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Institute for Competitiveness, Friday September 26th, 2014 
COMPETING 
FOR THE FUTURE
MY MESSAGE 
FOR TODAY…
COMPETiNG 
HAS CHANGED
NEW TOOLS " 
NEW SKILLS 
NEW MINDSET
John Meada, 
YOUR NEXT 
CEO IS A DESIGNER
A STAR`" T-UP
A SME/COR`"PORATE
WHY?
BUSINESS AS USUAL 
IS DEAD
BUSINESS PLANS ARE 
SO 1980
A SHORT 
INTRODUCTION
Insert"hoekloos"picture" 
OUR FAMILY BUSINESS
VALUE BASED HEALTHCARE 
M.E. OF COMPETITIVENESS
WE WANTED TO 
DISRUPT THE 
PUBLISHING 
INDUSTRY
24 USD
36 USD
54 USD
81 USD
243 USD
OVER 1 MILLION 
30 TRANSLATIONS
MOST ADDED 
VALUE IN 
VALUE 
PROPOSITION 
DESIGN
PUBLISHED 
IN OCTOBER
WHY IS 
BUSINESS 
MODELING SO 
POPULAR?
DISRUPT BEFORE 
WE ARE 
DISRUPTED
Insights from Moments of Impact: 
UNFORESEEN 
TURBULENCE IS 
A CONSTANT 
FEATURE IN 
OUR WORLD
VUCA – WORLD: 
NON-STOP VOLATILITY, 
UNCERTAINTY, 
COMPLEXITY AND 
AMBIQUITY
LIKE AN AMUSEMENT 
`" 
PARK: FULL `" 
OF 
THRILLING RIDES. `" 
NOT 
ALL OF THEM `" 
ARE FUN." 
Source:"Moments"of"Impact"
THE WORLD 
HAS CHANGED
IN 
PRODUCTION
FROM TH`" IS…
TO TEC`H" SHOP.
IN PUBLIC 
TRANSPORT
FROM TH`" IS…
TO U`B" ER
IN 
OWNERSHIP
FROM T`" HIS…
TO BMW DR`" IVENOW.
IN 
RETAIL
FROM SH`" OP…
TO AM`A" ZON
IN 
MUSIC
FROM REC`O" RD SHOP
TO STRE`" AMING
THE RULES OF 
BUSINESS HAVE 
CHANGED
1 SINGLE 
QUESTION
WHERE IS 
VALUE" 
CREATED?
NEW TOOLS " 
NEW SKILLS 
NEW MINDSET
IMAGINE 
(BOARDROOM) 
CONVERSATIONS…
THE BUSINESS 
MODEL CANVAS
A"BUSINESS"MODEL"" 
DESCRIBES"THE"RATIONALE"" 
OF"HOW"AN"ORGANIZATION" 
CREATES,"DELIVERS,"AND" 
CAPTURES"VALUE"
1 CUSTOMER SEGMENTS
UNDERSTANDING 
ALL ABOUT YOUR 
CUSTOMERS
CLAYTON 
CHRISTENSEN
WHAT ABOUT THE 
JOB THEY NEED TO 
GET DONE?
2 VALUE PROPOSITIONS
3 CHANNELS
4 CUSTOMER RELATIONSHIPS
5 REVENUE STREAMS
6 KEY RESOURCES
7 KEY ACTIVITIES
8 KEY PARTNERS
9 COST STRUCTURE
CUSTOMER 
SEGMENTS 
KEY ACTIVITIES VALUE PROPOSITIONS 
KEY PARTNERS 
CUSTOMER 
RELATIONSHIPS 
COST STRUCTURE KEY RESOURCES...
EXAMPLE
BUSINESS MODEL CANVAS NESPRESSO
BUSINESS MODEL CANVAS NESPRESSO
BUSINESS MODEL CANVAS NESPRESSO
BUSINESS MODEL CANVAS NESPRESSO
BUSINESS MODEL CANVAS NESPRESSO
BUSINESS MODEL CANVAS NESPRESSO
BUSINESS MODEL CANVAS NESPRESSO
BUSINESS MODEL CANVAS NESPRESSO
BUSINESS MODEL CANVAS NESPRESSO
BUSINESS MODEL CANVAS NESPRESSO
BUT…, 
ARE YOU SAFE?
CHANGE THE 
PROPOSITION, 
CHANGE THE 
BUSINESS MODEL
Source:"Alex"Osterwalder"
LOOKS EASY. 
HOW DO WE DO IT?
