Your SlideShare is downloading. ×
Intrapreneurship: Recognizing Entrepreneurship  as a Corporate Function
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Introducing the official SlideShare app

Stunning, full-screen experience for iPhone and Android

Text the download link to your phone

Standard text messaging rates apply

Intrapreneurship: Recognizing Entrepreneurship as a Corporate Function

251
views

Published on

Was kann ich mit meinen erlernten Lean-Startup/Entrepreneuership-Skills innerhalb eines Unternehmens anfangen? Wird das in Unternehmen überhaupt nachgefragt? …

Was kann ich mit meinen erlernten Lean-Startup/Entrepreneuership-Skills innerhalb eines Unternehmens anfangen? Wird das in Unternehmen überhaupt nachgefragt?

Unternehmerische Aufgabenstellungen kommen nur zustande, wenn Organisationen sich für Neues öffnen. Und genau so etwas erleben wir derzeit:
Unternehmen versuchen sich auf den digitalen Kunden einzustellen und sie gehen dazu über, ihre IT-Architekturen zu öffnen.

Damit werden die digitalen Assets (Wertbestandteile) eines Unternehmens geöffnet für neues Business. Und hier liegt die Chance für Intrapreneure.


0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
251
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
20
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Intrapreneurship: Recognizing Entrepreneurship as a Corporate Function 04.06.2014, FH Wedel University of Applied Sciences Presented by Christian Schultz, Founder and Managing Consultant desiremetrics.com kontakt@desiremetrics.com
  • 2. Themenblöcke 1.  Was macht einen Unternehmer aus? 2.  Wandel in Wirtschaft und Gesellschaft 3.  Tear Down the Silos! 4.  Platformization 5.  Aufbau eines Ökosystems
  • 3. ì   1.  Was  macht  einen  Unternehmer  aus?  
  • 4. photo  taken  from  mycomeup.com  
  • 5. „Screw It, Let’s Do It!“ photo  taken  from  blog.sfgate.com  
  • 6. Source:  Bild.de  (check  endnotes  for  details)  
  • 7. Source:  Bild.de  (check  endnotes  for  details)  
  • 8. Source:  Netzwer?g.com  (check  endnotes  for  details)  
  • 9. Was macht einen Unternehmer aus? ì  Vision ì  Leadership ì  Management ì  Genialität ì  Anziehungskraft .....?
  • 10. So definiert es Eric Ries: In  Conversa?on:  Eric  Ries  on  How  to  be  Entrepreneurial  Inside  a  Big  Company   Source:  strategy+business  (check  endnotes  for  details)  
  • 11. So definiert es Eric Ries: „Entrepreneurs are everywhere: ...anyone who faces conditions of high uncertainty in any kind of business“ „Entrepreneurship is a special kind of management discipline specific for those situations of high uncertainty“ Source:  strategy+business  (check  endnotes  for  details)  
  • 12. Noch vorherrschende Aufteilung ROLLE: ì  Unternehmer ì  Mitarbeiter INDIVIDULLE RESSOURCEN: ì  Finanzen ì  Energie ì  Zeit ì  Wissen
  • 13. Weiter mit Eric Ries: In  Conversa?on:  Eric  Ries  Thinks  Management  Isn't  a  Bad  Word   Source:  strategy+business  (check  endnotes  for  details)  
  • 14. ì  2.  Wandel  in  Wirtschaft  und   Gesellschaft  
