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UNDERSTAND TODAY. SHAPE TOMORROW.
29.01.2015
GOOD SCHOOL
INNOVATION
CONTEXT
15
Organisations are under pressure
*Source: http://www.technologyreview.com/view/519226/technology-is-wiping-out-companies-faster-than-ever/
16
Constant & fluid exchange
People Technology
Markets
Organisation
17
The main thing that has caused companies to fail, in my view,
is that they missed the future.”
Larry Page, TED 2014
18
All organisations operate in the same environment. The
difference between winners and losers are their strategies and
capabilities to identify and act on opportunities.
19
Ripe for disruption
*Source: http://www.imd.org/uupload/IMD.WebSite/DBT/Digital_Vortex_06182015.pdf
20
“Is is not the strongest or the most intelligent who will survive
but those who can best manage change.”
Charles Darwin
21
Start-up vs. incumbent - Core competences
*Source: http://www.imd.org/uupload/IMD.WebSite/DBT/Digital_Vortex_06182015.pdf
22
“What is holding us back is our inability to unlearn some
generally accepted paradigms, ways of doing and thinking. ”
Joanna Bakas
23
“Software is eating the world.”
Marc Andreessen
*Source: http://www.wsj.com/articles/SB10001424053111903480904576512250915629460
24
Unbundling of a Bank
*Source: https://www.cbinsights.com/blog/disrupting-banking-fintech-startups/
25
You used to analyse companies based on their industry. This
definitions don’t exist anymore. Today you need to look at the
specific business model of each company.
*Source: 26
Redefining industry boundaries
https://hbr.org/2014/11/how-smart-connected-products-are-transforming-competition
27
– Market shifts are unpredictable
– Small teams can create immense value
– New markets are winner-take-all
– Speed is the only competitive advantage
– For every success, there are a multitude of failures
The business context of today
INNOVATION STACK
INNOVATORS DILEMMA
*Source: 30
Clayton Christensen
“Successful companies can
put too much emphasis on
customers’ current needs,
and fail to adopt new
technology or business
models that will meet
customers’ unstated or
future needs.”
*Source: Place your link here
*Source: 32
Redefining industry boundaries
https://hbr.org/2015/12/what-is-disruptive-innovation
*Source: 33
Performance Engine vs. Innovation Engine
Place your link here
Performance Engine Innovation Engine
Problem is well understood Problem is not well understood
Existing market New market
Innovaiton improves performance Innovation is dramatic game changer
Evolutionary innovation efforts Revolutionary innovation efforts
Satisfying current customer needs Satisfies emerging customer needs (niche)
Traditional business model Emerging business model
34
German organisation are
world champions in evolutionary innovation
“German over engineering.”
*Source: 35
Synergy between Performance & Innovation Engine
Performance Engine Innovation
Engine
Innovations & Learnings
Funding
*Source: 36
Innovation Stack
Customer
Development
MVP
Business Model
Canvas
Place your link here
CUSTOMER DEVELOPMENT
*Source: 38
Steve Blank
“No business plan survives
first contact with a
customer”
*Source: https://www.youtube.com/watch?v=6PR-8_6AzP8
*Source: 40
Customer Development Process
steveblank.com/category/customer-development/
BUSINESS MODEL CANVAS
*Source: 42
Alexander Osterwalder
“A business model describes
the rationale of how an
organisation creates,
delivers, and captures
value”
*Source: 43
Business Model Canvas
Place your link here
*Source: 44
Business Model Canvas
www.businessmodelgeneration.com/canvas/bmc
MVP
*Source: 46
Eric Rise
“The lean startup method is
not about costs, it is about
speed. The goal of a lean
startup is to move through
the build-measure-learn
feedback loop as quickly as
possible.”
*Source: 47
Customer Development Process
theleanstartup.com/
*Source: 48
MVP
Minimal Viable Product
It is the sweet spot between products without
the required features that fail immediately
when shipped and the products with too many
features that cut return and increase risk.



The minimum viable product is that version of a
new product which allows a team to collect the
maximum amount of validated learning about
customers with the least effort.
Place your link here
IMPLEMENTATION
*Source: 50
Innovation Strategy
Incubation InvestmentAcquisition
Internal incubation Early Stage / Acqui-Hire Access to fast growth
Place your link here
51
Product segmentation Customer segmentation
Customer dedication
52
Continuos research from customer perspective
People
Technology
Markets
UNDERSTAND TODAY. SHAPE TOMORROW. 53
LHBS // VODAFONE REFRESH HUNGARY
EXPERIENCE
(CUSTOMER & BRAND)
How might you make the customer
experience smoother and better?
What might be experiential ways to
get your value proposition across?
COMMUNICATION
(CONTENT VS.
MESSAGE)
What’s your tone, personality and
style?How might you create
communication or content that
delivers value not just promises it?
SERVICE (EXTENDED)
What additional, added value services
might be the actual message of your
value proposition?
PRODUCT (CORE)
How might you adapt or amend
your product around a real need or
moment?
INNOCENT
Communication
Service
Experience
Product
Customer

Value
Proposition
Customer Value Proposition
*Source: 54
Coca-Cola 70/20/10 rule - Dynamic budgeting
https://lhbs.inspiration-hub.com/en/v/j92al1yctcDMvIDMvEDMtIXdsV2XfFDN1QDM3EDOzgzXfJjM
70%
“Now”
Established and successful programs
20%
“New”
Emerging trends that are
starting to gain traction
10%
“Next”
Completely
untested
areas
READING LIST
*Source: 56
Recommended reading list
Place your link here
57
Contact
Stefan Erschwendner
Managing Partner
se@lhbs.com
+49 151 6462 0729
UNDERSTAND TODAY. SHAPE TOMORROW.
Die in dieser Präsentation dokumentierten Gedanken und Vorschläge sind geistiges Eigentum der 

LHBS Consulting Berlin GmbH und unterliegen den geltenden Urhebergesetzen. Die unauthorisierte Nutzung, 

die ganze oder teilweise Vervielfältigung sowie jede Weitergabe an Dritte ist nicht gestattet.
LHBS Consulting Berlin GmbH
Köpenicker Straße 154 
10997 Berlin Germany  
www.lhbs.com
THANK YOU

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