SO NOW YOU 
KNOW THE 
BUSINESS MODEL 
CANVAS
HOW ARE YOU 
GOING TO 
COMPETE?
LET’S LOOK `" 
AT 
STRATEGYZER 
`"
ONE MORE 
EXPERIENCE…
BRIAN, `" 
JOE & 
NATHAN 
`"
A STAR`" T-UP
AIRBED 
N’ 
BREAKFAST
THEIR JO`"URNEY…
HOW THEY 
DISRUPTED THE 
HOSPITALITY 
INDUSTRY?
THEIR WE`"BSITE…
WHAT DOES 
THE AIRBNB 
BUSINESS 
MODEL LOOK 
LIKE?
AIRBNB BUSINESS MODEL 
Key Partners Key Activities 
Key Resources 
Value Proposition 
Relationships Customers 
Channels 
R...
LOOKS LIKE 
LEVEL 3 
ALL ELEMENTS 
CONNECTED
WE NEED 
NEW SKILLS
HOW WE DESIGN 
NEW BUSINESS 
MODELS?
BUSINESS 
PEOPLE HAVE AN 
ATTITUDE…
DECISION 
ATTITUDE 
WE NEED TO 
BUILD 
PROTOTYPES
EASY TO COME 
UP WITH 
ALTERNATIVES, 
DIFFICULT TO 
CHOOSE
WE NEED TO 
DESIGN 
DIFFERENT 
ALTERNATIVES
WE NEED TO 
HOW? 
ALTERNATIVES
OBSERVATION 1
OBSERVATION
OBSERVATION
WE LEARN 
FROM OUR 
ASSUMPTIONS
THINK 
VISUALLY 2
Drawing is the 
new writing
PROTO-TYPING 
3
STORY 
TELLING 4
OBSERVATION 
THINK VISUAL 
PROTOTYPING 
STORYTELLING
QUESTION 
How can the business model 
Canvas best be used ? 
Q
THE BUSINESS 
MODEL CANVAS 
CAN BE USED FOR 
REDESIGN AND 
INVENTION
HOW DOES IT 
CONNECT TO 
VISION, CONTEXT 
AND STRATEGY
THE 
`" 
PROCESS 
`"
THESE ARE THE 
MINIMUM 
STRATEGIC 
CONVERSATIONS
IN DETAIL IT 
LOOKS LIKE THIS
SO, WHAT NOW? 
WHAT HAVE WE 
DISCUSSED ?
1 SINGLE 
QUESTION
WHERE IS 
VALUE" 
CREATED?
Insights from Moments of Impact: 
UNFORESEEN 
TURBULENCE IS 
A CONSTANT 
FEATURE IN 
OUR WORLD
NEW TOOLS " 
NEW SKILLS 
NEW MINDSET
GET RID OF YOUR 
ASSUMPTIONS!
1 WHO IS YOUR CUSTOMER?
2 WHAT DO YOU OFFER?
3 WHAT ARE THEY WILLING TO PAY
TRUST 
`" 
THE 
`" 
PROCESS 
`"
MAARTEN 
KOOMANS 
Strategy Designer 
Business Models Inc. 
Since 25 years Maarten 
helps to deliver disruptive 
change by ...
Thank 
you! 
Business Models Inc. 
USA, Europe, Asia 
Pacific 
MediArena 11, 1099 CZ 
Amsterdam 
THE NETHERLANDS
Competing for the future by Maarten Koomans
Competing for the future by Maarten Koomans
Competing for the future by Maarten Koomans
Competing for the future by Maarten Koomans
Competing for the future by Maarten Koomans
Competing for the future by Maarten Koomans
Competing for the future by Maarten Koomans
Competing for the future by Maarten Koomans
Competing for the future by Maarten Koomans
Competing for the future by Maarten Koomans
Competing for the future by Maarten Koomans
Competing for the future by Maarten Koomans
Competing for the future by Maarten Koomans
Competing for the future by Maarten Koomans
Competing for the future by Maarten Koomans
Competing for the future by Maarten Koomans
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Competing for the future by Maarten Koomans

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Presentation 'Competing for the future' delivered by Maarten Koomans at India's National Competitiveness Forum 2014

Published in: Education

Competing for the future by Maarten Koomans

  1. 1. Institute for Competitiveness, Friday September 26th, 2014 COMPETING FOR THE FUTURE
  2. 2. MY MESSAGE FOR TODAY…
  3. 3. COMPETiNG HAS CHANGED
  4. 4. NEW TOOLS " NEW SKILLS NEW MINDSET
  5. 5. John Meada, YOUR NEXT CEO IS A DESIGNER
  6. 6. A STAR`" T-UP
  7. 7. A SME/COR`"PORATE
  8. 8. WHY?