  • 15. Historische Herleitung Five    Successive  Technological  Revolu2ons,  1770’s  to  2000’s   Technological   Revolu?on   Popular  Name  for  the   Period   Core  Country  or   Countries   Big-­‐bang  ini?a?ng  the   revolu?on   Year   FIRST   The  Industrial   Revolu?on   Britain   Arkwright’s  mill  opens   in  Cromford   1771   SECOND   Age  of  Steam  and   Railways   Britain  (spreading  to   Con?nent  and  USA)   Test  of  the  Rocket   steam  engine  for  the   Liverpool-­‐Manchester   railway   1829   THIRD   Age  of  Steel,  Electricity   and  Heavy  Engineering   US  and  Germany   forging  ahead  and   overtaking  Britain   The  Carnegie   Bessemer  stell  plant   opens  in  Pisburgh,   Pennsylvania   1875   FOURTH   Age  of  Oil,  the   Automobile  and  Mass   Produc?on   USA  (with  Germany  at   fist  vying  for  world   leadership),  later   spreading  to  Europe   First  Model-­‐T  comes   out  of  the  Ford  plant  in   Detroit,  Michigan   1908   FIFTH   Age  of  Informa?on  and   Telecommunica?ons   USA  (spreading  to   Europe  and  Asia)   The  Intel   microprocessor  is   announced  in  Santa   Clara,  CA   1971   Source:  Ariadne  Capital  (check  endnotes  for  details)  
  • 16. Lifecycle of a Technological Revolution Gestation   period   Big-­‐bang   Paradigm   configuration   Introduction  of  successive  new  products,  industries   and  technology  systems,  plus  modernisation  of   existing  ones   Constriction     of  potential   Time   Period  one   Period  two   Period  three   Period  four   Around  half  a  century   Degree  of  technology  maturity   and  market  saturation   Early  new  products  and   industries.  Explosive   growth  and  fast   innovations   Full  constellation  (new   industries,  technology   systems  and   infrastructure)   Full  expansion  of   innovation  and  market   potential   Last  new  products  and   industries.  Earlier  ones   approaching  maturity   and  market  saturation   Source:  Ariadne  Capital  (check  endnotes  for  details)  
  • 17. Status Quo der Wirtschaft ì  Industrielle Revolution hat heutige Märkte geschaffen ì  Reifephase: Gefestigte Marktstrukturen ì  Grosse Hürden für Neuerungen, weil kapitalintensiv und komplex ì  Arbeitshierarchien ì  Geschlossene und divisionale Organisationen
  • 18. AGE OF IT AND TELECOMMUNICATIONS 50 ISH YEAR CYCLE – 1971 TO 20...? Source:  Ariadne  Capital  (check  endnotes  for  details)  
  • 19. The dynamics of the system: three spheres of change in constant reciprocal action Source:  Ariadne  Capital  (check  endnotes  for  details)  
  • 20. Software is Eating the World - Marc Andreessen ì  Der „Turning Point“ ist erreicht ì  Einbindung von Software in das Geschäftsmodell ì  Sektorübergreifender Key Success Faktor
  • 21. Change Drivers ì  Technology and Innovation ì  Global knowledge culture ì  Globalization and future markets (e.g. BRIC) ì  Future of work ì  Changing Demographics ì  Societal shifts Source:  Cuer  IT  Journal  (check  endnotes  for  details)  
  • 22. Source:  Cuer  IT  Journal   (check  endnotes  for  details)  
  • 23. Source:  Cuer  IT  Journal   (check  endnotes  for  details)  
  • 24. Workforce 2020 ì  Learning to Deal with the Unknown ì  Making Sense of the Unfamiliar ì  Microwork instead of Lifelong Employment ì  The Return of the Polymath ì  Accenture: From Workforce to Crowdsource Source:  Cuer  IT  Journal;  Accenture  (check  endnotes  for  details)  
  • 25. Kolb‘s Learning Cycle Source:  Cuer  IT  Journal  (check  endnotes  for  details)  
