1.
UNDERSTAND TODAY. SHAPE TOMORROW.
29.01.2015
GOOD SCHOOL
INNOVATION

2.
CONTEXT

3.
15
Organisations are under pressure
*Source: http://www.technologyreview.com/view/519226/technology-is-wiping-out-companies-faster-than-ever/

4.
16
Constant & fluid exchange
People Technology
Markets
Organisation

5.
17
The main thing that has caused companies to fail, in my view,
is that they missed the future.”
Larry Page, TED 2014

6.
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.

7.
19
Ripe for disruption
*Source: http://www.imd.org/uupload/IMD.WebSite/DBT/Digital_Vortex_06182015.pdf

8.
20
“Is is not the strongest or the most intelligent who will survive
but those who can best manage change.”
Charles Darwin

9.
21
Start-up vs. incumbent - Core competences
*Source: http://www.imd.org/uupload/IMD.WebSite/DBT/Digital_Vortex_06182015.pdf

10.
22
“What is holding us back is our inability to unlearn some
generally accepted paradigms, ways of doing and thinking. ”
Joanna Bakas

11.
23
“Software is eating the world.”
Marc Andreessen
*Source: http://www.wsj.com/articles/SB10001424053111903480904576512250915629460

12.
24
Unbundling of a Bank
*Source: https://www.cbinsights.com/blog/disrupting-banking-fintech-startups/

13.
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.

14.
*Source: 26
Redefining industry boundaries
https://hbr.org/2014/11/how-smart-connected-products-are-transforming-competition

15.
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

16.
INNOVATION STACK

17.
INNOVATORS DILEMMA

18.
*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.”

19.
*Source: Place your link here

20.
*Source: 32
Redefining industry boundaries
https://hbr.org/2015/12/what-is-disruptive-innovation

21.
*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

22.
34
German organisation are
world champions in evolutionary innovation
“German over engineering.”

23.
*Source: 35
Synergy between Performance & Innovation Engine
Performance Engine Innovation
Engine
Innovations & Learnings
Funding

24.
*Source: 36
Innovation Stack
Customer
Development
MVP
Business Model
Canvas
Place your link here

25.
CUSTOMER DEVELOPMENT

26.
*Source: 38
Steve Blank
“No business plan survives
first contact with a
customer”

27.
*Source: https://www.youtube.com/watch?v=6PR-8_6AzP8

28.
*Source: 40
Customer Development Process
steveblank.com/category/customer-development/

29.
BUSINESS MODEL CANVAS

30.
*Source: 42
Alexander Osterwalder
“A business model describes
the rationale of how an
organisation creates,
delivers, and captures
value”

31.
*Source: 43
Business Model Canvas
Place your link here

32.
*Source: 44
Business Model Canvas
www.businessmodelgeneration.com/canvas/bmc

33.
MVP

34.
*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.”

35.
*Source: 47
Customer Development Process
theleanstartup.com/

36.
*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

37.
IMPLEMENTATION

38.
*Source: 50
Innovation Strategy
Incubation InvestmentAcquisition
Internal incubation Early Stage / Acqui-Hire Access to fast growth
Place your link here

39.
51
Product segmentation Customer segmentation
Customer dedication

40.
52
Continuos research from customer perspective
People
Technology
Markets

41.
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

42.
*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

43.
READING LIST

44.
*Source: 56
Recommended reading list
Place your link here

45.
57
Contact
Stefan Erschwendner
Managing Partner
se@lhbs.com
+49 151 6462 0729

46.
UNDERSTAND TODAY. SHAPE TOMORROW.
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