The document discusses key challenges CEOs face, particularly the 'complexity gap' in understanding customer insights and the need for companies to adapt to rapidly changing consumer behaviors. It emphasizes the importance of viewing customers as knowledgeable decision-makers and the necessity for businesses to innovate not just for the sake of innovation but to solve relevant problems. Additionally, it explores the implications of technology on consumer behavior, the value chain, and the critical importance of customer-centered strategies in fostering successful innovation.

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2. topics
Part 1: The Complexity Gap / Asymmetric Competition
Part 2: Fundamental Changes In The Nature Of Consumption
Part 3: This is How Technology Works
Part 4: Business Strategy & The Value Chain
Part 5: Successful Innovators Don’t Care About Innovating
Part 6: Three Concepts To Spark Your Imagination
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3. - CHRISTIAN MADSBJERG AND MIKKEL B. RASMUSSEN,
HBR.ORG, AN ANTHROPOLOGIST WALKS INTO A BAR
link
The biggest challenge CEOs face is the so called
complexity gap.
CEOs see a lack of customer
insight as their biggest deficit
in managing complexity. ..
And rank “customer
obsession” as the most
critical leadership trait.
PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION

4. CHANGES IN BEHAVIOR, DRIVERS, CATEGORIES AND PRODUCTS
FIVE CUSTOMER GAPS / ASSYMETRIC COMPETITION:
THE KNOWLEDGEABLE
CUSTOMER PEOPLE AND
COMPANIES HAVE
CHANGED HOW THEY SHOP
- AND OUR TOOLS NEED TO
CHANGE WITH THEM
NEW HABITS AND BEHAVIORS
CHANGE THE IMPORTANCE OF
ESTABLISHED MECHANISMS
THE PRODUCT IS
INFRASTRUCTURE- WHAT JOB IS
THE CUSTOMER HIRING US TO
DO - AND HOW COULD WE
DELIVER ON THIS JOB?
THE COMPETITION ISN’T
NECESSARILY THOSE WHO
LOOK AND FEEL IDENTICAL TO
YOU - THE MOST LETHAL
COMPETITION COMES FROM
THE OUTSIDE
DO YOU UNDERSTAND YOUR
CUSTOMER - WHAT ARE
CUSTOMERS PAYING FOR?
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PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION

5. CHANGES IN BEHAVIOR, DRIVERS, CATEGORIES AND PRODUCTS
FIVE CUSTOMER GAPS / ASSYMETRIC COMPETITION:
THE KNOWLEDGEABLE
CUSTOMER PEOPLE AND
COMPANIES HAVE
CHANGED HOW THEY SHOP
- AND OUR TOOLS NEED TO
CHANGE WITH THEM
NEW HABITS AND BEHAVIORS
CHANGE THE IMPORTANCE OF
ESTABLISHED MECHANISMS
THE PRODUCT IS
INFRASTRUCTURE- WHAT JOB IS
THE CUSTOMER HIRING US TO
DO - AND HOW COULD WE
DELIVER ON THIS JOB?
THE COMPETITION ISN’T
NECESSARILY THOSE WHO
LOOK AND FEEL IDENTICAL TO
YOU - THE MOST LETHAL
COMPETITION COMES FROM
THE OUTSIDE
DO YOU UNDERSTAND YOUR
CUSTOMER - WHAT ARE
CUSTOMERS PAYING FOR?
WHAT IS YOUR CUSTOMER GAP / WHERE IS YOUR ASSYMETRIC COMPETITION COMING FROM?
QUESTION:
PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
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6. PART2:FUNDAMENTALCHANGESINTHENATUREOFCONSUMPTION

7. PART2:FUNDAMENTALCHANGESINTHENATUREOFCONSUMPTION

8. ARE YOU, THROUGH YOUR INNOVATION EFFORTS, TRYING TO PROLONG THE
EXISTING PARADIGM OR MIGRATE TO THE NEXT ZONE OF MUTATION?
QUESTION:
PART2:FUNDAMENTALCHANGESINTHENATUREOFCONSUMPTION

9. TECHNOLOGY IN THIS SENSE IS ANYTHING THAT ENABLES A TYPE OF BEHAVIOR TO ACHIEVE A DESIRED OUTCOME
example: a seminar, talk, sermon, class, workshop, game
PART3:THISISHOWTECHNOLOGYWORKS
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10. A. slow social change
PART3:THISISHOWTECHNOLOGYWORKS

