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Your Next CEO is a Designer

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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 …

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.

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