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Design for Innovation with Business Intelligence
Design for Innovation with Business Intelligence
Design for Innovation with Business Intelligence
Design for Innovation with Business Intelligence
Design for Innovation with Business Intelligence
Design for Innovation with Business Intelligence
Design for Innovation with Business Intelligence
Design for Innovation with Business Intelligence
Design for Innovation with Business Intelligence
Design for Innovation with Business Intelligence
Design for Innovation with Business Intelligence
Design for Innovation with Business Intelligence
Design for Innovation with Business Intelligence
Design for Innovation with Business Intelligence
Design for Innovation with Business Intelligence
Design for Innovation with Business Intelligence
Design for Innovation with Business Intelligence
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Design for Innovation with Business Intelligence

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  • 1. DESIGN FOR INNOVATION (D4I)
    Design for Innovation with Business Intelligence
    By Dr. Iain Sanders, D4I Ltd
    © Design for Innovation Ltd. 2010-11
  • 2. Design for Innovation (D4I) with Business Intelligence (BI) involves:
    “the discovery, capture, application & refinement of game-changing analytics,
    to deliver continuous improvement & innovation,
    throughout the business”
    2
    © Design for Innovation Ltd. 2010-11
  • 3. 3
    For example:
    The best
    customer
    solutions to
    maximize
    customers’
    profitability
    For example:
    Your business model is now obsolete, limiting your effectiveness and ability to achieve a sustainable competitive advantage
    For example:
    technology,
    product &
    service
    value-
    creation
    What you don’t know about your customers and your business may be costing you millions!
    © Design for Innovation Ltd. 2010-11
  • 4. Jack Welch said:
    “We have only two sources of
    competitive advantage:
    The ability to learn more about our customers faster than the competition.
    The ability to turn that learning into action faster than the competition.”
    4
    © Design for Innovation Ltd. 2010-11
  • 5. 5
    Develop Your Customer Partnerships with BI:
    Involve Your Customers as Co-innovators
    Leadership
    Board
    Customer
    Intelligence
    Marketing
    R&D
    Sales
    Finance
    Operations
    Purchasing
    © Design for Innovation Ltd. 2010-11
  • 6. CUSTOMER INTELLIGENCE
    MARKETING INTELLIGENCE
    PERFORMANCE INTELLIGENCE
    BUSINESS INTELLIGENCE
    MAXIMIZE
    BUSINESS MODEL
    PAYBACK
    OPTIMIZE BUSINESS
    MODEL IDEATION
    OPTIMIZE
    BUSINESS MODEL
    IMPROVEMENT
    MAXIMIZE
    CUSTOMER LIFETIME
    VALUE
    B
    U
    S
    I
    N
    E
    S
    SREQUIREMENTS
    TECHNI
    C
    A
    L
    R
    E
    Q
    U
    I
    R
    E
    M
    E
    N
    T
    S
    OPTIMIZE
    CUSTOMER
    SEGMENTATION
    OPTIMIZE CRM
    DATA MINING
    TECHNIQUES
    MAXIMIZE
    MARKETING
    PAYBACK
    OPTIMIZE
    DATABASE
    MARKETING
    OPTIMIZE
    MARKETING
    METRICS
    PROCESS INTELLIGENCE
    OPTIMIZE
    PRODUCT & PROCESS
    IMPROVEMENT
    CONTINUOUS
    SYSTEMATIC
    INNOVATION
    OPTIMIZE
    PRODUCT & PROCESS
    REDESIGN
    BUSINESS INTELLIGENCE
    OPTIMIZE
    PERFORMANCE
    MANAGEMENT
    PATTERN
    RECOGNITION FOR
    REALIGNMENT
    OPTIMIZE SYSTEM
    DYNAMICS
    6
    © Design for Innovation Ltd. 2010-11
  • 7. Key to BI Failure
    Wrong Implementation Sequence
    7
    © Design for Innovation Ltd. 2010-11
  • 8. Approach to BI Development
    Unlike static stand-alone systems, a dynamic, integrated BI decision-support environment cannot be built in one big bang. Data and functionality must be rolled out in iterative releases, and each deployment is likely to trigger new requirements for the next release
    8
    © Design for Innovation Ltd. 2010-11
  • 9. Key to BI Success
    Proper Implementation Sequence
    9
    © Design for Innovation Ltd. 2010-11
  • 10. 10
    Customer Intelligence
    © Design for Innovation Ltd. 2010-11
  • 11. 11
    1.QUANTIFY
    CURRENT
    & FUTURE
    MARKET
    SHARE
    2. QUALIFY
    PROFITABLE
    MARKET
    GROWTH
    OPPORTUNITIES
    3. MAXIMIZE
    MARKET
    VALUE
    CREATION
    SOLUTIONS
    Marketing Intelligence
    © Design for Innovation Ltd. 2010-11
  • 12. 12
    Process Intelligence
    Examples…
    Operating Processes:
    • Developing vision & strategy
    • 13. Designing & developing products & services
    • 14. Marketing & selling products & services
    • 15. Delivering products & services
    • 16. Managing customer service
    Management & Support Processes:
    • Developing & managing human capital
    • 17. Managing information technology & knowledge
    • 18. Managing financial resources
    • 19. Acquiring, constructing & managing property
    • 20. Managing environmental health & safety
    • 21. Managing external relationships
    • 22. Managing improvement and change
    Tools… (e.g.)
