George Bennett, Digital Strategy Director at Droga5, gave this presentation at "Ambidexterity," the VCU Brandcenter's executive education program for account planning, on July 18th, 2013 at the VCU Brandcenter in Richmond.
10. After 10,000 years of slow evolution and 200 years of incredible intricate
exfoliation, [technology] is maturing into its own thing. Its sustaining
network of self-reinforcing processes and parts have given it a noticeable
measure of autonomy. [Technology] may have once been as simple as an
old computer program, merely parroting what we told it, but now it is more
like a very complex organism that often follows its own urges.
-Kevin Kelly, Founding Editor of Wired Magazine
“
24. COMPETITIVE ADVANTAGE THROUGH
SCARCE INFORMATION
UNINFORMED
“CONSUMERS”
OBSCURED COMPETITIVE
ALTERNATIVES
UNVERIFIABLE PRODUCT
CLAIMS
90% of all the information in the
world has been generated in
the last 2 years
ABUNDANT INFORMATION
26. SCARCE COMPETITIVE INTELIGENCE
TRADE SECRETS
PROPRIETARY
PROCESSES
INTELLECTUAL
PROPERTY
2x Annual growth rate of the
volume of business data
worldwide
ABUNDANT COMPETITIVE INTELLIGENCE
27. SCARCE CAPITAL ACCESS
HIGH COST OF MARKET
ENTRY
LIMITED FUNDRAISING
METHODS
SMALL INVESTOR AND
LENDER POOLS
28. SCARCE COMPETITIVE INTELIGENCE
TRADE SECRETS
PROPRIETARY
PROCESSES
INTELLECTUAL
PROPERTY
ABUNDANT CAPITAL ACCESS
Estimated number of active crowdfunding platforms worldwide
536
434
283
2012
2011
2010
36. SCARCE COMPETITIVE INTELIGENCE
ABUNDANT TECHNOLOGY DISRUPTIONS
SMARTPHONE
RADIO
INTERNET
COLOR TV
MICROWAVE
CELL PHONE
REFRIGERATOR
HOME COMPUTER
ELECTRIC POWER
AUTOMOBILE
CLOTHES WASHER
STOVE
TELEPHONE
10 20 30 40 50 60 70
Years to penetration of US Households
0-50% 51-80%
48. Dawn of the Abundance Paradigm:
Library of Congress microfilms more than three million pages of books and manuscripts
OUR ACCELERATING INNOVATION OBSESSION
51. Innovation in this country is somewhere
between dire straits and dead.
-Max Levchin, Co-Founder PayPal
“
52. If you look outside the computer and the
internet,!there has been 40 years of
stagnation. We are no longer moving
faster.
-Peter Thiel, Venture Capitalist, Co-Founder, PayPal
“
53. 9% Portion of public and private companies
engaged in either product or service
innovation between 2006 and 2008
National Science Foundation, Business R&D and
Innovation Survey Report, 2010
54. There's growing evidence that the
innovation shortfall of the past decade
is not only real but may also have
contributed to today's financial crisis.
-Michael Mandel, Chief Economic Strategist, Progressive Policy Institute,
Former Chief Economist of Businessweek
“
56. HOW TO DO IT
THE 10 LENSES OF INNOVATION PLANNING
57. THE 10 LENSES OF INNOVATION PLANNING
C O N F I G U R A T I O N
BUSINESS
MODEL
NETWORK STRUCTURE PROCESS PRODUCT
PERFORMANCE
PRODUCT
SYSTEM
SERVICE CHANNEL BRAND ENGAGEMENT
O F F E R I N G E X P E R I E N C E
58. THE BUSINESS MODEL LENS
