Presentation at RegX on Business Model Innovation and Speed Creation 20120904
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Presentation at RegX on Business Model Innovation and Speed Creation 20120904

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Presentation for RegX Cluster Facilitator Acedemy at University of Southern Danmark by Matthias M.D. Pohle

Presentation for RegX Cluster Facilitator Acedemy at University of Southern Danmark by Matthias M.D. Pohle

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Presentation at RegX on Business Model Innovation and Speed Creation 20120904 Presentation at RegX on Business Model Innovation and Speed Creation 20120904 Presentation Transcript

  • «The role of Business Model Innovation for Clusters anda new collaboration model to increase productivity indevelopment projects»RegX, The Danish Cluster Academy, Syddansk UniversitetDate: Tuesday Sept 4th 2012Speaker: Matthias PohleSocial Media Links: www.facebook.com/businesscreativity www.facebook.com/speedcreation www.twitter.com/speedcreation www.xing.com/profile/MatthiasMD_Pohle www.xing.com/profile/Sven_Krause2 (Co-Founder ISCA) & www.xing.com/profile/Andreas_Rusnjak (Founder BMcreativity.net)
  • Impressions   &
  • What  if!  The  ul4mate  ques4on  in  Innova4on   &
  • About  Ma:hias   •  Head  of  Product  Development  Competence   Center,  Swisscom  Switzerland  AG   •  Visi=ng  Professor  at  Swiss  Distance  University   lecturing  Entrepreneurship  &  Innova=on     •  Co-­‐Founder  of  the  Interna=onal  Speed  Crea=on   Associa=on  (ISCA)   •  Self  employed  Business  Consultant   •  Project  Manager  and  Post  Merger  Integra=on,   film.de  AG   •  Start-­‐Up  CEO,  CINEware  GbR  www.xing.com/profile/MatthiasMD_Pohlewww.linkedin.com/pub/dir/Matthias/Pohlehttps://www.facebook.com/matthias.m.pohle &
  • Agenda    •  What  is  Innova=on?  •  The  history  of  Innova=on?  •  What  is  Business  Model  Innova=on?  •  Groupwork.  Let‘s  do  it!  Structuring  your  Value  Proposi=on  as  a  NABC  on  the  basis  of   your  SWOT-­‐Analysis  •  Watering  Hole  –  How  to  get  Feedback  on  a  first  draZ  and  iterate  •  Groupwork.  Let‘s  do  it!  Designing  the  Business  Model  for  your  Value  Proposi=on   &
  • Work  in  Progress…  Authors:  Andreas  Rusnjak  Mahias  Pohle  Thomas  Matyssek   &
  • WHAT  IS  INNOVATION  &  WHY  IS  IT  IMPORTANT?   &
  • Three  roads  to  market  success   Wait!  It‘s  four!   Brand  Management   Cost  Leadership   Innova=on   Customer  Experience  Design   &
  • The  history  of  Innova4on  Based on Gary Hamel, Leading the revolution, 2000 &
  • What‘s the innovativeness ofthis swiss chocoloate?à  So called packaging innovation. Play with a procuts size. Make it small, make it big and catch the customers attentionIDEA for Transformation : Builda small and „elite“ cluster or abig and broaden one... &
  • Crowd  based  open  innova4on  www.facebook.com/businesscreatvity     &
  • LET‘S  MAKE  A  SHORT  BREAK!  WHY  ARE  INNOVATION  PROJECTS  SO  PAINFUL  AND  OFTEN  TAKE  VERY  LONG?   &
  • What does your life Matthias Pohle –weigh? & 1
  • Killing  the  efficiency  in  innova4on  projects   In  today`s  =me  knowledge  is  spread.  Project  members  come  from  different  loca=ons  and  different  Pain 1 fields  of  work.     Also  people  oZen  work  on  several  projects  simultaniously  and  have  only  few  =me  for  every  project.  A  Pain 2 lot  of  =me  is  wasted  due  to  travel  and  familiarisa=on.           This  leads  to  an  efficiency  loss  and  longer  project  development  cycles.    Workshops  need  to  be   repeated  and  Project  members  get  replaced.  At  the  end  Project  the  project  hauls  5-­‐7  month  for  the   business  requirements  instead  of  the  planned  2.     & 1
  • That  sounds  like  a  good  project  idea.   Pain 3 Customer  will  like  the  new  product  for  Business  Case  &   sure.  But  what  does  he  want  from  us?  Requirements   What  are  his  detailed  requirements   Heureka!  I  got  a  rough   regarding  the  sub-­‐project  I`m  working   idea,  anlyzed  the   in?     customers  needs  and  set  100  %   goals  for  my  project!   ?      ?    ?!    ?    ??      ?!           80  %   ?      ?    ?!    ?    ??      ?!           ?   Sub  Project  Technology   ?      ?    ?!    ?    ??      ?!           Sub  Project  Processes   ?      ?    ?!    ?    ??      ?!           Idea  Champion   Sub  Project  IT   5  %   Sub  Project  Goto  Market   =me   Idea4on  Phase                               Project  Mode    Feasibility       & 1
