Why your next
CEO is a designer

October 2013
Patrick van der Pijl
@patrickpijl
#bmgen
LAST YEARS…
I INTRODUCED YOU
TO BUSINESS MODEL
THINKING
NOW I WOULD LIKE
TO SHOW YOU THE
LATEST INSIGHTS
BUSINESS MODEL
THINKING AND
PRACTICING
TRAINING COURSES
Tallinn (EST)

Bilbao (ESP)

Tokyo (JAP)

Hawaii (USA)

Amsterdam (NET)

Santiago (CHI)

Zagreb (CRO)

Paris (FRA)

Los An...
START-UP
PROGRAMS
IN AMSTERDAM AND BUCHAREST
AS ENGINE IN INCUBATORS (I)
AS ENGINE IN INCUBATORS (II)
BUSINESS MODEL
INNOVATION
WHAT WE
LEARNED…
IS ABOUT
NEW TOOLS
NEW SKILLS
NEW MINDSET
FOR THE CEO…
AND HIS TEAM!
JUST BEFORE WE
START…
Q:
WHO IS FAMILIAR
WITH THE BUSINESS
MODEL CANVAS?
KEY ACTIVITIES

VALUE PROPOSITIONS

CUSTOMER
SEGMENTS

KEY PARTNERS

COST STRUCTURE

CUSTOMER
RELATIONSHIPS

KEY RESOURCES...
WE NEED TO
RETHINK THE WAY
WE DO BUSINESS!
DESIGNING BETTER BUSINESSES
WHY?
TODAY…
…WE SEE FORCES
WE HAVEN’T SEEN
BEFORE…
…WE CALL THEM
NEW RULES
OF THE BUSINESS
GAME.
Q:
WHICH ONE HAS
MOST IMPACT?
SUSTAINABILITY
CREDIT CRISIS
UPCOMING MARKETS
NEW GROWTH REGIONS
GENERATION Z
ONLINE REVOLUTION
NEW TECHOLOGY
THROUGH THE
POWER OF INTERNET
AND SOCIAL MEDIA
WE CAN START A
BUSINESS AT
ALMOST ZERO COST
DOES THAT HELP US
DESIGNING BETTER
BUSINESSES?
LET’S SEE HOW
THAT PLAYS OUT
FOR
START-UPS…
AND CORPORATES…
LET’S LOOK INTO
SOME EXAMPLES
OF BUSINESS
MODEL
INNOVATION
SO YOU COME UP WITH A NEW IDEA…
AND YOU THINK IT IS
WORTH A FORTUNE!
BUT IT IS NOT!
BECAUSE AN IDEA…
OR BUSINESS
MODEL…
IS ONLY ON PAPER AND IS…
DESIGNING BETTER BUSINESSES
IT HAS
NO VALUE
ZERO
EVERY IDEA IS
ALREADY
INVENTED…
ONLY NOT BY YOU!
HOW COME?
BECAUSE WE ALL
HAVE THE SAME
PERSONAL
FRUSTRATIONS…
AND WE HAVE ALL
ACCESS TO THE
SAME INFORMATION
SO WHAT YOU DO?
DO YOU GO
FASTER
TO MARKET?
OR DO YOU…
NOT EVEN
START?
OR DO YOU
‘LEARN’ FROM
OTHERS?
OR WRITE A
BUSINESS PLAN?
WELL…
HE WAS
CLEARLY NOT
THE FIRST to
MARKET…

