Innovation Business Model Perspectives

1. “ i nnovation is the process of turning ideas into value and perspectives”

2. O pen I nnovation & S mart B usiness M odels Alar Kolk [email_address]

4. different levels of innovation business model innovation product & service innovation process innovation technology innovation

6. idea!

7. K nowledge Creation as the S elf-Transcending Process Nonaka & Konno 1998 i : individual g : group o : organization

11. It is estimated that a week’s worth of The Times…

15. Nonaka, Toyama, Konno 2000 K nowledge L eadership

16. K nowledge Creation as the S elf-Transcending Process Nonaka & Konno 1998

18. The Dow-Jones index of the largest companies traded on the U.S Stock … market declined 22%, the worst week in the index's 118-year history

24. Growth is top of mind for business executives. Strong, value creating revenue growth lies within reach of corporations that pursue best practice in innovation, strategy, marketing, operations and organizations . For companies aspiring to grow, where to compete is just as important as how. To choose the right battlegrounds, they must match their distinctive capabilities with sectors where profitability growth is likely to occur. W HERE and H OW to G row ?

25. H ow to G row ?

28. T ransformative B usiness D isciplines …

29. C orrelating Service Innovation Outcomes to The Ten Types of Innovation

30. T he Five Lessons of the (Service) Innovation Journey

32. Open Innovation means that valuable ideas can come from inside or outside the company (industry) and can go to market from inside or outside the company (industry) as well 1 . This approach places external ideas and external path to market on the same level of importance as that reserved for internal ideas and paths to market during the Closed Innovation era 2 . CLOSED & OPEN BUSINESS MODEL OPEN INNOVATION! 1,2 H.Chesbrough, 2003

33. Our current market Our new market Other firm´s market O pen i nnovation External technology insourcing Internal technology base External technology base Henry Chesbrough , 2004 Internal/external venture handling Licence, spin out, divest

34. At any given point in time, firms must follow a certain trajectory or path of competence development. This path not only defines what choices are open to the firm today, but it also puts bounds around what its internal repertoire is likely to be in the future 1 . STEP OUT OF THE BOX!!! PATH DEPENDENCY We had become stuck in our past and weren’t stretching far enough to innovate new ideas , to “step out of the box.” D avid O. Swain , ex. CTO, Boeing 1 Teece et al, 1997

35. Learning & Diversity Boeing VP Dick Paul & CTO David O. Swain went to P&G and asked how they were getting ideas and how they were thinking about R&D. After the visit they remarked, “P&G had some great thoughts, which affected what we did; we went home and did a couple of things differently and that was an example of us beginning to open our eyes to the world and trying to integrate that into our planning process

36. D ynamic capabilities as the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments 1 . S ome dynamic capabilities integrate resources (product development; strategic decision making), others focus on reconfiguration of recourses (knowledge brokering) within firm and other dynamic capabilities are related to the gain and release of recourses (knowledge creation routines; alliance, acquisition and exit routines) 2 . EXPLORATION & TRANSFORMATION DYNAMIC CAPABILITIES Roald Amundsen, Robert Scott, Umberto Nobile 1 Teece et al 1997 2 Eisenhardt and Martin 2000

38. Developing Portfolio of Capabilities Ope rational Capabilities Technological Capabilities Transforming Seizing Sensing Open Capabilities Dynamic Capabilities Learning Innovation

39. 1995 1998 2000 2003 2005 2004 2006 ? Core Search Ads Monetization Communications Collaboration ?

40. Microsoft® Sync

41. P latform leaders (companies that drive industry wide innovation for an evolving system of separately developed pieces of technology) are navigating challenges from wannabes (companies that want to be platform leaders) and complementors (companies that make ancillary products that expand the platform’s market. Platform leadership is the ability of a company to drive innovation around a particular platform technology at the broad industry level . Cusumano and Gawer (2002)

48. EADS Space Plane from London to Sydney – 2,5 hours

49. Space Tourists International Space Station (ISS) uus äri ning hotell? MEETING THE CHALLENGES OF SPACE TOURISM

51. LOCATION COMMUNITY LOCATION COMMERCE E-Commerce + M-Commerce = L-Commerce

52. GPS -Enabled LBS Subscribers by Region , World Market: 2005 to 2011 * * ABI Research

63. PLATFORMS & Business Models Google & Microsoft Google Earth Microsoft Virtual Earth

68. GROWTH & OPEN BUSINESS MODEL The business model provides a coherent framework that takes technological characteristics and potentials as inputs, and converts them through customers and markets into economic outputs 1 . A business model has two functions: 1.Value creation 2.Value capture 1 Chesbrough, Roosenbloom 2002

69. T raditional (product) V alue C hain vs. M odern (business model) V alue C hain

71. 20 senti 2 krooni 2 0 krooni 30 – 70 krooni

73. Focus in Business Model A business model is a conceptual tool that contains a big set of elements and their relationships and allows expressing the business logic of a specific firm. It is a description of the value a company offers to one or several segments of customers and of the architecture of the firm and its network of partners for creating, marketing, and delivering this value and relationship capital, to generate profitable and sustainable revenue streams. Osterwalder, Pigneur and Tucci (2005)

74. .. . improve it

75. Portfolio of Capabilities & Business Model Open Capabilities Dynamic Capabilities Operational Capabilities Technology Capabilities Portfolio

76. how do you measure the success of a business model?

77. Revenue Growth, Life Cycle & Innovation Dynamics Business model innovation has captured the attention of executives tasked with achieving growth in the face of increasing competitive pressure. Business model innovation suggests that if you took an existing product and repackaged how you sold it, you can hold off competitive pressures and even capture entirely new market segments.