  • 26. Konflikt Alte Welt – Neue Welt Neue Welt: ì  Softwaregetrieben entstehen Modelle, die schneller, billiger, klüger sind ì  Silicon Valley und die Rainmaker (VCs) ì  Schöpferische Zerstörung ì  „Re-Imagine“-Anspruchshaltung: Branchen neu erfinden und umkrempeln
  • 27. 162 20 Years Ago: Peak of NASDAQ: Today: Dec 1994 – S&P500 = $3.2T Mar 2000 – S&P500 = $11.7T May 2014 – S&P500 = $17.4T Sector Weight Largest Companies Sector Weight Largest Companies Sector Weight Largest Companies CONS. STAPLES 14% COCA-COLA ALTRIA TECHNOLOGY 35% MICROSOFT CISCO TECHNOLOGY 19% APPLE GOOGLE CONS. DISC. 13% MOTORS LIQUIDATION FORD FINANCIALS 13% CITIGROUP AIG FINANCIALS 16% WELLS FARGO JPMORGAN CHASE INDUSTRIALS 13% GENERAL ELECTRIC 3M CONS. DISC. 10% TIME WARNER HOME DEPOT HEALTHCARE 13% JOHNSON & JOHNSON PFIZER FINANCIALS 11% AIG FANNIE MAE HEALTHCARE 10% MERCK PFIZER CONS. DISC. 12% AMAZON.COM WALT DISNEY TECHNOLOGY 11% IBM MICROSOFT INDUSTRIALS 8% GENERAL ELECTRIC TYCO INDUSTRIALS 11% GENERAL ELECTRIC UNITED TECHNOLOGIES HEALTHCARE 10% MERCK JOHNSON & JOHNSON TELECOM 7% SOUTHWESTERN BELL AT&T CONS. STAPLES 11% WAL-MART PROCTOR & GAMBLE ENERGY 9% EXXON MOBIL CONS. STAPLES 7% WAL-MART COCA-COLA ENERGY 10% EXXON MOBIL CHEVRON TELECOM 8% SOUTHWESTERN BELL GTE ENERGY 5% EXXON MOBIL CHEVRON MATERIALS 3% DUPONT MONSANTO MATERIALS 7% DUPONT DOW CHEMICAL MATERIALS 2% DUPONT ALCOA UTILITIES 3% DUKE ENERGY NEXTERA ENERGY UTILITIES 4% SOUTHERN COMPANY DUKE ENERGY UTILITIES 2% DUKE ENERGY AES TELECOM 2% VERIZON AT&T Source: CapIQ, updated as of 5/21/14. Tech Companies = Top 1 or 2 Sector by Market Cap in S&P500 for Nearly 2 Decades Source:  KPCP  (check  endnotes  for  details)  
  • 28. 21 NumberofIPOsperYear 22 44 51 93 76 134 193 126 86 310 221 20 16 19 50 38 39 65 6 15 48 44 43 41 25 0 100 200 300 400 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Global Technology IPO Issuance, 1990 – 2014YTD $1 $2 $4 $5 $3 $9 $18 $7 $6 $31 $31 $10 $2 $2 $12 $7 $7 $12 $1 $4 $8 $11 $21 $8 $5 $0 $10 $20 $30 $40 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012* 2013 2014 United States North America Asia Europe South America NASDAQ 87% Below 73% Below May 22, 2014 = NASDAQ @ 4,154 March 10, 2000 = Technology Market Peak, NASDAQ @ 5,049 AnnualTechnologyIPO Volume($B) *Facebook = 75% of 2012 IPO $ value. Source: Morgan Stanley Equity Capital Markets, 2014YTD as of 5/21/14, data per Dealogic, Bloomberg, & Capital IQ. 2013 Technology IPOs = $ Volume 73% Below 1999 Peak Level... NASDAQ 18% Below March 2000 Peak
  • 29. 22 765 636 589 679 586 655 985 1,462 1,782 2,354 3,668 5,476 3,182 2,141 1,898 2,036 2,095 2,349 2,505 2,587 1,918 2,230 2,571 2,637 2,746 0 1,500 3,000 4,500 6,000 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 USA Technology Venture Capital Financing, 1989 – 2013 #ofUSATechnologyCompanies ReceivingVentureFinancing 50% Below $2 $2 $1 $3 $2 $3 $5 $8 $11 $19 $50 $101 $35 $18 $15 $18 $17 $22 $20 $24 $13 $17 $25 $20 $24 $0 $25 $50 $75 $100 $125 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 77% Below AggregateVentureFinancingfor USTechnologyCompanies($B) Funding per Financing ($MM) $3 $3 $2 $5 $4 $4 $5 $5 $6 $8 $14 $18 $11 $8 $8 $9 $8 $9 $8 $9 $7 $7 $10 $8 $9 2013 Venture Financings = $ Volume 77% Below 2000 Peak Level Source: Thomson ONE. Funding per Financing ($MM) calculated as total venture financing per year divided by number of deals.