  9. 9. BUSINESS AS USUAL IS DEAD
  10. 10. BUSINESS PLANS ARE SO 1980
  11. 11. A SHORT INTRODUCTION
  12. 12. Insert"hoekloos"picture" OUR FAMILY BUSINESS
  13. 13. VALUE BASED HEALTHCARE M.E. OF COMPETITIVENESS
  14. 14. WE WANTED TO DISRUPT THE PUBLISHING INDUSTRY
  15. 15. 24 USD
  16. 16. 36 USD
  17. 17. 54 USD
  18. 18. 81 USD
  19. 19. 243 USD
  20. 20. OVER 1 MILLION 30 TRANSLATIONS
  21. 21. MOST ADDED VALUE IN VALUE PROPOSITION DESIGN
  22. 22. PUBLISHED IN OCTOBER
  23. 23. WHY IS BUSINESS MODELING SO POPULAR?
  24. 24. DISRUPT BEFORE WE ARE DISRUPTED
  25. 25. Insights from Moments of Impact: UNFORESEEN TURBULENCE IS A CONSTANT FEATURE IN OUR WORLD
  26. 26. VUCA – WORLD: NON-STOP VOLATILITY, UNCERTAINTY, COMPLEXITY AND AMBIQUITY
  27. 27. LIKE AN AMUSEMENT `" PARK: FULL `" OF THRILLING RIDES. `" NOT ALL OF THEM `" ARE FUN." Source:"Moments"of"Impact"
  28. 28. THE WORLD HAS CHANGED
  29. 29. IN PRODUCTION
  30. 30. FROM TH`" IS…
  31. 31. TO TEC`H" SHOP.
  32. 32. IN PUBLIC TRANSPORT
  33. 33. FROM TH`" IS…
  34. 34. TO U`B" ER
  35. 35. IN OWNERSHIP
  36. 36. FROM T`" HIS…
  37. 37. TO BMW DR`" IVENOW.
  38. 38. IN RETAIL
  39. 39. FROM SH`" OP…
  40. 40. TO AM`A" ZON
  41. 41. IN MUSIC
  42. 42. FROM REC`O" RD SHOP
  43. 43. TO STRE`" AMING
  44. 44. THE RULES OF BUSINESS HAVE CHANGED
  45. 45. 1 SINGLE QUESTION
  46. 46. WHERE IS VALUE" CREATED?
  47. 47. NEW TOOLS " NEW SKILLS NEW MINDSET
  48. 48. IMAGINE (BOARDROOM) CONVERSATIONS…
  49. 49. THE BUSINESS MODEL CANVAS
  50. 50. A"BUSINESS"MODEL"" DESCRIBES"THE"RATIONALE"" OF"HOW"AN"ORGANIZATION" CREATES,"DELIVERS,"AND" CAPTURES"VALUE"
  51. 51. 1 CUSTOMER SEGMENTS
  52. 52. UNDERSTANDING ALL ABOUT YOUR CUSTOMERS
  53. 53. CLAYTON CHRISTENSEN
  54. 54. WHAT ABOUT THE JOB THEY NEED TO GET DONE?
  55. 55. 2 VALUE PROPOSITIONS
  56. 56. 3 CHANNELS
  57. 57. 4 CUSTOMER RELATIONSHIPS
  58. 58. 5 REVENUE STREAMS
  59. 59. 6 KEY RESOURCES
  60. 60. 7 KEY ACTIVITIES
  61. 61. 8 KEY PARTNERS
  62. 62. 9 COST STRUCTURE
  63. 63. CUSTOMER SEGMENTS KEY ACTIVITIES VALUE PROPOSITIONS KEY PARTNERS CUSTOMER RELATIONSHIPS COST STRUCTURE KEY RESOURCES CHANNELS REVENUE STREAMS
  64. 64. EXAMPLE
  65. 65. BUSINESS MODEL CANVAS NESPRESSO
  66. 66. BUSINESS MODEL CANVAS NESPRESSO
  67. 67. BUSINESS MODEL CANVAS NESPRESSO
  68. 68. BUSINESS MODEL CANVAS NESPRESSO
  69. 69. BUSINESS MODEL CANVAS NESPRESSO
  70. 70. BUSINESS MODEL CANVAS NESPRESSO
  71. 71. BUSINESS MODEL CANVAS NESPRESSO
  72. 72. BUSINESS MODEL CANVAS NESPRESSO
  73. 73. BUSINESS MODEL CANVAS NESPRESSO
  74. 74. BUSINESS MODEL CANVAS NESPRESSO
  75. 75. BUT…, ARE YOU SAFE?
