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Business Model
Innovation
Best practices to succeed step by step
Chris Delvaux
& Bryan Cassady
#commercialinnovation
Copyright notice: The Business Model
Navigator copyright is owned by BMI.com
More information on the services of BMI are available on their site www.bmi.com
The reader/ audience of this presentation may find the following materials useful and interesting.
The materials used in this presentation are being used in accordance with the “Fair use” that allows limited use
of copyrighted material without requiring permission from the rights holders, such as for commentary, criticism,
news reporting, research, teaching or scholarship.
Objectives and Agenda
Objectives tonight Agenda
Introduce the ideas of business model
innovation and show it is easier than you
think to get started (and maybe harder
than you think to finish it right)
19:00 – 19:30 An introduction to the St.
Gallen’s business model innovation methods
19:30 – 20:30 Working in groups applying
These methods to your business
20:30 – 21:00 7 Keys to succeed step
by step and Q&As
#commercialinnovation
Who we are?
#commercialinnovation
About
Bryan Cassady
A passionate believer in anyone’s ability to Innovate,
build new businesses.
If things are not working…it is usually the system.
10 Starts-ups, 1 lower, 8 winners, 1 TBD.
8 Years coaching, teaching (KU Leuven/Solvay), supporting
Innovation.
Innovation Engineering, Lead European Innovation Academy.
Trainer: Lean start-up, Business model canvas, Innovation
systems.
Works with > 200 companies per year,
supporting 8-12 with execution.
#commercialinnovation
About
Chris Delvaux
Chris Delvaux has over 15 years of experience as a
senior consultant.
He is specialized in go-to-market optimization, business
model innovation and service design.
He facilitates and coaches teams in commercial transformation
projects from the analysis to the results.
He works strategically AND pragmatically.
He has worked for clients such as Baxter, Nashuatec (Ricoh),
DVV Insurance, Associated Weavers, Stihl Benelux.
He has been trained to work with the Business
Model Navigator in the University of St. Gallen,
Switzerland
#commercialinnovation
Sustainable, Profitable Growth
What?
How? Who?
Business Model
Innovation
Outcome Driven
Innovation
Methods
Innovation Engineering
Lean Start-up
Experts with
a “Do” Focus
Plus an international
network
#commercialinnovation
When do customers ask for our help?
When they are working harder
Than even before
But the results are not following
#commercialinnovation
Why start with business
model innovation?
First there was
a focus on:
Then there was: Now companies need:
VALUE
INNOVATION BUSINESS MODEL
INNOVATION
THE goal: Meaningful, Unique, Sustainable and Profitable
#commercialinnovation
In future, competition will
takes place not between
products or companies, but
between business models
Gary Hamel
#commercialinnovation
The St. Gallen’s Business
Model Navigator explained
#commercialinnovation
#commercialinnovation
Business Model
Canvas
What is the difference between the business
model canvas and the Business Model Navigator?
Business Model Canvas: Business Model Navigator:
Conceptual model
Identification of business
model components
Address interrelations
and interdependencies
Design patterns – recipes –
templates
Descriptions and examples of
successful and proven
business model
Fostering the systematization
and reuse of knowledge
Re-combinations
similarity / confrontation
#commercialinnovation
Canvas, simplified
to enhanced creativity
#commercialinnovation
Now, Let’s Make it Even
Easier With an Example
#commercialinnovation
An application at
a well-known
company: Uber
#commercialinnovation
The Traditional Taxi Business
Mostly in city centers, airports & points of interest
Cab license needed for operation
Centralized cab office to provide information on travel requests
Transportation to specified location
To be found at specific locations, on-demand or in the streets
Fixed monthly sum to be paid to office
Higher fare prices to reach quotas and make profit
#commercialinnovation
What
Who (and their problem)
How (dramatic difference)
Value creation (Why)
Key challenges
What: How to enter new locations
Who: Non-users
How: Quality of service
Value: High fixed costs
People in need for quick short-distance transportation
But HOW did Uber innovate?
