blockchain technology make it possible.

Versatile new possibilities will be offered and will be applicable in numerous industries. Energy networks, health care, the financial sector, supply chains, transport, education, the creative industries and the public sector are just a few of these areas.
Legal certainty is an important issue in these decentralized transaction networks.

How can and will we, our children and grandchildren, build a transparent, decentralised society?

I look forward to good conversations.

With kind regards
Bruno Müller

 

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Democratic self-defence

 

Democratic self-defence
Breaking down the arguments of populists

Almost every day a new dose of insanity reaches us from somewhere in the world. Populists like to throw all the rules overboard. We see that, we are disturbed – but deep down we do not believe that this really concerns us.
Example: Reminds me of one of my managers working for a large corporation, Brexit, USA, …

We have been observing this phenomenon on the world stage and in Germany for some time now. It is a mistake not to do anything, as these political currents in the world are seizing their opportunities and are growing very quickly.
(We made exactly these experiences in the 30’s of the last century.)

In my keynote speech I will show you how populists think, and with what possibilities you can break down their arguments.

Public speeches:

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Digitalization – a social revolution?

Digitalization will bring people back to the forefront.

My thesis:
It is about focussing on the customer, more cooperation and creativity.
Is it a social revolution driven by the challenges of the globalization?

Our technological possibilities will continue to make radical developments possible.
But do we now have to accept that the algorithm will become our ruler?

The algorithm is developed by humans and is used by them. This includes networks of millions of intelligent nodes. In contrast, however, the human brain contains 86 billion nerve cells and a chemical system that allows additional intelligent connections. Our brain can access abilities that have been stored over millions of years, our DNA. 

This briefly and concisely describes the “unique selling point” of us humans.

With new digital intelligences we can bring people, their talents and the effective into to the focus. The general and efficient, standard processes and routine activities take a back seat. 

When a bank consultant enters his office in the morning and starts the computer, he will soon have done 80 percent of his previous work. He will have time for the essential, for individual cases where his judgement, his tact is needed. 

The digital technology of the new world promotes what suppressed industrial technology. People as designers, not only as executors in the process. We can concentrate on what only humans can do, what no computer can do.

Everyone talks about how digital change is changing our working world.
What does this mean for each and every one of us?

Anyone can choose, move hierarchically upwards, go to workspaces that are not digitized or work with intelligent machines.

The central theme is further training:
Everyone needs a basic knowledge of “technology” and managers are facing challenges in developing the company from “ME” to “WE”, from “specification” to “self-organisation”, from “error prevention” to “trial and error”, from “domestic orientation” to “external orientation”. 

This requires not only person-centric approaches, but above all organizational changes that are oriented to the question:

Are we positioned to quickly build new business models that are compatible with the new digital world?

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Unsere Zukunft durch bessere Fragen gestalten

6  Jahren habe ich mich als Geschäftsführer der Factfish GmbH, ein Data-Analytics Unternehmen intensiv mit Daten, Fakten, Statistiken und Datenanalysen befasst. Die Qualität der Frage, die ich dem Computer stelle, hat direkten Einfluss auf die Antworten, die wiederum die Basis für meine Entscheidungen sind.

Diese Erkenntnisse motivieren mich dieses Thema zu beleuchten und die Leser meines Blogs zum Dialog aufzufordern.
Welche Auswirkungen wird es haben, wenn unsere Bildungssysteme den Menschen weniger „Know-how“, dafür umso mehr „Know-why“ beibringen werden?

Rückblick:
Meine neugierigen Enkel stellen viele Fragen – unaufhörliche Ströme von “Warum? – Warum nicht?”

Kommt Ihnen das bekannt vor?
Denken Sie an Ihre Zeit als Kind und in der Schule. Wahrscheinlich erhielten Sie die meiste Anerkennung oder Belohnung, wenn Sie die richtigen Antworten parat hatten. Später im Leben geht dieser Anreiz weiter. In Unternehmen belohnt man oftmals diejenigen, die Fragen beantworten, nicht diejenigen, die Fragen stellen. Oftmals ist es so, dass die Infragestellung der herkömmlichen Weisheit dazu führt, dass man dies als Bedrohung betrachtet.

Weil die Erwartungen für die Entscheidungsfindung von „erledige es bald, erledige es jetzt –  es hätte gestern gemacht werden sollen“ umfassen, neigen wir dazu, voreilige Schlüsse zu ziehen, anstatt weitere Fragen zu stellen. Der unglückliche Nebeneffekt, nicht genug Fragen zu stellen, ist eine schlechte Entscheidungsfindung.