71	
  
SO HOW YOU TURN
YOUR IDEA INTO A
VIABLE PRODUCT?
AND IF YOU HAVE A
VIABLE PRODUCT…
HOW ARE YOU ABLE
TO SELL IT?
SO LET’S GET BACK
TO YOUR IDEA…
YOU ASSUME THERE
ARE CUSTOMERS…
WHO WANT YOUR
PRODUCT…
AND… THAT THEY
ARE WILLING TO PAY
FOR IT!
BUT HOW YOU
FIGURE THAT OUT?
PLEASE LOOK INTO
THE FOLLOWING…
Source: Alex Osterwalder Instagram
YOU NEED TO TEST
YOUR ASSUMPTIONS
YOU NEED TO
CLARIFY YOUR
ASSUMPTIONS
GO OUT OF THE BUILDING…
KNOCK ON THE CUSTOMERS DOOR…
AND TALK TO THEM!
BEWARE!
DON’T DO IT THE
EASY WAY…
DON’T HIRE AN
AGENCY…
OR
SET UP A TEST
PANEL
BUT DO IT
YOURSELF!
THE MORE YOU
LEARN, THE SOONER
YOU SUCCEED
WHY?
YOU’LL INVENT
SOMETHING PEOPLE
DON’T NEED…
EXAMPLE OF
SEGWAY
NEED I SAY MORE?
WHO HAD ONE?
WHAT THEY HAVE IN
COMMON?
THEY SOLVE AN
IRRELEVANT JOB!
YOU NEED TO ASK
YOURSELF THE
FOLLOWING
IS THE PROBLEM A
REAL PROBLEM?
CAN WE IDENTIFY
THE NEED?
DO WE IDENTIFY A
TARGET CUSTOMER
SEGMENT?
AND ARE THEY
WILLING TO PAY FOR
THIS…?
YOU HAVE TO DO
THIS TOGETHER…
AND GO OUT TO
TALK TO
CUSTOMERS…
AND MAKE
PIVOTS…
WHAT PIVOTS?
PIVOT YOUR IDEA OR VALUE PROPOSITION
QUALITY AND MARGIN WAS NOT THE JOB…
PIVOT YOUR BUSINESS MODEL
ILOST CHANGED THEIR BUSINESS MODEL
A TRAVEL AGENT CLOSES THEIR SHOPS
PIVOT YOUR CUSTOMERS
NOT PARENTS AND CHILDREN BUT…
PIVOT YOUR TECHNIQUE
ONLY THEN YOU CAN SUCCEED…
AS A START-UP…
OR A CORPORATE START UP…
IT’S A VERY
STRUCTURED
PROCESS…
SO…
WHAT ABOUT
NEW TOOLS
THE BUSINESS
MODEL
CANVAS
THE BUSINESS MODEL

CANVAS
A BUSINESS MODEL
DESCRIBES THE RATIONALE
OF HOW AN ORGANIZATION
CREATES, DELIVERS, AND
CAPTURES VALUE
KEY ACTIVITIES

VALUE PROPOSITIONS

CUSTOMER
SEGMENTS

KEY PARTNERS

COST STRUCTURE

CUSTOMER
RELATIONSHIPS

KEY RESOURCES...
CURRENT BUSINESS MODEL

WHO ARE OUR KEY
PARTNERS?
WHAT IS OUR
MOTIVATION TO WORK
WITH PARTNERS?
WHAT KEY
RESOURCES DO WE
A...
THE VALUE
PROPOSITION
DESIGNER
UNDERSTANDING
ALL ABOUT YOUR
CUSTOMERS
THINK&FEEL
THINK&FEEL
THINK&FEEL
THINK&FEEL

§ 
§ 
§ 
§ 

§ 
§ 
§ 
§ 

HEAR
HEAR
HEAR
HEAR

§ 
§ 
§ 
§ 

§ 
§...
BUT THAT’S NOT
ENOUGH…
WHAT ABOUT THE
JOB YOU GET DONE?
CLAYTON
CHRISTENSEN
§  GAIN CREATORS
§  GAIN CREATORS

§  GAINS

§  GAIN CREATORS
§  PRODUCT

§  GAIN CREATORS

§  SERVICE

§  GAINS
§...
THE CONTEXT
MAP
WHERE IS
COMPETITION IN THE
CANVAS?
WHERE DO I SEE
CUSTOMER NEEDS?
HOW DO I IDENTIFY
RELEVANT TRENDS?
CONTEXT CANVAS
THE VISION
MAP
WHAT WOULD YOU
LIKE TO ACHIEVE?
WHAT ARE YOUR
GOALS?
MA

