The New Economy Page 1 Is there really a “New Economy”? What the New Economy isn’t – it does not mean no inflation or no business cycle, or the stock market will rise forever The New Economy means two broad trends – the globalization of business – the revolution in IT Page 2 What the Survey Says? The Economic benefits of the IT revolution could well be big, perhaps as big as those from electricity. But the gains will be nowhere near enough to justify current share prices on Wall Street. - The Economist (Sep 23 2000) Page 3 Peter Drucker on the IT revolution The Information Revolution cannot be compared with the Industrial Revolution. What is happening now is far more profound. The real analogy is the first information revolution triggered by Johann Gutenberg and the invention of moveable type. Gutenberg's revolution -- and today's information revolution -- differed from the Industrial Revolution in two crucial respects. First, it spread much faster socially. Second, it immediately changed not just methods of production, but what was produced. Page 4 The advent of Network Economy The era of computers is over – to connections rather than to computations Fast cycle of “find, nurture, destroy” Page 5 The fast cycle of “find, nurture, destroy” Wealth flows from imperfectly seizing the unknown The ideal environment is to nurture the agility and nimbleness of networks To domesticate the unknown is to abandon the successful known Page 6 Is “friction-free” capitalism a mirage? Technology markets don’t display much efficiency – Monopolies – Transition costs (e.g.Y2K) – Inferior technologies may be selected The IT productivity paradox …. Page 7 New Rules for the New Economy Twelve dependable principles for thriving in a turbulent world Page 8 New rules for the new economy 1. The Law of Connection - embrace dumb power 2. The Law of Plentitude - more gives more 3. The Law of Exponential Value - success is nonlinear Page 9 New rules for the new economy 4. The Law of Tipping Points - significance precedes momentum 5. The Law of Increasing Returns - make virtuous circles 6. The Law of Inverse Pricing - anticipate the cheap Page 10 New rules for the new economy 7. The Law of Generosity - follow the free 8. The Law of the Allegiance - feed the web first 9. The Law of Devolution - let go at the top Page 11 New rules for the new economy 10. The Law of Displacement - the net wins 11. The Law of Churn - seek sustainable disequilibrium 12. The Law of Inefficiencies - don’t solve problems Page 12 The Roots of management thinking Strategy Tools --> Industrial Organization theory --> Microeconomic theory --> (Energy) Physics Page 13 The ball-in-a-bowl system Metaphor of closed equilibrium systems What’s needed is a model of a world where innovation, change, and uncertainty are the nature state of things. Page 14 Complex adaptive system Example: Anthills Key characteristics: – open, dynamic systems – interacting agents – emergence and self-organization Page 15 What is the new economics? Economies are complex adaptive systems, rather than the closed equilibrium systems they have long been thought to be. Not just that economies are like biological systems, but that the two spheres follow the same deep laws. Page 16 Key components of the new economics Wisdom -- cognitive behavior Webs -- Agents interact in a dynamic web of relationships Waves -- co-evolution Would-be worlds -- different research techniques Page 17 Early thinking on management Focused vs. robust strategies – evolution is cleverer than you are Competitive advantage vs. continuous adaptation – the Red Queen Effect, You have to run faster and faster just to stay in the same places Conservative operator vs. radical innovator – simultaneously conservative and radical Page 18 Early thinking on management (Cont.) Routinized vs. diverse – evolution strikes a balance Scale vs. flexibility – Beyond a certain level of scale and complexity, a system’s adaptiveness will drop off rapidly in a “complexity catastrophe”. Page 19 The challenge in the new economy (a complex adaptive system) is to be both a competitor and an evolver Page 20