Fazit:  “Die Kunst, Fragen zu stellen, neu erlernen.”

Mit dem Ziel, unsere Entscheidungsfindung zu verbessern, müssen wir langsamer werden und uns die Zeit nehmen, mehr – und bessere – Fragen zu stellen.
Im besten Fall werden wir zu besseren Schlussfolgerungen kommen. Im schlimmsten Fall werden wir später viel Nacharbeit vermeiden.

Warum Know-How in der Führung nicht mehr ausreicht?
Der Erfolg eines Unternehmens hängt nicht alleine vom „Know-how“, dem Fachwissen ab. Die Unternehmensführung der Zukunft konzentriert sich auf das „Know-why“:

  • Was ist der Sinn dessen was ich tue?
  • Welchen Werten unterliegt mein Handeln?

Know-why im Unternehmen
(Wir entwickeln neue Datengeschäftsmodelle für Ihr Unternehmen)
Neue Geschäftsmodelle werden zunehmend durch SmartData aktiviert

Inspirationen:
Vier Arten von Fragen
How great leaders inspire actions (Simon Sinek)

Meine Empfehlung:
Vom “Know-How zum Know-Why” – Der Film „Die stille Revolution“

 

 

 

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#maxxelUP – Strategic positioning and business model

 

What?

How to differentiate your product or services from those of your competitors, as you determine the market niche that you will fill.

Why?

Positioning helps in the eyes of the buyer of your product to identify the identity and the brand.

Such as?

The positioning of companies is influenced by a number of variables, such as the motivation of the customer, the demands on the environment (stakeholder / market) and the performance of the competitors.

Discussion:

Before you position your product or service, you should answer the following strategic questions about your market and products or services:

  • Your personal vision
  • The success factors and growth drivers of the industry
  • What does the customer expect from your product and how do you exceed these requirements? (Which problem do you solve and how do the product, the service differ from the competition)
  • How will your company, the team and the available resources evolve.

Implementation:

Once you have answered these strategic questions based on your market research, you can begin to develop the business model, a positioning strategy for your business plan.

A positioning statement does not have to be long or complicated, but it must point out who your target audience is, what problem you solve for your customers, how you will reach your target customers, what they really expect when buying, how you differ from your competitors and what exactly is your unique feature, your USP (Unique Selling Proposition).

Our support does not only consider the challenges of business and start-ups in isolation, but focuses on the wider context – team, innovation, market, finance, business model, positioning, strategy, competitive opportunities, enterprise and overall environment.

Questions?

Challenges caused by the digital transformation of industry:

  • What does it mean for your company?
  • Who will win?
  • What has to be done now?
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Success With Development of Social Capital

Successful people are excellent networkers. They have powerful personal networks and with it comes a high level of Social Capital.
Their outstanding characteristics:

  • enhancing the performance of their teams
  • being promoted early and advancing into leadership positions
  •  coordinating projects more effectively
  • being visible as opinion leaders within the company and in the markets
  • having major impact on the branding process of the enterprise

Ron Burt, a leading researcher and professor at The University of Chicago, makes it clear that Social Capital will become a core competency for success:

Networking and Social Media are very popular. Most people have a large number of contacts on LinkedIn, Facebook, Twitter, XING, and other Social Networks. When dealing with the Social Networks however, some aspects become evident:

  • Quantity does not neccessarily mean quality
  • Excellence meets excellence
  • Only sustainable relationships lead to high productive networks

What are the pillars of sustainable relationships?

  • Dependability: we can rely on each other
  • Trust: we can rely that what we say we will also do
  • Confidentiality: we can feel secure when sharing each other

People with these personality traits make up our Social Capital – they have our backing we can trust each other and together with them we discover options and create new possibilities. People like this give us access to important opportunities, they are our most important resources, they are our Social Capital.

Important:

  • We support and strengthen each other!
  • Social Media are excellent tools to support our efforts.

Good relationships are like a plant, which needs warmth, light and tender care in order to grow. In this respect I learned three things in life:

  1. If you want to reap, you first need to sow.
  2. You ALWAYS reap what you sow.
  3. A natural time passes by between sowing and harvesting.

In our seminars or personal coaching we will show you how you too can apply these basic principles of growth in order to build your own Social Capital. We will develop your individual plan for success for your company, your market entry, your business development or for your own personal career. We provide you with proven knowledge and techniques that lead to success.

Who can benefit from our services?