NE N
GAZI

AME

URE/
PICT NT
E
MOM

PICTURE/
MOMENT

PICTURE/
MOMENT

PICTURE/
MOMENT

PICTURE/
MOMENT

PICTURE/
MOMEN...
NEW SKILLS
WE BASICALLY NEED
DESIGNERS TO HAVE
A SEAT AT THE
TABLE
OR WE SHOULD
THINK AND ACT LIKE
DESIGNERS.
OBSERVE
WHEREVER YOU LOOK
THAT’S WHAT YOU
SEE.
JERRY SEINFELD
“MOLESKINE AS A PLATFORM FOR
PERSONAL MEANING”
THINK
VISUALLY
DRAWING IS THE
NEW WRITING
EYES, PENCILS AND THE HAND
MAY BE TOOLS OF THE PAST,
…I BELIEVE THEY ARE TOOLS
OF THE FUTURE.
John Maeda, RISD
DESIGNING BETTER BUSINESSES
BUT THAT’S NOT
ENOUGH…
IDEATE
CURRENT BUSINESS MODEL	
  
KEY
PARTNERS
	
  
	
  
	
  

KEY
ACTIVITIES
	
  
	
  

KEY
RESOURCES
	
  

COST STRUCTURE

VALU...
CURRENT BUSINESS MODEL	
  
KEY
PARTNERS
	
  
	
  
	
  

KEY
ACTIVITIES
	
  
	
  

KEY
RESOURCES

COST STRUCTURE

VALUE
PRO...
CURRENT BUSINESS MODEL	
  
KEY
PARTNERS
	
  
	
  
	
  

KEY
ACTIVITIES
	
  
	
  

KEY
RESOURCES
	
  

COST STRUCTURE

VALU...
CURRENT BUSINESS MODEL	
  
KEY
PARTNERS

KEY
ACTIVITIES
	
  
	
  

KEY
RESOURCES
	
  

COST STRUCTURE

VALUE
PROPOSITION
	...
YOU NEED TO BE
ABLE TO JUGGLE
WITH BUSINESS
MODELS
PROTOTYPING
the past was about
choosing solutions
the future is about
generating options
Frank Gehry
8 PROTOTYPES
SEE THE
FUTURE
THERE IS ONLY ONE
WAY TO LIVE IN A
WORLD OF SPEED,
SURPRISE, NOISE AND
RESPONSIVENESS
Grant McCracken
THAT IS TO VISIT
THE FUTURE
FREQUENTLY
Grant McCracken
ALLOW FOR MANY
POSSIBLE, PLAUSIBLE
FUTURES
THE BEST WAY TO
PREDICT THE
FUTURE IS TO
CREATE IT
PETER DRUCKER
WE’LL WORK ON
THIS TOMORROW!
SO WHAT DOES
THAT MEAN FOR THE
CEO?
HE NEEDS TO THINK
AND ACT LIKE A
DESIGNER TOO.
HE NEEDS TO GO
BACK TO SCHOOL!
BUT NOT TO
HARVARD OR
STANFORD…
BUT TO THE
COLLEGE OF THE
ARTS…
WHERE THEY
PREPARE THE NEW
GENERATION OF
LEADERS FOR A
WORLD…
THAT IS NOT ONLY
PROFITABLE…
BUT ALSO
SUSTAINABLE,
ETHICAL AND TRULY
MEANINGFUL.
A SUPERMAN
Last thing.
We want to challenge
the status quo.
Challenge the way we
design business.
To think different.
Because if YOU love
what you do…
You are more creative &
productive.
LET’S
DESIGN BETTER
BUSINESS
patrick@businessmodelsinc.com

DESIGNING BETTER BUSINESSES
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Your Next CEO is a Designer
Upcoming SlideShare
Loading in...5
×

Your Next CEO is a Designer

34,922

Published on

Nowadays markets require CEO's who are more than top executives and linear thinkers. We need them to think and act like designers. Why? Designers think differently. In nowadays world we need not to just execute but we need to understand our customers better. We need to continuously improve our business model. We need in - order to be competitive - to apply new tools, develop new skills and get new mindsets. And this is what the presentation is about. We need CEO's to go back to school. Not for their MBA but for their Design MBA.

