2019년 6월 28일 금요일

Sources


1. Strategy and Innovation

Creating an R&D Strategy by Gary P. Pisano (HBR)
http://www.google.co.kr/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&ved=0ahUKEwi2vrG9953PAhVDppQKHcMeDrQQFgglMAA&url=http%3A%2F%2Fwww.hbs.edu%2Ffaculty%2FPublication%2520Files%2F12-095_fb1bdf97-e0ec-4a82-b7c0-42279dd4d00e.pdf&usg=AFQjCNFW21w_6zSB73bYJtmmDkya_lzarQ&bvm=bv.133178914,d.dGo

The Art of Planning by BCG
https://www.bcg.com/documents/file75267.pdf

Killing Strategy: The Disruption of Management Consulting (CB Insights)
https://www.cbinsights.com/research/disrupting-management-consulting/

NOW NEW NEXT: How growth champions create new value - McKinsey & Company 2016
https://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/now-new-next-how-growth-champions-create-new-value

7 Innovation Frameworks To Navigate Disruption - CB Insights
https://www.cbinsights.com/research/report/innovation-frameworks-navigate-disruption/?utm_source=CB+Insights+Newsletter&utm_campaign=03fe774ea2-newsletter_general_Wed_20200408&utm_medium=email&utm_term=0_9dc0513989-03fe774ea2-86890165s/

Technology Ventures from Idea to Enterprise
- Richard C. Dorf, Thomas H. Byers (McGraw Hill)

DIFFUSION OF INNOVATIONS, 3rd edition - Everett M. Rogers
https://teddykw2.files.wordpress.com/2012/07/everett-m-rogers-diffusion-of-innovations.pdf

Open Innovation: A New Paradigm for Understanding Industrial Innovation
https://myweb.rollins.edu/tlairson/ibtech/openinnovation.pdf

Eight Essential of Innovation - McKinsey & Company 2015
https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/the-eight-essentials-of-innovation?cid=other-eml-cls-mip-mck?cid=other-eml-cls-mip-mck&hlkid=5a3555158d824195b1105828c0779d54&hctky=11833648&hdpid=cb3fb818-95be-4adf-9e8d-f4ec3e479f88

Pretotype It

Lean Strategy by David Collis - HBR 2016


2. Business Model

Reinventing Your Business Model - HBR 2008
https://hbr.org/2008/12/reinventing-your-business-model

Business Model Innovation by BCG
https://www.bcg.com/documents/file36456.pdf

REVENUE MODELS AND THE INTERNET OF THINGS - The Consumer IoT Market

Prototyping Business Models for IoT Service
https://www.sciencedirect.com/science/article/pii/S1877050916312911

Biz Model for Baxter's Robots Jeffrey Funk Business ... - SlideShare

Robotic Business Model Canvas
https://vizologi.com/business-strategy/case-studies/tag/%20robots/

Validate your startup idea with the 7+1 model
https://medium.com/@StephNass/how-to-assess-a-start-up-project-772aa13b4058



3. Organization

The Hard Truth About Innovative Cultures - HBR 2019
https://www.mckinsey.com/about-us/new-at-mckinsey-blog/why-are-innovative-cultures-so-hard-to-get-right?cid=other-eml-alt-mbl-mck&hlkid=5ffb86785ceb46e891daa4035eaf9023&hctky=11833648&hdpid=20aa0a37-c4d6-4786-ba92-9b58173814b6

What Google Learned From Its Quest to Build the Perfect Team - New York Times 2016

Teamwork at the top - McKinsey & Company 2001

Evolution and Revolution as Organizations Grow - Larry E. Greiner
https://ils.unc.edu/daniel/131/cco4/Greiner.pdf

The End of Bureaucracy (HBR, Nov_Dec 2018)
https://hbr.org/2018/11/the-end-of-bureaucracy

 Freedom & Responsible Culture - Netflix
4. Product Planning

Why some new products are more successful than others, Journal of Marketing Research, August 2001, David H. Hendard and David M. Szymanski

Idea evaluation - What is it and how should one do it?
https://www.viima.com/blog/idea-evaluation-what-is-it-and-how-should-one-do-it

Idea evaluation methods and techniques by Prof. dr. Miroslav Rebernik
http://coherencepisa.df.unipi.it/docs/lectures/Module_idea_evaluation_final%20LEISCHING.pdf