  • 30. Konflikt Alte Welt – Neue Welt Alte Welt: ì  Plant und steuert auf Basis von Erfahrungswerten aus der Vergangenheit ì  Finanzierung aus operativem Geschäft ì  Clayton Christensen: „Sustainable Innovation“ * ì  Silo Business-Architektur *  Source:  Clayton  Christensen  (check  endnotes  for  details)  
  • 31. Source:  Silo  Demoli?on  (check  endnotes  for  details)  
  • 32. ì   3.  Tear  Down  the  Silos!  
  • 33. Unternehmen öffnen ihre Architekturen Is it about easy consumption of silos? Or is it for clean linking across silos? Source:  Apigee  (check  endnotes  for  details)  
  • 34. Sie wollen agiler werden Die Unternehmen müssen sich auf stete Marktveränderung einstellen. Sie müssen Geschäftsmodelle betreiben bzw. Organisationen und Mitarbeiter beschäftigen, die offen und fähig zur kontinuierlichen selbstbestimmten Agilität sind.
  • 35. The Age of the Customer ì  Aufgrund fragmentierter Nutzung und erschwerter Vorhersehbarkeit des Kundenverhaltens liegt die Macht zunehmend beim Verbraucher ì  Unternehmen sollten sich daher von Kundenbedürfnissen leiten lassen. ì  Kundenbindung durch Nutzerakzeptanz (statt durch Werbepenetration) ì  Markenaufbau, Kundengewinnung, Kundenbindung und interne Effizienz hängen damit zunehmend vom Internet, von den neuen Technologien und deren Geschäftsprozessen ab
  • 36. Digitale Assets etablierter Unternehmen ì  Daten ì  Funktionalitäten ì  Logiken / Repositories
  • 37. Verbindung zwischen Etablierten und Kreativen ì  Software Plattformen zur Knüpfung von Business-Beziehungen ì  APIs als „Universal Connectors“ ì  ...zwischen dem Unternehmen und dem Ökosystem aus Partnern Source:  The  Elas?c  Enterprise  (check  endnotes  for  details)  
  • 38. US-Drogeriekette Walgreens
  • 39. US Online and Web-Influenced Retail Sales ($ Billions) US online and web influenced as a % of total retail sales 44% 45% 47% 49% 51% 52% 1,103 1,206 1,320 1,429 1,552 1,660 2011 2012 2013 Non-Web Influenced Retail Sales Web Influenced Retail Sales Online Retail Sales 1,672 202 2,977 1,723 226 3,155 1,741 252 3,313 2014 2016 1,780 3,636 3,478 278 3,799 327304 2015 1,771 1,812 In the next 3 years, over half of all retail sales will happen online or be influenced by online channel 5Source: Forrester Research (June 2012) ©2013 Walgreen Co. All rights reserved. Source:  Apigee/Walgreens  (check  endnotes  for  details)  
  • 40. Average annual spend, 2011 ($) 3.5X 4X 6X Walgreens Avg Spend per Customer And our Mobile customers spend the most Store ONLY Store + Online Store + MOBILE Store + Online + MOBILE 6Source: Internal research ©2013 Walgreen Co. All rights reserved. Source:  Apigee/Walgreens  (check  endnotes  for  details)  
  • 41. 3 Direct Cross-Channel Enterprise •  Walgreens.com •  Drugstore.com •  Beauty.com •  Photo mail •  Pharmacy mail •  Balance Rewards •  Weekly Ad •  Store Locator •  Local Store Inventory •  Mobile coupons •  Digital marketing •  Web Pickup •  Photo/Pharmacy online to store •  Refill by Scan •  In store ordering/ship to store •  Home delivery What Walgreens does is “Omni-Channel” ©2013 Walgreen Co. All rights reserved. developer.walgreens.com devportal@walgreens.com @WalgreensAPI Source:  Apigee/Walgreens  (check  endnotes  for  details)  
  • 42. Key Points: •  Allows any mobile app to print to our 8000+ stores •  Developer-gets-paid model via revenue share •  6X growth in partner apps since 07/12 launch •  SDK for iOS & Android •  REST API QuickPrints (Photo) Source:  Apigee/Walgreens  (check  endnotes  for  details)  
  • 43. Available Photo Products ! Standard & Square Prints Photo Cards Canvas & Poster Prints Collage Prints ©2013 Walgreen Co. All rights reserved. developer.walgreens.com devportal@walgreens.com @WalgreensAPI Source:  Apigee/Walgreens  (check  endnotes  for  details)  