Published in: Business
9 Comments
116 Likes
Statistics
Notes
No Downloads
Views
Total Views
34,922
On Slideshare
0
From Embeds
0
Number of Embeds
26
Actions
Shares
0
Downloads
0
Comments
9
Likes
116
Embeds 0
No embeds

No notes for slide

Your Next CEO is a Designer

  1. 1. Why your next CEO is a designer October 2013 Patrick van der Pijl
  2. 2. @patrickpijl #bmgen
  3. 3. LAST YEARS…
  4. 4. I INTRODUCED YOU TO BUSINESS MODEL THINKING
  5. 5. NOW I WOULD LIKE TO SHOW YOU THE LATEST INSIGHTS
  6. 6. BUSINESS MODEL THINKING AND PRACTICING
  7. 7. TRAINING COURSES
  8. 8. Tallinn (EST) Bilbao (ESP) Tokyo (JAP) Hawaii (USA) Amsterdam (NET) Santiago (CHI) Zagreb (CRO) Paris (FRA) Los Angeles (USA)
  9. 9. START-UP PROGRAMS
  10. 10. IN AMSTERDAM AND BUCHAREST
  11. 11. AS ENGINE IN INCUBATORS (I)
  12. 12. AS ENGINE IN INCUBATORS (II)
  13. 13. BUSINESS MODEL INNOVATION
  14. 14. WHAT WE LEARNED…
  15. 15. IS ABOUT
  16. 16. NEW TOOLS
  17. 17. NEW SKILLS
  18. 18. NEW MINDSET
  19. 19. FOR THE CEO…
  20. 20. AND HIS TEAM!
  21. 21. JUST BEFORE WE START…
  22. 22. Q: WHO IS FAMILIAR WITH THE BUSINESS MODEL CANVAS?
  23. 23. KEY ACTIVITIES VALUE PROPOSITIONS CUSTOMER SEGMENTS KEY PARTNERS COST STRUCTURE CUSTOMER RELATIONSHIPS KEY RESOURCES CHANNELS REVENUE STREAMS
  24. 24. WE NEED TO RETHINK THE WAY WE DO BUSINESS!
  25. 25. DESIGNING BETTER BUSINESSES
  26. 26. WHY?
  27. 27. TODAY…
  28. 28. …WE SEE FORCES WE HAVEN’T SEEN BEFORE…
  29. 29. …WE CALL THEM NEW RULES OF THE BUSINESS GAME.
  30. 30. Q: WHICH ONE HAS MOST IMPACT?
  31. 31. SUSTAINABILITY
  32. 32. CREDIT CRISIS
  33. 33. UPCOMING MARKETS
  34. 34. NEW GROWTH REGIONS
  35. 35. GENERATION Z
  36. 36. ONLINE REVOLUTION
  37. 37. NEW TECHOLOGY
  38. 38. THROUGH THE POWER OF INTERNET AND SOCIAL MEDIA
  39. 39. WE CAN START A BUSINESS AT ALMOST ZERO COST
  40. 40. DOES THAT HELP US DESIGNING BETTER BUSINESSES?
  41. 41. LET’S SEE HOW THAT PLAYS OUT FOR
  42. 42. START-UPS…
  43. 43. AND CORPORATES…
  44. 44. LET’S LOOK INTO SOME EXAMPLES
  45. 45. OF BUSINESS MODEL INNOVATION
  46. 46. SO YOU COME UP WITH A NEW IDEA…
  47. 47. AND YOU THINK IT IS WORTH A FORTUNE!
  48. 48. BUT IT IS NOT!
  49. 49. BECAUSE AN IDEA…
  50. 50. OR BUSINESS MODEL…
  51. 51. IS ONLY ON PAPER AND IS…
  52. 52. DESIGNING BETTER BUSINESSES
  53. 53. IT HAS NO VALUE
  54. 54. ZERO
  55. 55. EVERY IDEA IS ALREADY INVENTED…
  56. 56. ONLY NOT BY YOU!
  57. 57. HOW COME?
  58. 58. BECAUSE WE ALL HAVE THE SAME PERSONAL FRUSTRATIONS…