INTERROGATE THE BUSINESS MODEL
Percent of CEO emphasis allocated to each innovation type
Products &
Services
Process &
Operations
Business Model
50
40
30
20
10
59. THE BUSINESS MODEL LENS
INTERROGATE THE BUSINESS MODEL
Products &
Services
Process &
Operations
Business Model
6
4
3
2
1
Percent operating margin growth in excess of competitors
5
60. THE BUSINESS MODEL LENS
INTERROGATE THE BUSINESS MODEL
KEY PARTNERS KEY ACTIVITIES
KEY RESOURCES
CUSTOMER
RELATIONSHIPS
CHANNELS
VALUE
PROPOSITIONS
CUSTOMER
SEGMENTS
COST STRUCTURE REVENUE STREAMS
61. THE BUSINESS MODEL LENS
THE LUXURY EYEWEAR CATEGORY MODEL
KEY PARTNERS
CONSOLIDATED
DESIGN,
MANUFACTURING,
AND DISTRIBUTION
COMPANIES LIKE
SAFILO GROUP
KEY ACTIVITIES
OUTSOURCING,
LICENSING,
MARKETING
KEY RESOURCES
BRAND EQUITY
CUSTOMER
RELATIONSHIPS
ALWAYS LOOKING
FOR THE NEXT
BEST THING
CHANNELS
OPTICAL SHOPS
AND LUXURY
RETAIL
VALUE
PROPOSITIONS
BRAND PRESTIGE
AND DESIGN
VALUE THAT
JUSTIFY A
PREMIUM PRICE
POINT
CUSTOMER
SEGMENTS
TRADITIONAL
AFFLUENT,
CROSS-
CATEGORY
LUXURY
CONSUMERS
COST STRUCTURE
ADVERTISING AND MARKETING COSTS
REVENUE STREAMS
LICENSING REVENUE
62. THE BUSINESS MODEL LENS
WARBY PARKER
KEY PARTNERS
CONSOLIDATED
DESIGN,
MANUFACTURING,
AND DISTRIBUTION
COMPANIES LIKE
SAFILO GROUP
KEY ACTIVITIES
OUTSOURCING,
LICENSING,
MARKETING
KEY RESOURCES
BRAND EQUITY
CUSTOMER
RELATIONSHIPS
ALWAYS LOOKING
FOR THE NEXT
BEST THING
CHANNELS
OPTICAL SHOPS
AND LUXURY
RETAIL
VALUE
PROPOSITIONS
BRAND PRESTIGE
AND DESIGN
VALUE THAT
JUSTIFY A
PREMIUM PRICE
POINT
CUSTOMER
SEGMENTS
TRADITIONAL
AFFLUENT,
CROSS-
CATEGORY
LUXURY
CONSUMERS
COST STRUCTURE
ADVERTISING AND MARKETING COSTS
REVENUE STREAMS
LICENSING REVENUE
63. THE BUSINESS MODEL LENS
WARBY PARKER
KEY PARTNERS
CONSOLIDATED
DESIGN,
MANUFACTURING,
AND DISTRIBUTION
COMPANIES LIKE
SAFILO GROUP
KEY ACTIVITIES
OUTSOURCING,
LICENSING,
MARKETING
KEY RESOURCES
BRAND EQUITY
CUSTOMER
RELATIONSHIPS
ALWAYS LOOKING
FOR THE NEXT
BEST THING
CHANNELS
OPTICAL SHOPS
AND LUXURY
RETAIL
VALUE
PROPOSITIONS
STATUS,
PRESTIGE, AND
DESIGN THAT
JUSTIFY A
PREMIUM PRICE
POINT
CUSTOMER
SEGMENTS
TRADITIONAL
AFFLUENT,
CROSS-
CATEGORY
LUXURY
CONSUMERS
COST STRUCTURE
ADVERTISING AND MARKETING COSTS
REVENUE STREAMS
LICENSING REVENUE
VALUE
PROPOSITIONS
BOUTIQUE
QUALITY
EYEWEAR AT A
REVOLUTIONARY
PRICE POINT
64. THE BUSINESS MODEL LENS
WARBY PARKER
KEY PARTNERS
MANUFACTURING
COMPANY
KEY ACTIVITIES
OUTSOURCING,
LICENSING,
MARKETING
KEY RESOURCES
BRAND EQUITY
CUSTOMER
RELATIONSHIPS
ALWAYS LOOKING
FOR THE NEXT
BEST THING
CHANNELS
OPTICAL SHOPS
AND LUXURY
RETAIL
VALUE
PROPOSITIONS
STATUS,
PRESTIGE, AND
DESIGN THAT
JUSTIFY A
PREMIUM PRICE
POINT
CUSTOMER
SEGMENTS
TRADITIONAL
AFFLUENT,
CROSS-
CATEGORY
LUXURY
CONSUMERS
COST STRUCTURE
ADVERTISING AND MARKETING COSTS
REVENUE STREAMS
LICENSING REVENUE
VALUE
PROPOSITIONS
BOUTIQUE
QUALITY
EYEWEAR AT A
REVOLUTIONARY
PRICE POINT
65. THE BUSINESS MODEL LENS
WARBY PARKER
KEY PARTNERS
MANUFACTURING
COMPANY
KEY ACTIVITIES