  • 44. Increase AOV: Photo Cards Holiday Photo Cards: •  Supplement Walgreens app features •  2 Partner Apps: Cardmento & Versaries •  Offered Higher Rev Share + Bonus Prize Unique Promotion Opportunity: •  Marketing message in WAG iPhone app •  Walgreens Facebook & Twitter promotion •  Success! Cardmento went from a brand- new app to #89 in Photo category* Success Story: Holiday Photo Card Contest * Source: AppAnnie.com ©2013 Walgreen Co. All rights reserved. developer.walgreens.com devportal@walgreens.com @WalgreensAPI Source:  Apigee/Walgreens  (check  endnotes  for  details)  
  • 45. Strategic   Value   Financial  Value   Network     Effects   Vulnerability   “David”  -­‐  Digital  Enabler     “Goliath”  -­‐  Distribution   Ecosystem   EconomicsTM  –   shifting   industry   players     Consumer  –   Data  sets   become   prevalent     Network  –   Orientation  at   heart  of  the   consumer     insight     When  partnering  with,     1) Brings  new     digital  revenues     2) Brings  lean  operating     system     When  acquired,     1) Can  become     2) Can  reinforce  or   gain  a  position  as   Industry  Architect     Renting   Not  Licensing   Operating  System   to  the  industry   The David / Goliath Grid Model Source:  Ariadne  Capital  (check  endnotes  for  details)  
  • 46. ì   4.  Platformization  
  • 47. A key partnership is a structural value exchange between two separate business models @BartDoorneweert   Source:  Bart  Doorneweert  (check  endnotes  for  details)  
  • 48. Plattformen zum Knüpfen von Beziehungen ì  User attention will continue to fragment, alternately directing and being directed by a range of apps. ì  Data will be a unit of value and a mechanism of lock-in. ì  Industries will be platform-shaped, with a dominant player occupying the high-margin platform position and pushing others to supporting roles. Source:  The  Elas?c  Enterprise  (check  endnotes  for  details)  
  • 49. Product to Platform Source:  Apigee  (check  endnotes  for  details)  
  • 50. A  platform  business  model  is  defined  as  follows:     It  is  a  business  model  which  builds  value  for  multiple  sides  in  a  given   market  by  consolidating  customers,  simplifying  market-­‐wide   processes,  and  rewarding  each  player  in  the  value  network  between   the  value  network  and  the  customers.   Source:  Apigee  (check  endnotes  for  details)  
  • 51. Source:  Ariadne  Capital  (check  endnotes  for  details)  
  • 52. 3 Modelltypen Produkt Webseite Angebot an Nutzer •  Eindimensionale Ausrichtung der Wertschöpfung •  Produzent - Lieferant – Abnehmer (Äquivalent zum alten Business- Modell) •  Nutzer lassen sich durch Ads nicht profitabel auf Webseite bringen   Web Platform Nutzung durch Teilnehmer (Community, Marktplatz)   •  Vorteile der Vernetzung •  Problematik der Einschränkung •  Nutzerakzeptanz ist plattformbezogen Ecosystem Vernetzung mit Marktteilnehmern   •  Multi-Dimensional •  Kombination der Fähigkeiten •  Co-Creations Dynamik •  Vorteile der Vernetzung  
  • 53. Platform  businesses  are  built  on  network  effects.     The  more  network  effects,  the  stronger  the  platform.   Source:  Apigee  (check  endnotes  for  details)  
  • 54. Source:  Apigee  (check  endnotes  for  details)  
  • 55. Source:  Apigee  (check  endnotes  for  details)  
  • 56. Established Market Digital Market $ Company 0101 0100 1100   level of uncertainty: high low incubation ecosystem digital assets financial assets startups own operated properties $ The Situation now…
  • 57. Problem: -  Das Own Operated Business lässt keine disruptive Innovation entstehen -  Die Inkubationsaktivitäten und Beteiligungen führen im besten Fall zum Exit aber nicht zur Erweiterung des bestehenden Geschäfts Fazit: Beide Konzepte sind nicht geeignet, um in Geschäftschancen mit Hyperwachstum zu eröffnen. Neue Märkte werden anderen Akteuren überlassen.