  59. 59. AND WE HAVE ALL ACCESS TO THE SAME INFORMATION
  60. 60. SO WHAT YOU DO?
  61. 61. DO YOU GO FASTER TO MARKET?
  62. 62. OR DO YOU… NOT EVEN START?
  63. 63. OR DO YOU ‘LEARN’ FROM OTHERS?
  64. 64. OR WRITE A BUSINESS PLAN?
  65. 65. WELL… HE WAS CLEARLY NOT THE FIRST to MARKET… 71  
  66. 66. SO HOW YOU TURN YOUR IDEA INTO A VIABLE PRODUCT?
  67. 67. AND IF YOU HAVE A VIABLE PRODUCT…
  68. 68. HOW ARE YOU ABLE TO SELL IT?
  69. 69. SO LET’S GET BACK TO YOUR IDEA…
  70. 70. YOU ASSUME THERE ARE CUSTOMERS…
  71. 71. WHO WANT YOUR PRODUCT…
  72. 72. AND… THAT THEY ARE WILLING TO PAY FOR IT!
  73. 73. BUT HOW YOU FIGURE THAT OUT?
  74. 74. PLEASE LOOK INTO THE FOLLOWING…
  75. 75. Source: Alex Osterwalder Instagram
  76. 76. YOU NEED TO TEST YOUR ASSUMPTIONS
  77. 77. YOU NEED TO CLARIFY YOUR ASSUMPTIONS
  78. 78. GO OUT OF THE BUILDING…
  79. 79. KNOCK ON THE CUSTOMERS DOOR…
  80. 80. AND TALK TO THEM!
  81. 81. BEWARE!
  82. 82. DON’T DO IT THE EASY WAY…
  83. 83. DON’T HIRE AN AGENCY…
  84. 84. OR SET UP A TEST PANEL
  85. 85. BUT DO IT YOURSELF!
  86. 86. THE MORE YOU LEARN, THE SOONER YOU SUCCEED
  87. 87. WHY?
  88. 88. YOU’LL INVENT SOMETHING PEOPLE DON’T NEED…
  89. 89. EXAMPLE OF SEGWAY
  90. 90. NEED I SAY MORE?
  91. 91. WHO HAD ONE?
  92. 92. WHAT THEY HAVE IN COMMON?
  93. 93. THEY SOLVE AN IRRELEVANT JOB!
  94. 94. YOU NEED TO ASK YOURSELF THE FOLLOWING
  95. 95. IS THE PROBLEM A REAL PROBLEM?
  96. 96. CAN WE IDENTIFY THE NEED?
  97. 97. DO WE IDENTIFY A TARGET CUSTOMER SEGMENT?
  98. 98. AND ARE THEY WILLING TO PAY FOR THIS…?
  99. 99. YOU HAVE TO DO THIS TOGETHER…
  100. 100. AND GO OUT TO TALK TO CUSTOMERS…
  101. 101. AND MAKE PIVOTS…
  102. 102. WHAT PIVOTS?
  103. 103. PIVOT YOUR IDEA OR VALUE PROPOSITION
  104. 104. QUALITY AND MARGIN WAS NOT THE JOB…
  105. 105. PIVOT YOUR BUSINESS MODEL
  106. 106. ILOST CHANGED THEIR BUSINESS MODEL
  107. 107. A TRAVEL AGENT CLOSES THEIR SHOPS
  108. 108. PIVOT YOUR CUSTOMERS
  109. 109. NOT PARENTS AND CHILDREN BUT…
  110. 110. PIVOT YOUR TECHNIQUE
  111. 111. ONLY THEN YOU CAN SUCCEED…
  112. 112. AS A START-UP…
  113. 113. OR A CORPORATE START UP…
  114. 114. IT’S A VERY STRUCTURED PROCESS…
  115. 115. SO… WHAT ABOUT
  116. 116. NEW TOOLS
  117. 117. THE BUSINESS MODEL CANVAS
  118. 118. THE BUSINESS MODEL CANVAS
  119. 119. A BUSINESS MODEL DESCRIBES THE RATIONALE OF HOW AN ORGANIZATION CREATES, DELIVERS, AND CAPTURES VALUE
