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Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
Cadi 2010   Modulo 4   Outcome Driven Innovation
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Cadi 2010 Modulo 4 Outcome Driven Innovation

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  • 1. MODULO 4 CADI - INNOVACIÓN DE MODELOS DE NEGOCIO ITESM CAMPUS MONTERREY, FEB 2010 Tuesday, March 2, 2010
  • 2. REFLECTIONS DAY 1 Tuesday, March 2, 2010
  • 3. http://prezi.com/w0tbeu06yqwp/ Tuesday, March 2, 2010
  • 4. Tuesday, March 2, 2010
  • 5. Can we use link our evaluation criteria to the 8 Key Factors for Success? http://www.ted.com/talks/lang/eng/richard_st_john_s_8_secrets_of_success.html Tuesday, March 2, 2010
  • 6. Are we facilitating that the full creative potential of our students, or killing their inspiration and passion with OUR lack of vision? http://www.ted.com/talks/lang/eng/ken_robinson_says_schools_kill_creativity.html Tuesday, March 2, 2010
  • 7. IDEATION Innovación de Modelos de Negocio CADI - Campus Monterrey, 25. & 26.02.2010 Instructor: Daniel Pandza (daniel@paradygnamics.com) Tuesday, March 2, 2010
  • 8. WHERE TO START THE IDEATION PROCESS? Innovación de Modelos de Negocio CADI - Campus Monterrey, 25. & 26.02.2010 Instructor: Daniel Pandza (daniel@paradygnamics.com) Tuesday, March 2, 2010
  • 9. WHERE TO START LOOKING? Tuesday, March 2, 2010
  • 10. BECAUSE... MOST ENTREPRENEURS COUNT WITH RELATIVELY LOW RESOURCES, EXPERIENCE & CONNECTIONS Tuesday, March 2, 2010
  • 11. BECAUSE... ENTREPRENEURIAL PROJECTS SHOULD START IN THE EARLY STAGES OF NEW CATEGORY LIFE CICLES... Tuesday, March 2, 2010
  • 12. IT IS RECOMMENDED TO START WITH A FRESH CUSTOMER PERSPECTIVE Tuesday, March 2, 2010
  • 13. CASE DISCUSSION Innovación de Modelos de Negocio CADI - Campus Monterrey, 25. & 26.02.2010 Instructor: Daniel Pandza (daniel@paradygnamics.com) Tuesday, March 2, 2010
  • 14. http://cic.gda.itesm.mx/CIC/index.php?ver=busqueda.php&query=emprendedores%20de%20internet Innovación de Modelos de Negocio CADI - Campus Monterrey, 25. & 26.02.2010 Instructor: Daniel Pandza (daniel@paradygnamics.com) Tuesday, March 2, 2010
  • 15. KEY ACTIVITIES... 1. READ CASE 2. DISCUSS CASE IN TEAMS OF 5 3. DESIGN 3 DIFFERENT BUSINESS MODEL IDEAS BY FOLLOWING THE BUSINESS MODEL CANVAS. 4. PRESENT YOU BUSINESS MODEL IDEAS 5. COMPARE YOUR IDEAS WITH THE IDEAS OF THE OTHER TEAMS. ARE YOUR IDEAS DIFFERENTIATED? 6. HOW CAN YOU IMPROVE THE DIFFERENTIATION OF YOUR BUSINESS MODEL? 7. HOW CAN YOU IMPROVE THE PROFITABILITY OF YOUR BUSINESS MODEL IDEAS? 8. WHAT DID THE ENTREPRENEURS DO? (VIDEO) Tuesday, March 2, 2010
  • 16. SPOTTING UNDERSERVED CUSTOMER NEEDS Tuesday, March 2, 2010
  • 17. DUE TO VALUE MIGRATION, COMPANIES NEED TO CONSTANTLY EXPLORE NEW OPPORTUNITIES FOR DIFFERENTIATION. Recommended Reading - Adrian Slywotzky (1996) Value Migration. 17 Tuesday, March 2, 2010
  • 18. WHAT DOES ALL THIS MEAN? YESTERDAY TOMORROW 18 Tuesday, March 2, 2010
  • 19. UNDERSTANDING CUSTOMER NEEDS, WE CAN DESIGN A PORTFOLIO OF NEW PRODUCT IDEAS & BUSINESS MODELS 19 Tuesday, March 2, 2010
  • 20. !""#$%&!'"( )*+&%,#-*&"!%( !"#$%&$' ()"!*+,-".' !"#$%&!'() !"#$%&'$( !$*)+,-,(') )*"$"%$+( !""#$%&!'"( )*(+,#&*-#-( !"#$%&%'()* !"# +,%-./&"0* !""#$%&!'"( )*"&!#"%+( Source: Tim Brown (2008). Design Thinking. Harvard Business Review. June 2008. Tuesday, March 2, 2010
  • 21. Tuesday, March 2, 2010
  • 22. ON WHICH OF THESE INGREDIENTS SHOULD WE BUILD THE FOUNDATION OF OUR NEW BUSINESS? 22 Tuesday, March 2, 2010
  • 23. MASLOW’S HIERARCHY OF NEEDS Tuesday, March 2, 2010