  • 58. Established Market Digital Market Company 0101 0100 1100   level of uncertainty: high low digital assets API Startups & Partners o o p o o p o o p $ $ financial assets ENTREPRENEURIAL ECOSYSTEM Connect Businesses with Your Data
  • 59. Vorteile: -  Einsatz bisher unvollständig genutzter Assets -  Niedriges Investitionsrisiko durch iterative Vorgehensweise -  Konzentration auf vorhandene Kompetenzen; Partner bringen eigene Kompetenzen ein -  Neue und alte Bereiche stehen im Kontext zueinander und können zusammenwachsen
  • 60. NEW COMPANY SPHERE new structures remaining structuresdetachment Your Future Business
  • 61. Ergebnis: -  Schaffung von innovativen Wachstumsbereichen -  Umfeld mit stetiger unternehmerischer Aktivität -  System, dass sich auf ständig verändernde Märkte anpasst
  • 62. ì   4.  AuNau  eines  Ökossystems  
  • 63. Source:  Layer  7  (check  endnotes  for  details)   • Informaton   • Product   • Service   Business  Asset   • API   • SLA   • EULA   API  Provider   • Building  App   Developer   • Using  API   Applica?on   • Using  App   End-­‐User   The  API  Value  Chain  
  • 64. Establish  a  clear  Business  Objec2ve   Have  a  Vision  Statement  for  your  API   Corporate  vision  and  API  vision  need  to  align   How  do  you  measure    Success  ?   Source:  Layer  7  (check  endnotes  for  details)  
  • 65. Tools
  • 66. hp://www.businessmodelgenera?on.com/canvas   Cost   Revenue   Source:  Layer  7  (check  endnotes  for  details)  
  • 67. hp://www.businessmodelgenera?on.com/canvas   Improve   Innovate   Source:  Layer  7  (check  endnotes  for  details)  
  • 68. hp://www.businessmodelgenera?on.com/canvas   Private  API   Public  API   Source:  Layer  7  (check  endnotes  for  details)  
  • 69. Walgreens Case Source:  Apigee/Walgreens  (check  endnotes  for  details)  
  • 70. Embedded  Partnership  Proposi?on  Canvas   Source:  Bart  Doorneweert  (check  endnotes  for  details)  
  • 71. Source:  Bart  Doorneweert  (check  endnotes  for  details)  
  • 72. Vorbereitung: Entbündeln und Modularisieren
  • 73. Kern- und komplementäre Felder Complementary   Core   Business  Driving  Fields:       1.  Own  Development   2.  Outsourcing     3.  Skip  
  • 74. Own Development: ì  Advantage: Control ì  But: ì  Investment needed ì  Other dependencies to areas outside of own competence ì  Uncertainty in new markets ì  Danger: ì  Service not competitive ì  Customer does not accept service (new markets)
  • 75. Outsourcing: ì  Advantage: ì  Get rid of cost drivers that do not provide added value (e.g. Corporate Travel Agencies) ì  neutralizes disadavantages of own development ì  But: ì  May not be available in new markets ì  If available then system standards are used by others too ì  Danger: ì  Too conservative ì  Downwards spiral
  • 76. Skip: ì  Is your core service really that strong and powerful? ì  (especially if your business is at the rear end of the food chain?) ì  Can you really afford it to leave that field to your competitors ?
