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Rocking Business Innovation | 1© NC-Creators Nightmare Competitor Workshop | 1Uli Grothe and Mat Lock ©2016
Case: The Nightmare Competitor
of Corporate Functions
Rocking Business Innovation | 2© NC-Creators
Can corporate functions be threatened by Nightmare Competitors? The head
of a corporate function asked us this question. She had participated in an
Nightmare Competitor assignment to come up with new business ideas for her
company and also wanted to look at her department through a different lens.
She asked us to develop potential Nightmare Competitors for her General
Counsel.
The questions to be answered were: What Nightmare Competitors could satisfy
our internal customers with offerings we do not provide today? Which of our
internal clients would such a Nightmare Competitor address? How would his
set-up differ from ours? Could such a Nightmare Competitors replace us?
What do we need to do to be first?
Rocking Business Innovation | 3© NC-Creators
Ensure
compliance
Risks
evaluation &
avoidance
Legal reporting
Litigation
Contract
management
Lawyers
Engagement
of law firms
Autonomy Lump sum cost
allocation
High Importance
Medium Importance
Low Importance
Conventional
General Counsel
Customer: All other functions
General Counsels are set-up to take
care of all legal aspects relevant for
their organization
Rocking Business Innovation | 4© NC-Creators
A Bargain Nightmare Competitor would
focus solely on legal assignments that
bare room for efficiency gains
Automation/
Empowerment
Load sharing
between
companies
Offshoring/use
of non-lawyers
Legal
reporting
Engagement
of law firms
Autonomy
Lump sum
cost allocation
Lawyers
Ensure
Compliance
Contract
management
Risks
evaluation
and
avoidance
Litigation/
take action
Decomposition
of cases
(Lower) Cost/
case
High Importance
Medium Importance
Low Importance
Bargain NC
Customer: Internal Clients
with tight budgets
Conventional
General Counsel
Customer: All other functions
Rocking Business Innovation | 5© NC-Creators
A Unique Value Nightmare
Competitor would focus on helping
internal clients to seize opportunities
Ensure
compliance
Risks
evaluation &
avoidance
Legal reporting
Litigation
Contract
management
Lawyers
Engagement
of law firms
Autonomy Lump sum cost
allocation
Seizing
opportunities
Lawyers with
business
(innovation)
background
Reporting
illustrating
opportunities
Strong online
and data
management
competence
Partner in
strategic
decision
making
Own integrity
standards
High Importance
Medium Importance
Low Importance
Unique Value NC
Conventional
General Counsel
Customer: All other functions
Customer: Units dealing with
Business Innovation
Rocking Business Innovation | 6© NC-Creators
We also saw a chance for a Choice NC making the market for legal services
transparent. Internal Customers could easily find specific legal support outside the
company Unique
Value
NC
Bargain
NC
Choice
NC
Ultimate
Want
NC
Access
NC
• The bored ones
• The ones who need
new kicks
• The established spend
a lot on marketing but
customers are
nevertheless not loyal
• Offers an altered
product in a
proprietary system
• Tesla, Apple, Zara,
Starbucks
• The overshot
• Notorious penny
pinchers
• Industries compete on
the frequency of product
launches and
functionalities
• Reduces the offerings,
streamlines processes
• Fosters modularity and
reusability
• Cuts marketing cost
• Ikea, Aldi, SpaceX,
Ryanair, Motel One,
Mindray, Dacia
• The ones who see choice
and transparency as
parts of their fundamental
rights
• Industries are not ready
to grant the choice
customers expect
• Provide a platform
comprising the offerings
