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The Stavanger region's Chamber of Commerce
May 26th 2015
By Inger Hanne Vikshåland, Engage // Innovate
“All strategy frameworks and tools
in use today are based on a single
dominant idea:
That the purpose of strategy is to
ac...
Innovation is a competency
that needs to be
professionally built and
managed
DISRUPTED
Movies
Traveling
Bookstores
News
Music Newspapers
Gaming
”Dating”
Photo
ONGOING
DISRUPTION Marketing
Finans
Publishing
Entartainment
Cloths
Recrutment
Food
TV
Car industry
Bank
COMING
SOON
Education
Elderly Care
Venture capital
Health
Oil & gas
Nokia
Cityman
1987
5000 100
2011
Earned 25 billion dollar
78 000 employees
Kodak filed for bankrupcy the following year
“Stability, not
change, is the state
that is most
dangerous in
dynamic competitive
environments”
Rita McGrath
How many business
models……?
(How many ways to make money on…)
How many business
models can you
imagine…
How many business
models can you
imagine…
for a ‘’cow’’?
£10 million
Anybody can be
strategically
- DavidKelley,IDEO
creative. You
just have
to learn how.
Every industry, every
company is going trough a
transformation…
Every industry, every company is
going trough a
digital transformation
Question is,
do they know it?
Aggressive
Creative
See opportunities
Aggressive
Creative
See opportunities
… more than just marketing
Aggressive
Creative
See opportunities
… more than just marketing
Digital Business Models
Aggressive
Creative
See opportunities
… more than just marketing
Digital Business Models
Digital at the core of
everything...
Disruptive innovation
A process by which a product or service takes
root initially in simple applications at the
bottom of...
…..always follows a pattern.
The market leader
The market leader
The market leader
Ha, ha, ha….
…..????
The market leader
‘’…we don’t understand…’’
The market leader
‘’…Oooppppsssss’’
The market leader
Disruptive innovation
happens in every
industry.
+1 000 000 listings
+34 000 cities
+190 countries
+25 000 000 guests
The number of Norwegians who
booked housing abroad through
Airbnb was over tripled last
year.
Number of visitors to Norway
used Airbnb was almost tripled
last year.
Airbnb has a value of around
$ 20 billion, this is
$ 9 billion more than
Hyatt Hotels Corporation
http://skift.com/2015/02...
COLLABORATIVE
CONSUMPTION
SHARING
ECONOMY
DIGITAL
BUSINESS
MODELS
COLLABORATIVE CONSUMPTION
An economic model based on sharing, swapping, trading, or
renting products and services, enablin...
“I need a drill”
“I need a hole in the
wall”
“Exponential
organizations
leverage external
resources to
achieve their
objectives”
250 CITIES
50 COUNTRIES
160 000 DRIVERS
CA 2000 EMPLOYEE
Skeptics of Uber’s valuation
frequently point to the total size of
the taxi and limousine market as
a counterpoint to the ...
”We want to get
to the point that
using Uber is
cheaper than
owning a car”
- Kalanick
"Any motorist who sights a team of horses
coming toward him must pull well off the road,
cover his car with a blanket or c...
DIGITAL BUSINESS MODELS
”EVERYBODY” CAN BE A UBER DRIVER
20 000 new drivers
every month
Harvard Business Review
FOCUS ON PARTNERS
UBER
Trust
Flexibility
Millennials
Business
Travelers
Community
★★★★★
Partners
Social media
APP/Web
Google Maps
Dirvers
In...
”Uber’s revenue
is DOBBELING
every six
months”
- CEO Travis Kalanick
UBER 2.0
Carnegie Mellon
University
National Robotics
Engineering
Center
NOKIA
HERE
Trust
Flexibility
Millennials
Business...
UBER 2.0
Carnegie Mellon
University
National Robotics
Engineering
Center
NOKIA HERE
Trust
Flexibility
Millennials
Business...
ingerhanne@engage-innovate.com
Twitter: @vikshaaland
Instagram: @ingerhanne
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
Strategy, innovation and digital business models
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Strategy, innovation and digital business models

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A presentation by Inger Hanne Vikshåland regarding change, innovation, digital business models and best practice from Silicon Valley

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Strategy, innovation and digital business models