    Lean Six Sigma
    Design for Lean Six Sigma
    Design for Innovation
    Ideation TRIZ
    © Design for Innovation Ltd. 2010-11
  • 23. 13
    Performance Intelligence
    © Design for Innovation Ltd. 2010-11
    Customer Satisfaction – who are our stakeholders and what do they want and need?
    Strategies – what strategies do we have to put in place to satisfy the wants and needs of these key stakeholders?
    Processes – what critical processes do we require if we are to execute these strategies?
    Capabilities – what capabilities do we need to operate and enhance these processes?
    Customer Contributions – what contributions do we require from our stakeholders if we are to maintain and develop these capabilities?
  • 24. 14
    Business Intelligence
    PARTNER
    NETWORK
    CUSTOMER
    RELATIONSHIP
    INFRASTRUCTURE
    CUSTOMER
    OFFER
    TARGET
    CUSTOMERS
    CORE
    CAPABILITIES
    portrays the network of cooperative agreements with other companies
    explains the relationships a company establishes with its customers
    VALUE
    PROPOSITION
    describes the customers and customer segments a company wants to offer value to
    outlines the capabilities required to run a company's business model
    DISTRIBUTION
    CHANNELS
    VALUE
    CONFIGURATION
    describes the channels to communicate and get in touch with customers
    describes the arrangement of activities and resources
    sums up the monetary consequences to run a business model
    describes the revenue streams through which money is earned
    COST
    STRUCTURE
    REVENUE
    STREAMS
    FINANCE
    gives an overall view of a company's bundle of products and services
    14
  • 25. Business Model Innovation
    CUSTOMER
    RELATIONSHIP
    PARTNER
    NETWORK
    CUSTOMER
    OFFER
    TARGET
    CUSTOMERS
    VALUE
    PROPOSITION
    DISTRIBUTION
    CHANNELS
    VALUE
    CONFIGURATION
    COST
    STRUCTURE
    REVENUE
    STREAMS
    FINANCE
    © Design for Innovation Ltd. 2010-11
    PN 1
    INFRASTRUCTURE
    CORE
    CAPABILITIES
    Industry / Market Structural changes
    Perception changes
    Unexpected successes
    Converging technologies
    Unexpected external events
    15
    Process weaknesses
    High-growth areas
    Demographic changes
    New knowledge
    Unexpected failures
  • 26. 16
    Discover
    what you
    don‘t know
    with
    BUSINESS
    FORESIGHT
    Use
    GAME-CHANGING ANALYTICS
    to facilitate
    CONTINUOUS INNOVATION:
    Make the unknowables
    IRRELEVANT!
    Make better
    use of what
    you know
    with
    BUSINESS
    INSIGHT
    What you don’t know about your customers doesn’t have to matter!
    © Design for Innovation Ltd. 2010-11
  • 27. 17
    DESIGN FOR INNOVATION (D4I)
    Thank you for your attention!
    Email: iain@designforinnovation.com
    Web: www.designforinnovation.com
    Web: www.gamechanginganalytics.com
    © Design for Innovation Ltd. 2010-11

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