of the important market
players
• Amazon, Craigslist,
Pairship, Moovel,
AutoScout24, Uber,
Expedia, Agoda, Alibaba,
kloeckner.i
• The ones who see the
industry’s offering as
workarounds
• The industry is
extremely product
oriented
• Provide a service or a
product designed from
the customer
backwards
• Dürr, Kuka, SolarCity,
Webasto, Amazon
Elastic Cloud
Compute, Red Bull,
Spotify, Double
Robotics
• The ones overlooked or
purposely not
addressed by the
industry
• Industries do not
question the boundaries
of their customer
definition anymore
• Designs a business
model that allows to
give the excluded
access
• Kieser, Nintendo,
Waymo, klickrent,
Airbnb, NetJets, Drivy
Targeted
customers:
Sees his
chance when:
What he
does:
Role Models:
Rocking Business Innovation | 7© NC-Creators
We also saw a chance for an Ultimate Want NC enabling clients to make decisions
without a need to consult a General Counsel
Unique
Value
NC
Bargain
NC
Choice
NC
Ultimate
Want
NC
Access
NC
• The bored ones
• The ones who need
new kicks
• The established spend
a lot on marketing but
customers are
nevertheless not loyal
• Offers an altered
product in a
proprietary system
• Tesla, Apple, Zara,
Starbucks
• The overshot
• Notorious penny
pinchers
• Industries compete on
the frequency of product
launches and
functionalities
• Reduces the offerings,
streamlines processes
• Fosters modularity and
reusability
• Cuts marketing cost
• Ikea, Aldi, SpaceX,
Ryanair, Motel One,
Mindray, Dacia
• The ones who see choice
and transparency as
parts of their fundamental
rights
• Industries are not ready
to grant the choice
customers expect
• Provide a platform
comprising the offerings
of the important market
players
• Amazon, Craigslist,
Pairship, Moovel,
AutoScout24, Uber,
Expedia, Agoda, Alibaba,
kloeckner.i
• The ones who see the
industry’s offering as
workarounds
• The industry is
extremely product
oriented
• Provide a service or a
product designed from
the customer
backwards
• Dürr, Kuka, SolarCity,
Webasto, Amazon
Elastic Cloud
Compute, Red Bull,
Spotify, Double
Robotics
• The ones overlooked or
purposely not
addressed by the
industry
• Industries do not
question the boundaries
of their customer
definition anymore
• Designs a business
model that allows to
give the excluded
access
• Kieser, Nintendo,
Waymo, klickrent,
Airbnb, NetJets, Drivy
Targeted
customers:
Sees his
chance when:
What he
does:
Role Models:
Rocking Business Innovation | 8© NC-Creators
Go to slideshare.net to download core elements of the Nightmare Competitor
Approach
Rocking Business Innovation | 9© NC-Creators
www.nc-creators.com

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Case the nightmare competitor of corporate functions

  • 1. Rocking Business Innovation | 1© NC-Creators Nightmare Competitor Workshop | 1Uli Grothe and Mat Lock ©2016 Case: The Nightmare Competitor of Corporate Functions
  • 2. Rocking Business Innovation | 2© NC-Creators Can corporate functions be threatened by Nightmare Competitors? The head of a corporate function asked us this question. She had participated in an Nightmare Competitor assignment to come up with new business ideas for her company and also wanted to look at her department through a different lens. She asked us to develop potential Nightmare Competitors for her General Counsel. The questions to be answered were: What Nightmare Competitors could satisfy our internal customers with offerings we do not provide today? Which of our internal clients would such a Nightmare Competitor address? How would his set-up differ from ours? Could such a Nightmare Competitors replace us? What do we need to do to be first?