  1. 1. The Stavanger region's Chamber of Commerce May 26th 2015 By Inger Hanne Vikshåland, Engage // Innovate
  2. 2. “All strategy frameworks and tools in use today are based on a single dominant idea: That the purpose of strategy is to achieve a sustainable competitive advantage” Rita McGrath
  3. 3. Innovation is a competency that needs to be professionally built and managed
  4. 4. DISRUPTED Movies Traveling Bookstores News Music Newspapers Gaming ”Dating” Photo
  5. 5. ONGOING DISRUPTION Marketing Finans Publishing Entartainment Cloths Recrutment Food TV Car industry Bank
  6. 6. COMING SOON Education Elderly Care Venture capital Health Oil & gas
  7. 7. Nokia Cityman 1987
  8. 8. 5000 100
  9. 9. 2011 Earned 25 billion dollar 78 000 employees Kodak filed for bankrupcy the following year
  10. 10. “Stability, not change, is the state that is most dangerous in dynamic competitive environments” Rita McGrath
  11. 11. How many business models……? (How many ways to make money on…)
  12. 12. How many business models can you imagine…
  13. 13. How many business models can you imagine… for a ‘’cow’’?
  14. 14. £10 million
  15. 15. Anybody can be strategically - DavidKelley,IDEO creative. You just have to learn how.
  16. 16. Every industry, every company is going trough a transformation…
  17. 17. Every industry, every company is going trough a digital transformation
  18. 18. Question is, do they know it?
  19. 19. Aggressive Creative See opportunities
  20. 20. Aggressive Creative See opportunities … more than just marketing
  21. 21. Aggressive Creative See opportunities … more than just marketing Digital Business Models
  22. 22. Aggressive Creative See opportunities … more than just marketing Digital Business Models Digital at the core of everything they do
  23. 23. Disruptive innovation A process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves up market, eventually displacing established competitors Clayton Christensen
  24. 24. …..always follows a pattern.
  25. 25. The market leader
  26. 26. The market leader
  27. 27. The market leader Ha, ha, ha….
  28. 28. …..???? The market leader
  29. 29. ‘’…we don’t understand…’’ The market leader
  30. 30. ‘’…Oooppppsssss’’ The market leader
  31. 31. Disruptive innovation happens in every industry.
  32. 32. +1 000 000 listings +34 000 cities +190 countries +25 000 000 guests
  33. 33. The number of Norwegians who booked housing abroad through Airbnb was over tripled last year.
  34. 34. Number of visitors to Norway used Airbnb was almost tripled last year.
  35. 35. Airbnb has a value of around $ 20 billion, this is $ 9 billion more than Hyatt Hotels Corporation http://skift.com/2015/02/28/airbnbs-new-1-billion-funding-would-value-it-at-20-billion/
  36. 36. COLLABORATIVE CONSUMPTION
  37. 37. SHARING ECONOMY
  38. 38. DIGITAL BUSINESS MODELS
  39. 39. COLLABORATIVE CONSUMPTION An economic model based on sharing, swapping, trading, or renting products and services, enabling access over ownership. It is reinventing not just what we consume, but how we consume. Kilde: http://www.collaborativeconsumption.com/2013/11/22/the-sharing-economy-lacks-a-shared-definition/
  40. 40. “I need a drill”
  41. 41. “I need a hole in the wall”
  42. 42. “Exponential organizations leverage external resources to achieve their objectives”
  43. 43. 250 CITIES 50 COUNTRIES 160 000 DRIVERS CA 2000 EMPLOYEE
  44. 44. Skeptics of Uber’s valuation frequently point to the total size of the taxi and limousine market as a counterpoint to the company’s growth. The argument goes that the industry, which only represents just $11 billion in annual US revenue, couldn’t possibly support such strikingly high valuations.
  45. 45. ”We want to get to the point that using Uber is cheaper than owning a car” - Kalanick
  46. 46. "Any motorist who sights a team of horses coming toward him must pull well off the road, cover his car with a blanket or canvas that blends with the countryside, and let the horses pass. If the horses appear skittish, the motorist must take his car apart, piece by piece, and hide it under the nearest bushes." En lov i Pennsylvania om biler og hester. Tidlig 1900 tall
  47. 47. DIGITAL BUSINESS MODELS
  48. 48. ”EVERYBODY” CAN BE A UBER DRIVER
  49. 49. 20 000 new drivers every month Harvard Business Review
  50. 50. FOCUS ON PARTNERS
  51. 51. UBER Trust Flexibility Millennials Business Travelers Community ★★★★★ Partners Social media APP/Web Google Maps Dirvers Investors Salary Maintenance app Marketing 20% pr ride Maintenance app Recruit drivers Digital costumers
  52. 52. ”Uber’s revenue is DOBBELING every six months” - CEO Travis Kalanick
  53. 53. UBER 2.0 Carnegie Mellon University National Robotics Engineering Center NOKIA HERE Trust Flexibility Millennials Business Travelers Community ★★★★★ Partners Social media APP/Web Google Maps Dirvers Investors Salary Maintenance app Marketing 20% pr ride Maintenance app Recruit drivers Digital costumers
  54. 54. UBER 2.0 Carnegie Mellon University National Robotics Engineering Center NOKIA HERE Trust Flexibility Millennials Business Travelers Community ★★★★★ Partners Social media APP/Web Google Maps Dirvers Investors Salary Maintenance app Marketing 20% pr ride Maintenance app Recruit drivers Digital costumers
  55. 55. ingerhanne@engage-innovate.com Twitter: @vikshaaland Instagram: @ingerhanne

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