  • 24. • WHAT COMPANIES COMPLAIN ABOUT • Customers do not know what they want. • Customers cannot articulate their needs. • Customers have latent needs - they don’t know they have. • Customer requirements change quickly over time. • THE TRUTH IS… • Companies do not know what a need is or how to listen to customers. Source - Anthony Ulwick (2009). What is Outcome Driven Innovation. Whitepaper. www.strategyn.com. Tuesday, March 2, 2010
  • 25. Customer hire products in order to get a JOB® done! JOB TO BE DONE... ...a fundamental problem in a given situation that needs a solution. Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn. Tuesday, March 2, 2010
  • 26. A CUSTOMER NEED MUST... • Be based on a system of value measurement that is universally accepted by customers System of • Be relevant now and in the future Measurement • Not be left open to interpretation • Not confound the way it or other need statements are prioritized Structure, Content and Format Source - Anthony Ulwick (2009). What is Outcome Driven Innovation. Whitepaper. www.strategyn.com. Tuesday, March 2, 2010
  • 27. Source - Anthony Ulwick (2009). What is Outcome Driven Innovation. Whitepaper. www.strategyn.com. Tuesday, March 2, 2010
  • 28. Tuesday, March 2, 2010
  • 29. WAIT A MINUTE! Tuesday, March 2, 2010
  • 30. DOES THIS SOUND FAMILIAR? Tuesday, March 2, 2010
  • 31. YES, YESTERDAY WE HAVE SEEN THE FOLLOWING SLIDES ON CUSTOMER VALUE PERCEPTION Tuesday, March 2, 2010
  • 32. Source - Woodall (2005) Conceptualizing Value for the Customer. Innovación de Modelos de Negocio CADI - Campus Monterrey, 25. & 26.02.2010 Instructor: Daniel Pandza (daniel@paradygnamics.com) Tuesday, March 2, 2010
  • 33. Source - Woodall (2005) Conceptualizing Value for the Customer. Innovación de Modelos de Negocio CADI - Campus Monterrey, 25. & 26.02.2010 Instructor: Daniel Pandza (daniel@paradygnamics.com) Tuesday, March 2, 2010
  • 34. THE QUESTION IS HOW TO ORGANIZE THE INFORMATION Tuesday, March 2, 2010
  • 35. Tuesday, March 2, 2010
  • 36. Tuesday, March 2, 2010
  • 37. Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn. SPOTTING UNDERSERVED NEEDS • The metrics can be uncovered using any of the popular interviewing methods... • Personal interview, focus groups, ethnographic interviews, etc. • Desired outcome statements must conform to a specific structure and follow a set of stringent rules in order to avoid unwanted sources of variability that alter the importance and satisfaction ratings customers give the statements. Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn. Tuesday, March 2, 2010
  • 38. WHEN IS A NEED UNMET? If a desired outcome is both important and unsatisfied, it is unmet ✦ The more important and less satisfied an outcome is (the more unmet it is) the greater it represents an opportunity for value creation ✦ Outcomes are prioritized based on their attractiveness as opportunities for value creation Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn. Tuesday, March 2, 2010
  • 39. Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn. SPOTTING UNDERSERVED NEEDS • Companies must ... • ...analyze the job of interest • ...ascertain from customers what must be measured and controlled to ensure the job is executed with the speed, predictability and output customers desire. • The metrics customer use to measure the successful execution of a job are called DESIRED OUTCOMES. • Desired outcomes are customer needs! Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn. Tuesday, March 2, 2010
  • 40. JOB BASED VIEW OF THE MARKET • What fundamental problem is the customer trying to solve? • What objectives to customers use to evaluate solutions? • What barriers limit the solution? • What solutions do customers consider? • What opportunities exist for innovative solutions? Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn. Tuesday, March 2, 2010
  • 41. WHAT IS THE JOB TO BE DONE OF A TRASH BIN? 41 Tuesday, March 2, 2010