  1. People who want to be successful in life and in business.
  2. Startups and entrepreneurs, who want to increase their performance through the development of Social Capital
  3. Enterprises interested in improving their social capital by cultivating their efficiency and flexibility in their workplaces
  4. Companies that want to get access to our own networks and our Social Capital, in order to enter new markets more quickly and successfully
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Business Plan – Methodology for StartUps, Change Management

Business plans sharpen the focus within an business organization intern and externally. It will conduct the decision making process within a company, which ultimately leads to success and generating profit for the organization and the stakeholders.
We combine our expertise and hands-on experience on starting up and managing companies.

Benefits:
A) Our clients can rely on our vast expertise from operating in various branches internationally
C) Our ECO- System enables companies to shorten the time to profit significantly
D) Compelling business plans enable start ups to contact investors and banks, find business partners and arrange succussful exits (M&A)

Methodology for business planing (start ups, change management):

  • SWOT- Analysis (As part of the strategic business model)
    – As strategic planing tool (evaluation of strength, weakness, opportunity and threat of the business venture)
    – Monitoring the marketing environment internal and external to the organization or individual
  • Strategy Canvas (in brief)
    1. Reduce Costs
    2. Improve Processes
    3. Enhance High Value Feature
    4. Add unexpected Benefits
  • Unique Selling Proposition (USP)
    – Innovation, resources, talents, passion (The Hedgehog Principle), branding
  • Essentials of a Business Plan
    – Executive summary
    – Company – team (brand, company profile, partners, roadmap)
    – Product – Service (USP, Innovation, Patents, product milestones, prototypes)
    – Market (target market, market share)
    – Marketing – sales (market entry strategy, leadcustomer)
    – Finance (ROI, cash flow, profit)
  • Positioning (9P’s)
    Product – price – place
    Playing field – players – performance
    Positioning – preparation – presentation

Conculsion:
A business plan written with a clear focus in mind, it will deeply impact the success of the company and will help sustain its performance in the future. Organizational compulsiveness are the keys to an effective business plan.

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Japanese-German Energy Symposium 2011

Technical University of Munich (TUM-IAS)
10.02.2011

Summary/ Abstract

Research & Development and Business Opportunities for Optimal Sustainable Energy Allocation

KEY-QUESTION:
– Why do we need electro-mobility?

QUESTIONS ABOUT THE UNKNOWN:
– Development of battery technology, infrastructure?
– Consumer Behaviour?
– Sales argument (emotion of the car, how will consumer expectations change over time)?
– Costs (TCO -Total Cost of Ownership) development?

STATUS (Feb 2011)
I) Vision Japan:
– Prevent global warming; increase energy efficiency (emission, efficiency, costs)
– Enhance competitiveness
– Create new technologies (battery, eCar architecture, …)
II) How to start in Japan:
– Develop infrastructure guideline
– Best practise handbook
– Pursue business model
III) eCars vs. combust engines:
– eCars have limited range
– No C02 savings today
– No profitable business models for car manufacturers yet
IV) Total-Cost-of-Ownership:
– Today eCar’s are more expensive than combust engine powered cars
V) Cheapest way to commute:
– via bus
– How many of the total traffic is already electric based today (public, transport, eCars, …)?

FUTURE/ OUTLOOK
– Japan (governmental program): in 2030: 20-30% eCars
– German (governmental Program): in 2050: 80% of energy consumption based on renewables
– Zero emission, zero failure (autonomous driving)
– Gap to overcome: poor/ rich – young/ older (change in demography)

TIPPING POINTS:
– Limited Oil
– Cost competitive cars based on renewable
– Existence of competitive fuell cells
– Consumer behaviour (zero emission car, perception of individual mobility, skort-, long distance comuting)
– Innovative car sharing services, e.g. pay as you use

QUESTIONS ABOUT THE CHALLENGES:
– What infrastructre do we need to preserve today’s habits of transport?
– How will our habits change, a) with increasing energy prices and b) with more people on low income?

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Cold Acquisition

Companies need to attract new customers. Cold calling is an effective acquisition tool. The adventure about cold calling is: How do I call potential, but unknown target customer?  The challenge is to attract new clients, no matter what industry they operate and what their product is. Gradually reduce the annoying stage fright and develop new expertise in telesales and leading active dialogues. In our workshop you will see, why  cold calling is unpleasant and you will learn techniques to overcome these obstacles. How will you manage the reach decision-maker? Learn to lead active dialogue and with the tools for sustained conversations on the phone and face-to-face.

Developing Relationships

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