  • fostering productivity in cross collaboration Due  to  the  preliminary  work  during   speed  crea=on  we  now  know  what  the   project  is  all  about.  We  understood  Business  Case  &   In  a  small  group  we  set  the  fundamentals  and   where  we  have  to  focus  on  in  our  sub  Requirements   describe  the  idea  more  detailed.  Therewith   Heureka!  I  got  a  rough   projects.     it`s  easier  for  the  procet  team  to  understand   idea,  anlyzed  the   customers  needs  and  set   Speed  Crea=on   the  idea  and  work  on  the  detailed  100  %   goals  for  my  project!   specifica=ons   80  %   Sub  Project  Technology   Sub  Project  Processes   Idea  Champion   Speed    Crea4on  Session       Sub  Project  IT   5  %   Sub  Project  Goto  Market   =me   Idea4on  Phase                               «Speed  Crea4on  Session  »       Project  Mode    Feasibility       & 1
  • BACK  ON  TRACK.  THE  NABC  AS  STARTING  POINT  FOR  BUSINESS  MODELS   &
  • lue  Customer  Va n?   Proposi4oThe  Goal  of  every  Company  should  be  to  create  and  deliver  a  customer  value  which  will  be  be:er  than   the  value  offered  by  the  compe44on.   &
  • NABC  a  tool  to  further  structure  your  Value  Proposi4on  Need   Approach  •  What  is  the  customers  need?   •  Is  there  already  an  idea  how  to  adress  the  •  How  does  the  market  develop?   need?  •  Which  internal    need/pains  does  the  company   •  Are  there  alterna=ves?   have •  Which  experience  do  we  want  to  create  for  the   customers?  Benefit   Compe==on  •  Which  benefits  does  the  customer  have?   •  Are  there  alterna=ves?  •  Which  benefits  do  the  company  and/or  their   •  What  happens  if  we  do  nothing?   suppliers  and  partners  have   Mahias  Pohle,  Sven  Krause   & 19  
  • NABC  example  –  „wai4ng  for  godot“   & 20  
  • Watering  Hole  Getting Feedback for quick iterationsBased on the Idea of Edward de Bonos „Thinking hats“After you made a quick first draft. Ask others what they think ofit. They shall give „green“ and „red“ feedback What did they like about your idea and presentation. What point do you absolutely have to keep? What didn‘t the like, what didn‘t they understand? What could you make better and specify more detailed? &
  • BUSINESS  MODEL  INNOVATION  AND  THE  „CANVAS“   &
  • enge s  T odays  chall Increasing  compe44ve  pressure,  technological   advance,  innova4on,  changing  social  values  and  a     con=nuously  rising  power  of  the  user  are  forcing  companies  more  and  more  to  challenge  and  change  their   business  models,  to  develop  new  business  models  or  to   liquidate  exis=ng  ones.   &
  • Business  Modell  Canvas   The „Canvas“ developed by Alexander Osterwalder is meant to forecast Business Innovation. Using it you can also establish a new collaborative working pattern. Also you can use it to make an as-is analysis ü and color code changes for the future state. Also we made good results experimenting and use it not only for product/service development but also for teams, profit center etc.http://www.youtube.com/watch?v=QoAOzMTLP5s & 24  
  • BMCrea4vity  Business  Model  Framework  &
  • &in  Anlehnung  an  Alexander  Osterwalder  (2010),  online  aus:  h:p://www.slideshare.net/Alex.Osterwalder/what-­‐is-­‐a-­‐business-­‐model  
  • Wie  würden  Sie  das  iPhone   und  das  iPad  einordnen?     Welchen  Weg  könnte  Apple  in  seinen   Value  Proposi=ons  noch  gehen?   &in  Anlehnung  an  Alexander  Osterwalder  (2010),  online  aus:  h:p://www.slideshare.net/Alex.Osterwalder/what-­‐is-­‐a-­‐business-­‐model  
  • A  clusters  Business  Model   &
  • What  else?  The  customer  journey  map   &
  • The  End!  Let  your  ideas  float,  but  take  notes  and  write  em  down  to  remember,      iterate  and  create  new  ones  out  of  old  ones!Mercedes Benz „left and right brain“ taken fromhttp://www.ibelieveinadv.com/commons/mercedes_paint-72dpi.jpg &
  • Bildquelle:  Deviantart  |  change  |  ~sphinxed   &
  • Bildquelle:  Deviantart  |  change  |  ~sphinxed   &
  • «The role of Business Model Innovation for Clusters anda new collaboration model to increase productivity indevelopment projects»RegX, The Danish Cluster Academy, Syddansk UniversitetDate: Tuesday Sept 4th 2012Speaker: Matthias PohleSocial Media Links: www.facebook.com/businesscreativity www.facebook.com/speedcreation www.twitter.com/speedcreation www.xing.com/profile/MatthiasMD_Pohle www.xing.com/profile/Sven_Krause2 (Co-Founder ISCA) & www.xing.com/profile/Andreas_Rusnjak (Founder BMcreativity.net)