The Idea Evaluation Matrix
https://www.bcitsa.ca/beaboss/wp-content/uploads/sites/6/2016/09/The-Idea-Evaluation-Matrix.pdf


5. Trend and Technology

Gradually then suddenly (CB Insights)
https://www.cbinsights.com/research/a-ha-keynote/

COVID-19: Implications for business by McKinsey & Company
https://www.mckinsey.com/business-functions/risk/our-insights/covid-19-implications-for-business?cid=other-eml-alt-mip-mck&hlkid=d167372cb1014dd8bd13ecec8a1a1599&hctky=11833648&hdpid=817f408e-549d-4d5d-b36d-ee2b8ff077d8

Managing Crises in the Short and Long Term

State of AI 2019
https://www.stateof.ai/

Artificial intelligence the next digital frontier? - McKinsey & Company


A future that works: Automation employment and productivity - McKinsey & Company

BEGINNER'S GUIDE TO INDUSTRIAL AUTOMATION AND ROBOTICS RESOURCES
HTTPS://WWW.ROBOTICS.ORG/BEGINNERS-GUIDE

Technical automation potential and wages for US jobs by state and metropolitan statistical are
https://public.tableau.com/profile/mckinsey.analytics#!/vizhome/AutomationandUSjobs/USAutomationlandscape

https://www.kleinerperkins.com/perspectives/internet-trends-report-2018/


6. Finance

Mr. Buffett on the Stock Market - November 22, 1999
https://archive.fortune.com/magazines/fortune/fortune_archive/1999/11/22/269071/index.htm

24 Lessons From Warren Buffett's Annual Letters To Shareholders
https://www.cbinsights.com/research/buffett-berkshire-hathaway-shareholder-letters/

Amazon Annual Report 1997
http://www.annualreports.com/Company/amazoncom-inc


7. Cases

AirBnB pitch deck

The Early Pitch Decks Of 21 Startups Before They Became Billion-Dollar Companies
https://www.cbinsights.com/research/billion-dollar-startup-pitch-decks/

Pitch Deck Examples from Successful Startups 2019

컨셉 기반 플랫폼
https://dbr.donga.com/article/view/1101/article_no/8494

Amazon Strategy Teardown: Amazon's Barreling into Physical Retail, Financial Services, Healthcare, and AI-Led Computing (CB Insights)
https://www.cbinsights.com/research/report/amazon-strategy-teardown/


 8. Etc.

Think Tank Team
https://www.unite.ai/sajid-sadi-vp-of-research-head-of-think-tank-team-samsung-interview-series/
https://thinktankteam.info/

Interviews by Charlie Rose

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2019년 6월 21일 금요일

앙드레 코스톨라니 모델

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2019년 6월 14일 금요일

Internet Trends 2019 by Mary Meeker


June 11, 2019
https://www.bondcap.com/report/itr19/


INTERNET USERS = > 50% GLOBAL PENETRATION… NEW GROWTH REMAINS HARDER TO FIND
E-COMMERCE + ONLINE ADVERTISING = SOLID… BUT SLOWING GROWTH
           Effective + Efficient Marketing = One’s Own Product + Happy Customers + Recommendations
           The most important thing is to make sure the existing customer [is] happy rather than chasing after new prospects.
INTERNET USAGE = SOLID GROWTH… DRIVEN BY INVESTMENT + INNOVATION
           Internet / Technology Businesses = USA-Based Innovation Remains Robust…
           Internet / Technology Businesses = Non-USA-Based Innovation Remains Robust… Data-Driven / Direct Fulfillment, Financial Services Growing Rapidly…
           Usage = Images… Increasingly Relevant Way to Communicate
           Usage = Interactive Gaming… Increasingly Relevant Way to Communicate
FREEMIUM BUSINESS MODELS = GROWING & SCALING… STILL EARLY DAYS IN ENTERPRISE / CONSUMER
           Freemium Business Model Evolution = Gaming → Enterprise → Consumer
           Freemium Business Model Enabler = Cloud Deployment…
           Freemium / Subscription Business Model Enabler = Efficient Digital Payments
DATA GROWTH = CHANGING WAYS THINGS WORK… RAPIDLY & GLOBALLY
           Data Volume + Utilization = Evolving Rapidly / Broadly
           The data-driven world will be always on, always tracking, always monitoring, always listening & always watching – because it will be always learning.
           Traditional paradigms will be redefined (like vehicle or white goods ownership) & ethical, moral & societal norms will be challenged…
INTERNET USAGE = THERE ARE CONCERNS…THERE IS GOODNESS
           Usage Concern = Overload, Privacy, Problematic Content / Activity
           Open Internet = Can Be Messy, But Effective… Consumer / Business / Regulators = Key to Work Together to Amplify Good + Minimize Bad
WORK = STRONG ECONOMIC INDICATORS… INTERNET-ENABLED SERVICES / JOBS HELPING
           On-Demand Work = Creating Internet-Enabled Opportunities + Efficiencies
           Remote Work = Creating Internet-Enabled Work Opportunities + Efficiencies
ONLINE EDUCATION = BIG NUMBERS + BIG GROWTH
IMMIGRATION = IMPORTANT TO USA TECHNOLOGY LEADERSHIP
HEALTHCARE (USA) = DIGITAL IMPACT EXPANDING ACROSS ECOSYSTEM
           Healthcare Innovation = Internet Leaders Building Capabilities
CHINA INTERNET = INNOVATIVE PRODUCTS + BUSINESSES
           China Internet User / Usage Trends = Robust Usage Growth Primarily Driven by Short-Form Video
           China Innovation = Games Driving Transformation of… Payments / E-Commerce / Retail / Education