DESIGN,
DISTRIBUTION,
MARKETING
KEY RESOURCES
BRAND EQUITY
CUSTOMER
RELATIONSHIPS
ALWAYS LOOKING
FOR THE NEXT
BEST THING
CHANNELS
OPTICAL SHOPS
AND LUXURY
RETAIL
VALUE
PROPOSITIONS
STATUS,
PRESTIGE, AND
DESIGN THAT
JUSTIFY A
PREMIUM PRICE
POINT
CUSTOMER
SEGMENTS
TRADITIONAL
AFFLUENT,
CROSS-
CATEGORY
LUXURY
CONSUMERS
COST STRUCTURE
ADVERTISING AND MARKETING COSTS
REVENUE STREAMS
LICENSING REVENUE
VALUE
PROPOSITIONS
BOUTIQUE
QUALITY
EYEWEAR AT A
REVOLUTIONARY
PRICE POINT
66. THE BUSINESS MODEL LENS
WARBY PARKER
KEY PARTNERS
MANUFACTURING
COMPANY
KEY ACTIVITIES
DESIGN,
DISTRIBUTION,
MARKETING
KEY RESOURCES
DESIGN
CAPABILITY
CUSTOMER
RELATIONSHIPS
ALWAYS LOOKING
FOR THE NEXT
BEST THING
CHANNELS
OPTICAL SHOPS
AND LUXURY
RETAIL
VALUE
PROPOSITIONS
STATUS,
PRESTIGE, AND
DESIGN THAT
JUSTIFY A
PREMIUM PRICE
POINT
CUSTOMER
SEGMENTS
TRADITIONAL
AFFLUENT,
CROSS-
CATEGORY
LUXURY
CONSUMERS
COST STRUCTURE
ADVERTISING AND MARKETING COSTS
REVENUE STREAMS
LICENSING REVENUE
VALUE
PROPOSITIONS
BOUTIQUE
QUALITY
EYEWEAR AT A
REVOLUTIONARY
PRICE POINT
67. THE BUSINESS MODEL LENS
WARBY PARKER
KEY PARTNERS
MANUFACTURING
COMPANY
KEY ACTIVITIES
DESIGN,
DISTRIBUTION,
MARKETING
CUSTOMER
RELATIONSHIPS
ALWAYS LOOKING
FOR THE NEXT
BEST THING
CHANNELS
ONLINE AND
OFFLINE
STOREFRONTS
VALUE
PROPOSITIONS
STATUS,
PRESTIGE, AND
DESIGN THAT
JUSTIFY A
PREMIUM PRICE
POINT
CUSTOMER
SEGMENTS
TRADITIONAL
AFFLUENT,
CROSS-
CATEGORY
LUXURY
CONSUMERS
COST STRUCTURE
ADVERTISING AND MARKETING COSTS
REVENUE STREAMS
LICENSING REVENUE
VALUE
PROPOSITIONS
BOUTIQUE
QUALITY
EYEWEAR AT A
REVOLUTIONARY
PRICE POINTKEY RESOURCES
DESIGN
CAPABILITY
68. VALUE
PROPOSITIONS
BOUTIQUE
QUALITY
EYEWEAR AT A
REVOLUTIONARY
PRICE POINT
THE BUSINESS MODEL LENS
WARBY PARKER
KEY PARTNERS
MANUFACTURING
COMPANY
KEY ACTIVITIES
DESIGN,
DISTRIBUTION,
MARKETING
CUSTOMER
RELATIONSHIPS
ALWAYS LOOKING
FOR THE NEXT
BEST THING
CHANNELS
ONLINE AND
OFFLINE
STOREFRONTS
CUSTOMER
SEGMENTS
TRADITIONAL
AFFLUENT,
CROSS-
CATEGORY
LUXURY
CONSUMERS
COST STRUCTURE
DESIGN, DISTRIBUTION, ECOMMERCE, MARKETING
REVENUE STREAMS
LICENSING REVENUE
KEY RESOURCES
DESIGN
CAPABILITY
69. VALUE
PROPOSITIONS
BOUTIQUE
QUALITY
EYEWEAR AT A
REVOLUTIONARY
PRICE POINT
THE BUSINESS MODEL LENS
WARBY PARKER
KEY PARTNERS
MANUFACTURING
COMPANY
KEY ACTIVITIES
DESIGN,
DISTRIBUTION,
MARKETING
CUSTOMER
RELATIONSHIPS
ALWAYS LOOKING
FOR THE NEXT
BEST THING
CHANNELS
ONLINE AND
OFFLINE
STOREFRONTS
CUSTOMER
SEGMENTS
LESS AFFLUENT
CONSUMERS
TRADING UP
CONSUMPTION-
CONSCIOUS
LUXURY
CONSUMERS
TRADING OVER
COST STRUCTURE
DESIGN, DISTRIBUTION, ECOMMERCE, MARKETING
REVENUE STREAMS
LICENSING REVENUE
KEY RESOURCES
DESIGN
CAPABILITY
70. VALUE
PROPOSITIONS
BOUTIQUE
QUALITY
EYEWEAR AT A
REVOLUTIONARY
PRICE POINT
THE BUSINESS MODEL LENS
WARBY PARKER
KEY PARTNERS
MANUFACTURING
COMPANY
KEY ACTIVITIES
DESIGN,
DISTRIBUTION,
MARKETING
CHANNELS
ONLINE AND
OFFLINE
STOREFRONTS
CUSTOMER
SEGMENTS
LESS AFFLUENT
CONSUMERS
TRADING UP
CONSUMPTION-