  120. 120. KEY ACTIVITIES VALUE PROPOSITIONS CUSTOMER SEGMENTS KEY PARTNERS COST STRUCTURE CUSTOMER RELATIONSHIPS KEY RESOURCES CHANNELS REVENUE STREAMS
  121. 121. CURRENT BUSINESS MODEL WHO ARE OUR KEY PARTNERS? WHAT IS OUR MOTIVATION TO WORK WITH PARTNERS? WHAT KEY RESOURCES DO WE ACQUIRE THROUGH PARTNERS? WHAT KEY ACTIVITIES DO OUR PARTNERS PERFORM? WHAT TYPE OF KEY ACTIVITIES DO WE PERFORM? WHAT CUSTOMER NEEDS DO WE SATISFY? WHAT PROBLEM DO WE HELP OUR CUSTOMERS SOLVE? WHAT KEY RESOURCES DOES OUR PROPOSITION REQUIRE? PHYSICAL? INTELLECTUAL? HUMAN? FINANCIAL? WHAT ADVANTAGES DO OUR PRODUCTS AND SERVICES PROVIDE OUR CUSTOMERS WITH? WHAT PRODUCTS AND SERVICES DO WE DELIVER TO OUR CUSTOMERS WHAT IS THE SIZE OF EACH COST? WHAT KIND OF RELATIONSHIP DO WE MAINTAIN WITH OUR CUSTOMERS? PERSONAL CONTACT? AUTOMATIC? SELFSERVICE? THROUGH WHAT CHANNELS DO WE DELIVER OUR PRODUCTS AND SERVICES? WHAT REVENUE STREAMS DO WE GENERATE? WHO IS OUR CUSTOMER? FOR WHOM DO WE CREATE VALUE? CAN WE DISTINGUISH DIFFERENT CUSTOMER SEGMENTS? WHAT IS THE SIZE OF EACH REVENUE STREAM?
  122. 122. THE VALUE PROPOSITION DESIGNER
  123. 123. UNDERSTANDING ALL ABOUT YOUR CUSTOMERS
  124. 124. THINK&FEEL THINK&FEEL THINK&FEEL THINK&FEEL §  §  §  §  §  §  §  §  HEAR HEAR HEAR HEAR §  §  §  §  §  §  §  §  SEE SEE SEE SEE SAY&DO SAY&DO SAY&DO SAY&DO §  PAINS §  PAINS §  GAINS §  GAINS §  PAINS §  GAINS
  125. 125. BUT THAT’S NOT ENOUGH…
  126. 126. WHAT ABOUT THE JOB YOU GET DONE?
  127. 127. CLAYTON CHRISTENSEN
  128. 128. §  GAIN CREATORS §  GAIN CREATORS §  GAINS §  GAIN CREATORS §  PRODUCT §  GAIN CREATORS §  SERVICE §  GAINS §  GAINS §  GAINS §  JOB §  GAIN CREATORS §  JOB §  JOB §  PRODUCT §  JOB §  SERVICE §  PAIN KILLERS §  JOB §  PAINS §  PAIN KILLERS §  PRODUCT §  PAIN KILLERS §  PAIN KILLERS §  PAIN KILLERS §  PAINS §  PAINS §  PAINS
  129. 129. THE CONTEXT MAP
  130. 130. WHERE IS COMPETITION IN THE CANVAS?
  131. 131. WHERE DO I SEE CUSTOMER NEEDS?
  132. 132. HOW DO I IDENTIFY RELEVANT TRENDS?
  133. 133. CONTEXT CANVAS
  134. 134. THE VISION MAP
  135. 135. WHAT WOULD YOU LIKE TO ACHIEVE?
  136. 136. WHAT ARE YOUR GOALS?
  137. 137. MA NE N GAZI AME URE/ PICT NT E MOM PICTURE/ MOMENT PICTURE/ MOMENT PICTURE/ MOMENT PICTURE/ MOMENT PICTURE/ MOMENT
  138. 138. NEW SKILLS
  139. 139. WE BASICALLY NEED DESIGNERS TO HAVE A SEAT AT THE TABLE
  140. 140. OR WE SHOULD THINK AND ACT LIKE DESIGNERS.
  141. 141. OBSERVE
  142. 142. WHEREVER YOU LOOK THAT’S WHAT YOU SEE. JERRY SEINFELD
  143. 143. “MOLESKINE AS A PLATFORM FOR PERSONAL MEANING”