  • 42. Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn. JOB MAPS... • The map serves as a framework around which customer needs (desired outcomes) are gathered. • Once a job map is created for a specific functional job, customer needs can be captured for each step in the job map. • When need statements that describe issues related to the speed, stability and output of each process step are captured, all needs are known. • Most jobs consist of 8 to 12 process steps, that 6-12 needs exist per process step, and that approximately 50-150 needs exist for any given job. • When the job is the unit of analysis, there is no such thing as an unarticulated or latent customer need - customers clearly know what jobs they are trying to get done and how they measure success. Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn. Tuesday, March 2, 2010
  • 43. Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn. WHY THE JOB MAP IS SO IMPORTANT... • The map does not show what the customer is doing (solution view); rather it describes what the customer is trying to get done (needs view). • All jobs consist of some or all of the eight fundamental process steps: 43 Tuesday, March 2, 2010
  • 44. WHAT ARE THE KEY “JOBS” OF A WALL? PROTECT SUSTAIN BUILDINGS HOLD FLAT SCREEN TV’S 44 Tuesday, March 2, 2010
  • 45. … AND WHY DO WE HAVE WINDOWS? Tuesday, March 2, 2010
  • 46. AND WHY DOORS HAVE DOOR LOCKS? DO WHY RS? D O … AN E DO E US 46 W Tuesday, March 2, 2010
  • 47. USUALLY PRODUCTS ARE GREAT FOR DOING SOME JOBS,... BUT TERRIBLE AT DOING OTHER JOBS... Tuesday, March 2, 2010
  • 48. A JOBS TO BE DONE VIEW OF THE CUSTOMER WILL EXPAND YOUR VISION & ENABLE YOU TO SENSE OPPORTUNITIES FOR BUSINESS MODEL INNOVATIONS. ... 48 Tuesday, March 2, 2010
  • 49. THAT’S WHY WE HAVE TO LOOK AT THE JOB HOLISTICALLY…. Tuesday, March 2, 2010
  • 50. SUBJECT SITUATION SATISFACTION Tuesday, March 2, 2010
  • 51. IF WE DO THAT, WE MIGHT JUST DISCOVER THE NEXT BIG THING! Tuesday, March 2, 2010
  • 52. NOW LET’S TAKE A LOOK AT SEGMENTATION... Tuesday, March 2, 2010
  • 53. MARKET SEGMENTATION = A MARKET TECHNIQUE THAT TARGETS A GROUP OF CUSTOMERS WITH SPECIFIC CHARACTERISTICS... Tuesday, March 2, 2010
  • 54. TRADITIONAL SEGMENTATION CRITERIA Tuesday, March 2, 2010
  • 55. TRADITIONAL SEGMENTATION CRITERIA MAYBE USEFUL FOR MEDIA SELECTION, BUT NOT FOR NEW PRODUCT DEVELOPMENT Tuesday, March 2, 2010
  • 56. WHAT DOES THIS MEAN? Tuesday, March 2, 2010
  • 57. WE USE SEGMENTATION CRITERIA AS THE BASIS FOR IDEA GENERATION THAT MIGHT SATISFY THE NEEDS OF THE CONSUMER? Tuesday, March 2, 2010
  • 58. WHY DON´T WE JUST TRY TO COMPREHEND THE CUSTOMER NEEDS DIRECTLY? WOULDN´T THIS BE MUCH EASIER & INCREASE THE PROBABILITY OF SUCCESS? Tuesday, March 2, 2010
  • 59. Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn. WHY NOT JOB BASED SEGMENTATION... 59 Tuesday, March 2, 2010
  • 60. OVERSERVED APPROPRIATELY UNDERSERVED SERVED 60 Tuesday, March 2, 2010
  • 61. IN ORDER TO PERFORM NEW TASKS & BE EFFECTIVE OR DEAL WITH NEW PARTNERS FROM NEW OR NEW VALUE CUSTOMER PROPOSITIONS SEGMENTS WE MIGHT HAVE IF WE NEED TO GET NEW NEW REVENUE RESOURCES OR STREAMS COMPETENCIES 61 Tuesday, March 2, 2010
  • 62. THE ART OF INNOVATION IN THIS WORKSHOP WE HAVE SEEN DIFFERENT TOOLS AND Partneorrk w COM Net METHODOLOGIES THAT CANETITIVE A P GUIDE s DVAN s TAGE OUR CLIENTS IN THE l Bu sinePURSUIT OF e - Mo d CONVERTING THEIR DREAMS INTO sso u rce Re ess n sio n ln PROFITABLE BUSINESS MODELS. fu l u iff ptio ore D do C s& & A e iliti pa b rce s Ca sou m er Res YOUR TASK IS TO INVEST TIME us to s C ed Ne AND EFFORT AND PRACTICE THE APPLICATION OF THESE aTOOLS. lue n V tio ig ra M Tuesday, March 2, 2010

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