CONSCIOUS
LUXURY
CONSUMERS
TRADING OVER
COST STRUCTURE
DESIGN, DISTRIBUTION, ECOMMERCE, MARKETING
REVENUE STREAMS
SALES
KEY RESOURCES
DESIGN
CAPABILITY
CUSTOMER
RELATIONSHIPS
ALWAYS LOOKING
FOR THE NEXT
BEST THING
71. VALUE
PROPOSITIONS
BOUTIQUE
QUALITY
EYEWEAR AT A
REVOLUTIONARY
PRICE POINT
THE BUSINESS MODEL LENS
WARBY PARKER
KEY PARTNERS
MANUFACTURING
COMPANY
KEY ACTIVITIES
DESIGN,
DISTRIBUTION,
MARKETING
CHANNELS
ONLINE AND
OFFLINE
STOREFRONTS
CUSTOMER
SEGMENTS
LESS AFFLUENT
CONSUMERS
TRADING UP
CONSUMPTION-
CONSCIOUS
LUXURY
CONSUMERS
TRADING OVER
COST STRUCTURE
DESIGN, DISTRIBUTION, ECOMMERCE, MARKETING
REVENUE STREAMS
SALES
KEY RESOURCES
DESIGN
CAPABILITY
CUSTOMER
RELATIONSHIPS
LOYALTY AND
BRAND
ADVOCACY
73. BRAND BRAND
COMMUNICATION AND
ENGAGEMENT
DATA CAPTURE AND
PRODUCTIZATION
USER SEGMENTS DATA-GENERATING USER NETWORK
THE NETWORK LENS
REFRAME YOUR CUSTOMERS AS A
DATA-GENERATING NETWORK
74. Facebook has a
social graph,
Foursquare has a
location graph, and
Twitter has an
interest graph.
American Express
has a spend graph.
“
-Ed Gilligan, President, AmEx
75. THE PRODUCT SYSTEM LENS
CREATE A PURPOSE-DRIVEN ECOSYSTEM
Making commerce
easier, safer, and
more rewarding
77. Making commerce
easier, safer, and
more rewarding
Card products
as data
sensors
Data-driven
commerce
services layer
Data Inputs
Data Inputs
78. Making commerce
easier, safer, and
more rewarding
Card products
as data
sensors
Data-driven
commerce
services layer
Prospect
Marketing layer
Services Demo
and Trial
Data Inputs
Services Demo
and Trial
Data Inputs
79. ProspectsMaking commerce
easier, safer, and
more rewarding
Card products
as data
sensors
Data-driven
commerce
services layer
Prospect
Marketing layer
Services Demo
and Trial
Data Inputs
Services Demo
and Trial
Data Inputs
80. THE SERVICE LENS
REDUCE THE FRICTION IN YOUR SYSTEM
SUBTRACTIVE CUSTOMER SERVICE
UNDERSTAND YOUR
USER’S MINDSET
REMOVE BARRIERS TO
ENGAGEMENT
REDUCE YOUR
EXPERIENCE TO ITS CORE
83. THE CHANNEL LENS
DESIGN FOR THE EDGE
QUANTIFIES THE SIZE OF THE SEGMENT
IDENTIFIES BEHAVIORAL AND PERCEPTION SHIFTS
THAT WILL MOTIVATE PURCHASE
DESCRIBES THE SEGMENT AS THE AVERAGE
ATTRIBUTES OF ITS MEMBERS
CONVENTIONAL SEGMENTATIONMARKET SEGMENT
84. THE CHANNEL LENS
DESIGN FOR THE EDGE
EDGE CASE PERSONASMARKET SEGMENT
CORRESPONDS TO SPECIFIC INDIVIDUALS
WITHIN THE SEGMENT
IDENTIFIES FRINGE BEHAVIORS THAT CAN
INSPIRE UNCONVENTIONAL DESIGN SOLUTIONS
SERVES AS A STRESS TEST OF THE SYSTEM’S
FUNCTIONALITY
85. THE BRAND LENS
FIND THE FUNCTIONAL WHITESPACE
PAST ACHIEVEMENTS
Experience Levels
Performance Endorsements
Relationship-based Networks
Practical Career Goals
FUTURE AMBITIONS
Transferrable Skills
Values and Beliefs
A"nity-based Networks
Aspirational Career Goals
DEMOGRAPHIC TARGETING
PSYCHOGRAPHIC TARGETING
88. Technology is a word that describes
something that doesn't work yet.
-Bran Ferren, CCO, Applied Minds and Former President of R&D,
Walt Disney Imagineering
“