  • 3. Rocking Business Innovation | 3© NC-Creators Ensure compliance Risks evaluation & avoidance Legal reporting Litigation Contract management Lawyers Engagement of law firms Autonomy Lump sum cost allocation High Importance Medium Importance Low Importance Conventional General Counsel Customer: All other functions General Counsels are set-up to take care of all legal aspects relevant for their organization
  • 4. Rocking Business Innovation | 4© NC-Creators A Bargain Nightmare Competitor would focus solely on legal assignments that bare room for efficiency gains Automation/ Empowerment Load sharing between companies Offshoring/use of non-lawyers Legal reporting Engagement of law firms Autonomy Lump sum cost allocation Lawyers Ensure Compliance Contract management Risks evaluation and avoidance Litigation/ take action Decomposition of cases (Lower) Cost/ case High Importance Medium Importance Low Importance Bargain NC Customer: Internal Clients with tight budgets Conventional General Counsel Customer: All other functions
  • 5. Rocking Business Innovation | 5© NC-Creators A Unique Value Nightmare Competitor would focus on helping internal clients to seize opportunities Ensure compliance Risks evaluation & avoidance Legal reporting Litigation Contract management Lawyers Engagement of law firms Autonomy Lump sum cost allocation Seizing opportunities Lawyers with business (innovation) background Reporting illustrating opportunities Strong online and data management competence Partner in strategic decision making Own integrity standards High Importance Medium Importance Low Importance Unique Value NC Conventional General Counsel Customer: All other functions Customer: Units dealing with Business Innovation
  • 6. Rocking Business Innovation | 6© NC-Creators We also saw a chance for a Choice NC making the market for legal services transparent. Internal Customers could easily find specific legal support outside the company Unique Value NC Bargain NC Choice NC Ultimate Want NC Access NC • The bored ones • The ones who need new kicks • The established spend a lot on marketing but customers are nevertheless not loyal • Offers an altered product in a proprietary system • Tesla, Apple, Zara, Starbucks • The overshot • Notorious penny pinchers • Industries compete on the frequency of product launches and functionalities • Reduces the offerings, streamlines processes • Fosters modularity and reusability • Cuts marketing cost • Ikea, Aldi, SpaceX, Ryanair, Motel One, Mindray, Dacia • The ones who see choice and transparency as parts of their fundamental rights • Industries are not ready to grant the choice customers expect • Provide a platform comprising the offerings of the important market players • Amazon, Craigslist, Pairship, Moovel, AutoScout24, Uber, Expedia, Agoda, Alibaba, kloeckner.i • The ones who see the industry’s offering as workarounds • The industry is extremely product oriented • Provide a service or a product designed from the customer backwards • Dürr, Kuka, SolarCity, Webasto, Amazon Elastic Cloud Compute, Red Bull, Spotify, Double Robotics • The ones overlooked or purposely not addressed by the industry • Industries do not question the boundaries of their customer definition anymore • Designs a business model that allows to give the excluded access • Kieser, Nintendo, Waymo, klickrent, Airbnb, NetJets, Drivy Targeted customers: Sees his chance when: What he does: Role Models:
  • 7. Rocking Business Innovation | 7© NC-Creators We also saw a chance for an Ultimate Want NC enabling clients to make decisions without a need to consult a General Counsel Unique Value NC Bargain NC Choice NC Ultimate Want NC Access NC • The bored ones • The ones who need new kicks • The established spend a lot on marketing but customers are nevertheless not loyal • Offers an altered product in a proprietary system • Tesla, Apple, Zara, Starbucks • The overshot • Notorious penny pinchers • Industries compete on the frequency of product launches and functionalities • Reduces the offerings, streamlines processes • Fosters modularity and reusability • Cuts marketing cost • Ikea, Aldi, SpaceX, Ryanair, Motel One, Mindray, Dacia • The ones who see choice and transparency as parts of their fundamental rights • Industries are not ready to grant the choice customers expect • Provide a platform comprising the offerings of the important market players • Amazon, Craigslist, Pairship, Moovel, AutoScout24, Uber, Expedia, Agoda, Alibaba, kloeckner.i • The ones who see the industry’s offering as workarounds • The industry is extremely product oriented • Provide a service or a product designed from the customer backwards • Dürr, Kuka, SolarCity, Webasto, Amazon Elastic Cloud Compute, Red Bull, Spotify, Double Robotics • The ones overlooked or purposely not addressed by the industry • Industries do not question the boundaries of their customer definition anymore • Designs a business model that allows to give the excluded access • Kieser, Nintendo, Waymo, klickrent, Airbnb, NetJets, Drivy Targeted customers: Sees his chance when: What he does: Role Models:
  • 8. Rocking Business Innovation | 8© NC-Creators Go to slideshare.net to download core elements of the Nightmare Competitor Approach
  • 9. Rocking Business Innovation | 9© NC-Creators www.nc-creators.com