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2019년 6월 13일 목요일

Venture Spirit


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2019년 6월 11일 화요일

26 Lessons From Warren Buffett’s Annual Letters To Shareholders


주주에게 보낸 워렌 버핏의 편지에서 얻는 교훈
  • (CBInsights, 2020년 2월 25일)


- "If you aren't willing to own a stock for ten years, don't even think about owning it for ten minutes."
"만약 당신이 10년 동안 보유할 주식이 아니라면, 그걸 10분이라도 가지고 있지 마십시오."

- "We look at the economic prospects of the business, the people in charge of running it, and the price we must pay. We do not have in mind any time or price for sale."
"우리는 사업의 경제적 관점, 사업을 운영하는 사람들, 우리가 지불할 가격을 봅니다. 우리는 팔 시점이나 가격은 생각하지 않습니다."

- He increased his holdings dramatically during the bear market of the mid-70s when GEICO was struggling.
워렌 버핏은 GEICO가 어려움을 겪던 70년대 중반 시장 침체기 때 자신의 지분을 급격히 늘렸다.

- He prefers to invest in companies that are already successful (even if that success is undervalued by the market) and that have a strong chance of continuing success over the long term.
워렌 버핏은 이미 성공해서 오랜 기간 계속 성장할 강한 기회를 가진 기업에 투자하길 선호한다.

- "What investors then need instead is an ability to both disregard mob fears or enthusiasm and to focus on a few simple fundamentals. A willingness to look unimaginative for a sustained period – or even to look foolish – is also essential."
"투자자들에게 필요한 것은 군중의 두려움과 흥분을 무시하고 몇 가지 간단한 기본들에 집중하는 것입니다. 오랫 동안 따분해 보이거나 심지어 바보처럼 보이는 것을 기꺼이 받아들이는 것이 핵심입니다."

- Hold onto your money when money is cheap, and spend aggressively when money is expensive.
금리가 쌀 때는 돈을 쥐고 계십시오. 금리가 비싸질때 공격적으로 투자하십시오.

- "Every decade or so, dark clouds will fill the economic skies, and they will briefly rain gold."
"10년 정도 한번씩 검은 구름이 경제에 드리워질 것입니다. 그때 잠시 황금비가 내릴 것입니다."

- His conclusion about dotcom stocks at the time was simple: there will be a few winners, and an overwhelming majority of losers.
그 당시 닷컴 주식에 대한 워렌 버핏의 결론은 간단했다: 극소수의 위너와 엄청나게 많은 루저들이 있을 것이다.

- McDonald's, Wells Fargo, Gillette, American Express, Walt Disney – Buffett's portfolio looks to some investors like a safe and generic mix, but it is rooted in a philosophy of long-term success.
맥도널드, 웰스파고, 질레트, 아메리칸 익스프레스, 월트 디즈니 - 버핏의 포트폴리오는 어떤 투자자들에게는 안전하고 일반적인 것처럼 보이겠지만, 그것은 장기적인 성공이라는 철학에 뿌리를 두고 있다.

- Buffett and Berkshire Hathaway are comfortable taking relatively small positions in more expensive firms.
버핏과 버크셔 헤더웨이는 더 비싼 회사들의 상대적으로 작은 지분을 얻는 걸 선호한다.