  • 77. Leistungsschnitte durchführen Core   Complementary  
  • 78. Modularisieren Core   Complementary  
  • 79. Partner identifizieren Core   Complementary   Kerngeschäk  der   Partner  
  • 80. Wer bringt Was ein? Filialnetz  mit   Fotoabteilungen   Online-­‐Bestell  Funk?onalität   Fotoausdruck  Features   Camera  Apps   Fotobearbeitungs-­‐Apps   Social-­‐Media-­‐Apps   (Nutzer  +  Kontext)   Am  Beispiel  der  Walgreens  QuickPrints  API  
  • 81. Kooperieren und Wachsen
  • 82. Endnotes ì  Bild.de:  “Amazon-­‐Chef  Bezos  -­‐  Warum  ist  ER  so  böse?”  June  10,  2014     (www.bild.de/geld/wirtschak/amazon/warum-­‐ist-­‐jeff-­‐bezos-­‐so-­‐boese-­‐36140124.bild.html)   ì  Netzwer?g.com:  Mar?n  Weigert  „Disrup?on  um  jeden  Preis  -­‐  Der  Aufs?eg  der  Aggro-­‐Entrepreneure”   May  30,  2014     (netzwer?g.com/2014/05/30/disrup?on-­‐um-­‐jeden-­‐preis-­‐der-­‐aufs?eg-­‐der-­‐aggro-­‐entrepreneure/)   ì  strategy+business:  Paul  Michelman  „Why  Eric  Ries  Likes  Management“  Nov  12,  2013     (www.strategy-­‐business.com/ar?cle/00224?gko=82198)   ì  Ariadne  Capital:  Julie  Meyer  “Ecosystem  Economics”  at  Global  Corporate  Venturing  Symposium  in   London  on  May  21-­‐22,  2013   (vimeo.com/66999213)   ì  Cuer  IT  Journal  (March  2014):  Workforce  2020-­‐2025  -­‐  What  Skills  Are  Needed  To  Survive  and  Thrive?   -­‐  Darren  Dalcher  “Beyond  Knowledge:  Growing  Capability  for  an  Uncertain  Future”   -­‐  Stephen  J.  Andriole  “It’s  2020:  What  Business  Technology  Professionals  Should  Know  and  Do  …”     -­‐  Pradiptra  Chakraborty  “Skill  Poryolio  Management:  Future  Proofing  Your  Compe??ve  Advantage”     ì  Accenture  Technology  Vision  2014:  “Every  Business  Is  a  Digital  Business  -­‐  From  Digitally  Disrupted  to   Digital  Disrupter”   (www.accenture.com/microsites/it-­‐technology-­‐trends-­‐2014/Pages/home.aspx)   ì  KPCP:  Mary  Meeker  “Internet  Trends  2014  –  Code  Conference”  May  28,  2014   (kpcb.com/InternetTrends)    
  • 83. Endnotes ì  Clayton  Christensen  on  disrup?ve  innova?on  -­‐  Clarendon  Lectures  June  10,  2013     (www.youtube.com/watch?v=rpkoCZ4vBSI&desktop_uri=%2Fwatch%3Fv %3DrpkoCZ4vBSI&app=desktop)     ì  Youtube  Video:  „See  Ron  Run  -­‐  Silo  Demoli?on  Very  Funny“     (www.youtube.com/watch?v=dEdO3emyQBE)   ì  Apigee:  Sam  Ramji  “Playorm  Strategy  and  Digital  Ecosystems”  at  Open  Business  Conference  May   07,  2014   (de.slideshare.net/apigee/playorm-­‐strategy-­‐and-­‐digital-­‐ecosystems-­‐obc-­‐140506-­‐final)   ì  Apigee/Walgreens:  Joe  Rago  and  Nicholas  Eby  of  Walgreens  and  Brian  Mulloy  of  Apigee  “The   Walgreens  Story:  Pu•ng  an  API  Around  Their  Stores  (Webcast)”     (de.slideshare.net/apigee/the-­‐walgreens-­‐story-­‐pu•ng-­‐an-­‐api-­‐around-­‐their-­‐stores)   ì  Bart  Doorneweert:  valuechaingenera?on.wordpress.com  “The  partnership  proposi?on  canvas:   designing  your  value  network”  July  5,  2013     (valuechaingenera?on.wordpress.com/2013/07/05/the-­‐partnership-­‐proposi?on-­‐canvas-­‐ designing-­‐your-­‐value-­‐network/)   ì  The  Elas?c  Enterprise:  Nicholas  Vitalari  “The  Elas?c  Enterprise:  The  New  Manifesto  for  Business   Revolu?on”  Telemachus  Press,  LLC  (May  11,  2012)   ì  Layer  7:  Holger  Reinhardt  “Lean  API  Strategy  @  APIDays  Berlin  2014”  May  08,  2014   (hp://de.slideshare.net/rnewton/lean-­‐api-­‐strategy-­‐holger-­‐reinhardt-­‐snr-­‐principal-­‐business-­‐unit)  
  • 84. Think your Business as a Software Ecosystem! kontakt@desiremetrics.com