11. b. explosive behavioral change
PART3:THISISHOWTECHNOLOGYWORKS
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12. TECHNOLOGY IN THIS SENSE IS ANYTHING THAT ENABLES A TYPE OF BEHAVIOR TO ACHIEVE A DESIRED OUTCOME
example: a seminar, talk, sermon, class, workshop, game
PART3:THISISHOWTECHNOLOGYWORKS
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13. are our current technologies limiting our outcome creation through a
definite number of behaviors - can we accommodate or create new behaviors?
SUBTITLE: DO WE NEED NEW TECHNOLOGIES TO ACCOMMODATE PRESENT AND FUTURE ECONOMIES?
QUESTION:
PART3:THISISHOWTECHNOLOGYWORKS
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14. AN ORGANIZATION IS ESSENTIALLY
A STRING OF COMPONENTS FORMING
A VERTICAL VALUE CHAIN WELDED
TOGETHER BY TRANSACTION COSTS.
A BUSINESS’ COMPETITIVE ADVANTAGE
IS THE SUM OR THE AVERAGE OF ITS
TRANSACTION COSTS. COMPANIES
USUALLY WIELD LARGE ADVANTAGES
IN SOME COMPONENTS AND ARE
LAGGING IN OTHERS.
WITH DIGITIZATION WE CAN ACHIEVE
ZERO MARGINAL COST IN SOME
COMPONENTS – MEANING THAT THE
TRANSACTIONAL COSTS PLUMMET
TO A LEVEL WHERE THERE IS LESS
OR NOTHING TO ECONOMIZE ON
WHEN CERTAIN COMPONENTS IN THE
VALUE CHAIN PLUMMET IT CAN CHANGE
THE RULES OF THE GAME FOR AN ENTIRE
INDUSTRY
thevaluechain
BUSINESSSTRATEGY&
PART4:BUSINESSSTRATEGY&THEVALUECHAIN

15. PART4:BUSINESSSTRATEGY&THEVALUECHAIN

16. which component(s) of our value chain has or is close to detach, switch or weaken?
QUESTION:
PART4:BUSINESSSTRATEGY&THEVALUECHAIN
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17. SUCCESSFUL INNOVATORS
DON’T CARE ABOUT INNOVATING
PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING

18. “Successful innovators care about solving
interesting and important problems -
innovation is merely a byproduct”
“By contrast, focusing on solving interesting
and important problems tends to be born from
customer-centered motives:”
PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING

19. PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING
link

20. “So, the simplest explanation you’ll ever hear
of why succesful organizations ultimately
fail is this:
They fail when the leaders
fail to write of their own
depreciating intellectual
capital”.
- GARY HAMEL
link
PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING

21. INDUSTRY
TO CORE
BUSINESS
THE DEMISE FROM COMPANY TO
INDUSTRY AS A CONCEPT IS A POISONED PILL
- FROM A CUSTOMER
VALUE PERSPECTIVE
Companies concentrate on optimizing their core
business. Giving away products and services that they
would logically provide from a customer perspective,
but are not optimal when applying current business
and management logic.
Companies end up fighting for market share in ever
decreasing markets. Flatly excluding/ consciously
ignoring logical and lucrative extensions.
THIS IS THE CUSTOMER-JOB-TO-BE-
DONE THE COMPANY HELPS SOLVE
WHEN IT LAUNCHES
PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING
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22. INDUSTRY
TO CORE
BUSINESS
THE DEMISE FROM COMPANY TO
INDUSTRY AS A CONCEPT IS A POISONED PILL
- FROM A CUSTOMER
VALUE PERSPECTIVE
Companies concentrate on optimizing their core
business. Giving away products and services that they
would logically provide from a customer perspective,
but are not optimal when applying current business
and management logic.
Companies end up fighting for market share in ever
decreasing markets. Flatly excluding/ consciously
ignoring logical and lucrative extensions.
THIS IS THE JOB IT IS HELPING
CUSTOMERS SOLVE TODAY
[COMPANIES GET STUCK IN THE IDEA OF THE ORIGINAL JOB. NOT SEEING THAT AS PEOPLE ARE
PERFORMING AND SOLVING THE JOB THEY REDESIGN AND FRAGMENT IT. COMPANIES GET
STUCK ON THE MAIN DESIGN, IGNORING CONCIOUSLY THE EXTENSIONS THAT EMERGE]
PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING
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23. INDUSTRY
TO CORE
BUSINESS
THE DEMISE FROM COMPANY TO
INDUSTRY AS A CONCEPT IS A POISONED PILL
- FROM A CUSTOMER
VALUE PERSPECTIVE
Companies concentrate on optimizing their core
business. Giving away products and services that they
would logically provide from a customer perspective,
but are not optimal when applying current business
and management logic.
Companies end up fighting for market share in ever
decreasing markets. Flatly excluding/ consciously
ignoring logical and lucrative extensions.
THIS IS THE JOB THE COMPANY IS
SOLVING IN THE FUTURE
[EVENTUALLY THE ORIGINAL JOB MIGHT END UP AS JUST A NICHE DELIVERY. THE
CUSTOMER HAS MOVED ON TO DIFFERENT WAYS OF SOLVING THE ORIGINAL JOB]
PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING
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24. INDUSTRY
TO CORE
BUSINESS
THE DEMISE FROM COMPANY TO
INDUSTRY AS A CONCEPT IS A POISONED PILL
- FROM A CUSTOMER
VALUE PERSPECTIVE
Companies concentrate on optimizing their core
business. Giving away products and services that they
would logically provide from a customer perspective,
but are not optimal when applying current business
and management logic.
Companies end up fighting for market share in ever
decreasing markets. Flatly excluding/ consciously
ignoring logical and lucrative extensions.
THIS IS THE JOB THE COMPANY IS
SOLVING IN THE FUTURE
[EVENTUALLY THE ORIGINAL JOB MIGHT END UP AS JUST A NICHE DELIVERY. THE
CUSTOMER HAS MOVED ON TO DIFFERENT WAYS OF SOLVING THE ORIGINAL JOB]
HOW does core business and industry mindsets limit our ability to compete
QUESTION:
PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING
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25. 3CONCEPTS
TO SPARK YOUR IMAGINATION
IMAGE BY ERIC FISCHER ON FLICKR.COM
PART6:TWOCONCEPTSTOSPARKYOURIMAGINATION