- Buffett is known for his advocacy of the value investing paradigm — Buying shares of companies that are underpriced relative to their value according to some kind of analysis of company fundamentals, meaning its dividend yield, price-to-earnings multiple, price-to-book ratio, and so on.
버핏은 가치 투자 패러다임 - 배당 수익, PER(주가수익률), PBR(주가순자산비율) 등 몇 가지 기업 분석에따라 기업 가치에 비해 상대적으로 저평가된 기업의 지분을 사는 것 - 을 옹호하는 것으로 알려져있다.

- In fact, he is an advocate of a much more passive, 99% sloth-like approach to investing… "For investors as a whole, returns decrease as motion increases."
사실, 버핏은 매우 수동적이고 훨씬 느린 투자 접근을 선호한다. "전반적으로 행동이 많아지는 투자자들의 경우 수익률은 떨어집니다."

- The approach of the more mature Buffett is to never invest in a company that can be a success if held for a short period of time.
보다 성숙한 버핏의 접근법은 단기간에 성공할 수 있는 회사에는 절대 투자하지 않는 것이다.

- "I know of no reporting mechanism that would come close to describing and measuring the risks in a huge and complex portfolio of derivatives."
"저는 거대하고 복잡한 파생상품 포트폴리오의 위험을 설명하고 측정하는 보고 메커니즘에 대해 아무 것도 알지 못합니다."

- Buffett does not believe that standard GAAP accounting figures always give an accurate idea of what a company is worth. "Most sales brochures of investment bankers also feature deceptive presentations of this kind."
버핏은 표준 GAAP 회계 수치가 기업 가치를 항상 정확하게 보여준다고 생각하지 않는다. "대부분의 투자 은행 판매 책자도 이런 종류의 그럴듯한 프리젠테이션을 특징으로 합니다."

- “Cultures self-propagate,” he writes, “Winston Churchill once said, ‘You shape your houses and then they shape you.’ That wisdom applies to businesses as well. Bureaucratic procedures beget more bureaucracy, and imperial corporate palaces induce imperious behavior… As long as Charlie and I treat your money as if it were our own, Berkshire’s managers are likely to be careful with it as well.”
"스스로 전파하는 문화"라고 버핏은 썼습니다. "윈스턴 처칠은 '당신이 당신의 집을 만들면 그 집이 당신을 만들게 된다'라고 말했습니다. 이 말은 사업에도 마찬가지로 적용됩니다. 관료적인 절차는 더 많은 관료제를 만들고, 제국주의적 기업 본사는 제국주의적 행동을 만들어냅니다... 찰리와 나는 여러분의 돈을 마치 우리 자신의 것인 것처럼 다룹니다. 버크셔의 매니저들도 그것을 똑같이 조심스럽게 다룰 것입니다."

- Warren Buffett's hiring strategy: find people who love what they do and have no need for money, and then give them the most enjoyable job they could possibly have… just let them work.
워렌 버핏의 채용 전략: 돈 때문이 아니라 자기가 하는 걸 무척 좋아하는 사람들을 찾아서 그들에게 가능한 가장 즐길 수 있는 일을 맡겨라. 그리고 내버려 둬라.

- "When ordinary people borrow money to buy stocks, they're putting their livelihoods in the hands of a market whose swings can be random and violent, even when it comes to a reliable stock like Berkshire's… There is simply no telling how far stocks can fall in a short period… your mind may well become rattled by scary headlines and breathless commentary. And an unsettled mind will not make good decisions… We believe it is insane to risk what you have and need in order to obtain what you don't need."
"보통 사람들이 주식을 사려고 돈을 빌린다면, 그들은 자신의 생계를 변동성이 심하고 폭력적인 시장의 손에 맡겨 두고 있는 것입니다. 버크셔 주식처럼 아무리 믿을 수 있는 주식이라고 해도 말입니다. 아무도 주식이 단기간에 얼마나 떨어질 수 있는지 말해주지 못합니다. 무시무시한 신문 헤드라인과 숨막히는 논평에 의해 당신의 마음은 덜컹거리게 될 것입니다. 그리고 불안한 마음은 현명하지 못한 결정을 내리게 할 것입니다. 당신이 필요하지 않은 것을 얻기 위해 당신이 가진 필요한 것을 위험에 빠뜨리는 것은 미친 짓입니다."


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