  144. 144. THINK VISUALLY
  145. 145. DRAWING IS THE NEW WRITING
  146. 146. EYES, PENCILS AND THE HAND MAY BE TOOLS OF THE PAST, …I BELIEVE THEY ARE TOOLS OF THE FUTURE. John Maeda, RISD
  147. 147. DESIGNING BETTER BUSINESSES
  148. 148. BUT THAT’S NOT ENOUGH…
  149. 149. IDEATE
  150. 150. CURRENT BUSINESS MODEL   KEY PARTNERS       KEY ACTIVITIES     KEY RESOURCES   COST STRUCTURE VALUE PROPOSITION     CUSTOMER RELATIONSHIPS   CUSTOMER SEGMENTS     CHANNELS   REVENUE STREAMS    
  151. 151. CURRENT BUSINESS MODEL   KEY PARTNERS       KEY ACTIVITIES     KEY RESOURCES COST STRUCTURE VALUE PROPOSITION     CUSTOMER RELATIONSHIPS   CUSTOMER SEGMENTS     CHANNELS   REVENUE STREAMS    
  152. 152. CURRENT BUSINESS MODEL   KEY PARTNERS       KEY ACTIVITIES     KEY RESOURCES   COST STRUCTURE VALUE PROPOSITION     CUSTOMER RELATIONSHIPS   CUSTOMER SEGMENTS     CHANNELS   REVENUE STREAMS    
  153. 153. CURRENT BUSINESS MODEL   KEY PARTNERS KEY ACTIVITIES     KEY RESOURCES   COST STRUCTURE VALUE PROPOSITION     CUSTOMER RELATIONSHIPS   CUSTOMER SEGMENTS     CHANNELS   REVENUE STREAMS    
  154. 154. YOU NEED TO BE ABLE TO JUGGLE WITH BUSINESS MODELS
  155. 155. PROTOTYPING
  156. 156. the past was about choosing solutions the future is about generating options
  157. 157. Frank Gehry
  158. 158. 8 PROTOTYPES
  159. 159. SEE THE FUTURE
  160. 160. THERE IS ONLY ONE WAY TO LIVE IN A WORLD OF SPEED, SURPRISE, NOISE AND RESPONSIVENESS Grant McCracken
  161. 161. THAT IS TO VISIT THE FUTURE FREQUENTLY Grant McCracken
  162. 162. ALLOW FOR MANY POSSIBLE, PLAUSIBLE FUTURES
  163. 163. THE BEST WAY TO PREDICT THE FUTURE IS TO CREATE IT PETER DRUCKER
  164. 164. WE’LL WORK ON THIS TOMORROW!
  165. 165. SO WHAT DOES THAT MEAN FOR THE CEO?
  166. 166. HE NEEDS TO THINK AND ACT LIKE A DESIGNER TOO.
  167. 167. HE NEEDS TO GO BACK TO SCHOOL!
  168. 168. BUT NOT TO HARVARD OR STANFORD…
  169. 169. BUT TO THE COLLEGE OF THE ARTS…
  170. 170. WHERE THEY PREPARE THE NEW GENERATION OF LEADERS FOR A WORLD…
  171. 171. THAT IS NOT ONLY PROFITABLE…
  172. 172. BUT ALSO SUSTAINABLE, ETHICAL AND TRULY MEANINGFUL.
  173. 173. A SUPERMAN
  174. 174. Last thing.
  175. 175. We want to challenge the status quo.
  176. 176. Challenge the way we design business.
  177. 177. To think different.
  178. 178. Because if YOU love what you do…
  179. 179. You are more creative & productive.
  180. 180. LET’S DESIGN BETTER BUSINESS
  181. 181. patrick@businessmodelsinc.com DESIGNING BETTER BUSINESSES

×