26. THE
CONCENTRATED
MODEL
&
THE HIDDEN
SPACE
IMAGE BY KYLE LAD ON FLICKR.COM
PART6:TWOCONCEPTSTOSPARKYOURIMAGINATION

27. ACTIVE
OR PASSIVE
PART6:TWOCONCEPTSTOSPARKYOURIMAGINATION

28. PART6:TWOCONCEPTSTOSPARKYOURIMAGINATION
link

29. WHAT ARE WE DOING THAT DIRECTLY IMPACTS CUSTOMER VALUE? HOW ARE WE GOING TO SERVE THE CUSTOMERS BETTER? WHAT IS THE MOST VALUED OUTCOME WE CAN HELP THE CUSTOMER PRODUCE?
HOW CAN THE CUSTOMER BENEFIT FROM
FURTHER INDIVIDUALIZATION OF OUR
EXPERIENCE?
HOW CAN THE CUSTOMER BENEFIT FURTHER FROM VALUE TRANSFORMATION?
HOW DOES CORE BUSINESS AND INDUSTRY-THINKING LIMIT OUR
ABILITY TO COMPETE?
HOW DO WE CAPTURE WHAT VALUE FROM THE CUSTOMER?WHAT IS OUR CUSTOMER EXPERIENCE?
(COMPANIES SELL CUSTOMER INTERFACES /
EXPERIENCE - NOT PRODUCTS)
PAGE 3: CUSTOMER VALUE TENNØ
180360720.NO | JOKULL.IO
HOW CAN WE CREATE AND CAPTURE CUSTOMER VALUE?
A. WHAT ARE WE DOING THAT DIRECTLY IMPACTS CUSTOMER VALUE? HOW ARE WE GOING TO SERVE THE CUSTOMERS BETTER?
B. WHAT IS THE MOST VALUED OUTCOME WE CAN HELP THE CUSTOMER PRODUCE?
C. HOW CAN THE CUSTOMER BENEFIT FROM FURTHER INDIVIDUALIZATION OF OUR EXPERIENCE?
D. HOW CAN THE CUSTOMER BENEFIT FURTHER FROM VALUE TRANSFORMATION?
QUESTION:
PART6:TWOCONCEPTSTOSPARKYOURIMAGINATION
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30. Part 1: The Complexity Gap / Asymmetric Competition
WHAT IS YOUR CUSTOMER GAP / WHERE IS YOUR ASSYMETRIC COMPETITION COMING FROM?
Part 2: Fundamental Changes In The Nature Of Consumption
ARE YOU, THROUGH YOUR INNOVATION EFFORTS, TRYING TO PROLONG THE EXISTING PARADIGM
OR MIGRATE TO THE NEXT ZONE OF MUTATION?
Part 3: This is How Technology Works
are our current technologies limiting our outcome creation through a definite
number of behaviors - can we accommodate or create new behaviors?
SUBTITLE: DO WE NEED NEW TECHNOLOGIES TO ACCOMMODATE PRESENT AND FUTURE ECONOMIES?
Part 4: Business Strategy & The Value Chain
which component(s) of our value chain has or is close to detach, switch or weaken?
Part 5: Successful Innovators Don’t Care About Innovating
HOW does core business and industry mindsets limit our ability to compete?
Part 6: Two Concepts To Spark Your Imagination
A. WHAT ARE WE DOING THAT DIRECTLY IMPACTS CUSTOMER VALUE? HOW ARE WE GOING TO
SERVE THE CUSTOMERS BETTER?
B. WHAT IS THE MOST VALUED OUTCOME WE CAN HELP THE CUSTOMER PRODUCE?
c. HOW CAN THE CUSTOMER BENEFIT FROM FURTHER INDIVIDUALIZATION OF OUR EXPERIENCE?
d. HOW CAN THE CUSTOMER BENEFIT FURTHER FROM VALUE TRANSFORMATION?
SUMMARY
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ofQUESTIONS

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