Sse Shaping Strategy Group11

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Group 11's presentation of the assigned article “Shaping Strategy in a World of Constant Disruption” by Hagel III, J., Seely Brown, J., Davison, L.

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  • Welcome to the presentation of group 11. The article being summarized is as you can see ”Shaping Strategy in a World of Constant Disruption”. The presentation will explain and exemplify the key points of this article.
  • Constantly changing and improving infrastructure
  • You need others to share risks and create a critical mass.
    The new technological infrastructures are what enables this. Go beyond your own company! Shape the industry!
    ”Successful shapers reduce fear and magnify hope”
  • You need others to share risks and create a critical mass.
    The new technological infrastructures are what enables this. Go beyond your own company! Shape the industry!
    ”Successful shapers reduce fear and magnify hope”
  • You need others to share risks and create a critical mass.
    The new technological infrastructures are what enables this. Go beyond your own company! Shape the industry!
    ”Successful shapers reduce fear and magnify hope”
  • You need others to share risks and create a critical mass.
    The new technological infrastructures are what enables this. Go beyond your own company! Shape the industry!
    ”Successful shapers reduce fear and magnify hope”
  • You need others to share risks and create a critical mass.
    The new technological infrastructures are what enables this. Go beyond your own company! Shape the industry!
    ”Successful shapers reduce fear and magnify hope”
  • First introduced in 2007. Software and hardware platform. International version in October 2009
  • First element. Helps to reduce risk, make sense of the fundamental forces at work, clear enough to make participants make difficult choices
  • First element. Helps to reduce risk, make sense of the fundamental forces at work, clear enough to make participants make difficult choices
    Carry your library with you.
  • Make the required investment lower, facilitate entry for many actors.
    Can have both kinds of leverage, but usually only one.
  • Make the required investment lower, facilitate entry for many actors.
    Can have both kinds of leverage, but usually only one.
    Kindle store facilitates sale; software for computers, Kindle devices and iPhones makes use easier; digital text platform, a system where authors can upload their own content and then receive 35% of the revenues based on list price (price range between $0,99 and $200); They will release Kindle Development Kit (travel guides that makes recommendations based on weather etc). It’s now announced;
  • Consider strategic partnerships.
  • Lowering price, releasing new versions (Kindle 2 and Kindle DX), going international, constant improvements (PDF converting); when authors and publishers wanted more of the revenues, Amazon offered them 70% (up from 35%), if they abided to certain requirements; Amazon (at least in the beginning) paid for the wireless connection
  • Not only for shaping strategies
  • Constantly changing and improving infrastructure
  • Sse Shaping Strategy Group11

    1. 1. Shaping Strategy in a World of Constant Disruption Hagel III, Seely Brown & Davison (2008) Fredric Axelsson, Chris Gruber, Marcus Holst & Eleni Miliou
    2. 2. Starting Point Historically, disruptive innovations initially brought change to markets, but then became stabilizing forces Group 11 2
    3. 3. Starting Point Historically, disruptive innovations initially brought change to markets, but then became stabilizing forces Now, there is constant change Group 11 2
    4. 4. Why Shaping Strategies? Group 11 3
    5. 5. Why Shaping Strategies? Change needs to be achieved together Group 11 3
    6. 6. Why Shaping Strategies? Change needs to be achieved together Global ecosystems enable large scale change Group 11 3
    7. 7. Why Shaping Strategies? Change needs to be achieved together Global ecosystems enable large scale change Managers need to change perceptions of risks and rewards Group 11 3
    8. 8. Why Shaping Strategies? Change needs to be achieved together Global ecosystems enable large scale change Managers need to change perceptions of risks and rewards Group 11 3
    9. 9. The Three Elements Shaping View Shaping The Platform Participants Shaping Acts & Assets Group 11 4
    10. 10. An Example: Kindle How Amazon tries to reshape the market for books, news papers and magazines Group 11 5
    11. 11. Shaping view Change perceptions of the future for an industry or market. Make it relevant to all involved parties. Group 11 6
    12. 12. Shaping view Kindle Consumers will want to carry their libraries in their pockets Textbooks for students New distribution channel for newspapers Purchases made easy Group 11 7
    13. 13. Shaping Platform Set clear definitions and standards Provide leverage (development or interaction) For participants For the owner Increase functionality Accumulates knowledge Decrease adoption costs from participants Accelerate revenue generation Group 11 8
    14. 14. Shaping Platform Kindle The Kindle Store Software for Kindle and other devices Digital Text Platform Kindle Development Kit Group 11 9
    15. 15. Shaping Acts & Assets Increase potential participants’ trust Significant acts or actions required Group 11 10
    16. 16. Shaping Acts & Assets Kindle Lowered price New models signaling commitment International expansion Changed business model Group 11 11
    17. 17. How to realize it? F A S T Accelerate Strengthen Tie it all Focus Identify 2-3 Identify the together 5-10 years initiatives. 2-3 most Integrate all ahead. Allocate relevant steps and How to resoures. organizational continuously change the Decide objectives. improve them. future in your favour? metrics. Group 11 12
    18. 18. Thank You! Group 11 13

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