  76. 76. CHANGE THE PROPOSITION, CHANGE THE BUSINESS MODEL
  77. 77. Source:"Alex"Osterwalder"
  78. 78. LOOKS EASY. HOW DO WE DO IT?
  79. 79. SO NOW YOU KNOW THE BUSINESS MODEL CANVAS
  80. 80. HOW ARE YOU GOING TO COMPETE?
  81. 81. LET’S LOOK `" AT STRATEGYZER `"
  82. 82. ONE MORE EXPERIENCE…
  83. 83. BRIAN, `" JOE & NATHAN `"
  84. 84. A STAR`" T-UP
  85. 85. AIRBED N’ BREAKFAST
  86. 86. THEIR JO`"URNEY…
  87. 87. HOW THEY DISRUPTED THE HOSPITALITY INDUSTRY?
  88. 88. THEIR WE`"BSITE…
  89. 89. WHAT DOES THE AIRBNB BUSINESS MODEL LOOK LIKE?
  90. 90. AIRBNB BUSINESS MODEL Key Partners Key Activities Key Resources Value Proposition Relationships Customers Channels Rent out your (second) home or extra place on a global platform 24/7 customer AirBnB website Word of mouth Cost Structure Revenue Streams Pleasure travellers Self service (web, app) service Businesses travellers 6-12% service fee 3% of booking Photographers (local) Technology Marketing Sales Renters Self service (web, app) Great temporary places to stay all around the world Marketing Product development Community Capital Brand Community Investors Payment partners
  91. 91. LOOKS LIKE LEVEL 3 ALL ELEMENTS CONNECTED
  92. 92. WE NEED NEW SKILLS
  93. 93. HOW WE DESIGN NEW BUSINESS MODELS?
  94. 94. BUSINESS PEOPLE HAVE AN ATTITUDE…
  95. 95. DECISION ATTITUDE WE NEED TO BUILD PROTOTYPES
  96. 96. EASY TO COME UP WITH ALTERNATIVES, DIFFICULT TO CHOOSE
  97. 97. WE NEED TO DESIGN DIFFERENT ALTERNATIVES
  98. 98. WE NEED TO HOW? ALTERNATIVES
  99. 99. OBSERVATION 1
  100. 100. OBSERVATION
  101. 101. OBSERVATION
  102. 102. WE LEARN FROM OUR ASSUMPTIONS
  103. 103. THINK VISUALLY 2
  104. 104. Drawing is the new writing
  105. 105. PROTO-TYPING 3
  106. 106. STORY TELLING 4
  107. 107. OBSERVATION THINK VISUAL PROTOTYPING STORYTELLING
  108. 108. QUESTION How can the business model Canvas best be used ? Q
  109. 109. THE BUSINESS MODEL CANVAS CAN BE USED FOR REDESIGN AND INVENTION
  110. 110. HOW DOES IT CONNECT TO VISION, CONTEXT AND STRATEGY
  111. 111. THE `" PROCESS `"
  112. 112. THESE ARE THE MINIMUM STRATEGIC CONVERSATIONS
  113. 113. IN DETAIL IT LOOKS LIKE THIS
  114. 114. SO, WHAT NOW? WHAT HAVE WE DISCUSSED ?
  115. 115. 1 SINGLE QUESTION
  116. 116. WHERE IS VALUE" CREATED?
  117. 117. Insights from Moments of Impact: UNFORESEEN TURBULENCE IS A CONSTANT FEATURE IN OUR WORLD
  118. 118. NEW TOOLS " NEW SKILLS NEW MINDSET
  119. 119. GET RID OF YOUR ASSUMPTIONS!
  120. 120. 1 WHO IS YOUR CUSTOMER?
  121. 121. 2 WHAT DO YOU OFFER?
  122. 122. 3 WHAT ARE THEY WILLING TO PAY
  123. 123. TRUST `" THE `" PROCESS `"
  124. 124. MAARTEN KOOMANS Strategy Designer Business Models Inc. Since 25 years Maarten helps to deliver disruptive change by flipping realities and perspectives. Unwinding complexities, offering new sources of inspiration that lead to creating and implementing innovative business models. maarten.koomans@businessmodelsinc.com
  125. 125. Thank you! Business Models Inc. USA, Europe, Asia Pacific MediArena 11, 1099 CZ Amsterdam THE NETHERLANDS

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