#commercialinnovation
A place to write down your ideas…
To Find out, let’s see
Which Patterns Were Used
#commercialinnovation
# 37 Peer to Peer
#commercialinnovation
#26 Leverage Customer Data
#commercialinnovation
#14 Experience Selling
#commercialinnovation
#41 Revenue Sharing
#commercialinnovation
UBER’s Business Model
Conventional cab-taker Unwilling/unwanting to pay excessive
Fees for poor service
Platform that connects independent drivers and customers
looking for transportation / No owned cars
On demand, cashless & transparent transportation Easy-to-use
app with integrated payment, tracking and customer services
Costs kept low as solely platform provider / Revenue-sharing
formula: 80% of fare to driver, 20% to Uber
#commercialinnovation
What
Who (and their problem)
How (dramatic difference)
Value creation (Why)
Key challenges
What else can they do ?
UBER Value!
In major US markets,
46% of taxi rides are UBER
#commercialinnovation
At a market cap of
$ 66 billion valuation
greater than all US taxi
companies
The process of Business
Model Innovation
#commercialinnovation
7 Steps with their methods and ours
#commercialinnovation
Initiation
“Define BM”
Ideation
“Similarity
Confrontation”
Integration
“fit it all together”
Implementation
“Realize the plan”
Gap Analysis
“if this business failed”
Low cost idea selection
“Quick prototyping, paper testing”
Alignment systems
“Stories, Blue Cards”
System driven
Commercialization
“The ABCs method”
1
7
6
5
4
3
2
Today we’ll see steps 1-5
ARE YOU
READY
FOR A
TASTER?
#commercialinnovation
A plan for the rest of tonight
Write up your business model
#commercialinnovation
Alone (5)
Everyone (10)
Work in Groups (40)
3-5 volunteers present their challenges and
we get into groups
Clarify and look for Gaps (10)
Look for inspiration / Gather ideas (15)
Test ideas (5)
Re-work (5) and ready to present (5)
Organizing your thoughts…
What
Who (and their problem)
How (dramatic difference)
Value creation (Why)
Key challenges
#commercialinnovation
An Example: Smartends
What
Who (and their problem)
How (dramatic difference)
Value creation (Why)
Key challenges
#commercialinnovation
Low power, long distance IOT solutions.
From concept to market
Companies with an application
they can not deliver
Only execution
Re-usable solutions
Revenue sharing /
share of value created
Who: will anyone admit they can’t deliver
How: How better than in-house
Value: They would prefer to pay consulting
An Example: Associated Weavers
What
Who (and their problem)
How (dramatic difference)
Value creation (Why)
Key challenges
#commercialinnovation
Tufted, trendy and value-for-money broadloom
carpet. Marketing services / support.
Medium/high qualities.
To specialist flooring distributors -Problems
1.Declining market in favor of laminate / parquet
2. Misconceptions 3. Online sales? ‘You should
FEEL carpet’ 4.Space (shops)
Strong R&D department, Development of
‘marketing concepts’ and marketing/sales tools
(for the distributor-customer), precut carpet tiled
form
Medium/high end qualities, No DIY, smart-
marketing(‘re-packaging of existing ranges’),
‘package deals’, exclusivity, support with
marketing/sales tools & concepts
What: Other services and ‘packages’
Who: Other target groups (end customers,…) and relationship
(customer intimacy)
How: continue to be better for innovation (R&D),
marketing tools & concepts (Marketing department)
Value: how compensate for the losses a falling currency (Brexit
; import taxes, Uk is a major market)
Who has a business
model challenge they
would like to share?
#commercialinnovation
Choose a workgroup based on
the business model most
interesting for you.
#commercialinnovation
Work in Groups
1. Clarify and look for Gaps (10)
2. Look for inspiration / Gather ideas (15)
#commercialinnovation
3. Test ideas (5)
4. Re-work (5) and ready to present (5)
What is the business?
What is the challenge?
#commercialinnovation
Clarify and look for Gaps (10) Complete this table
What
Who (and their problem)
How (dramatic difference)
Value creation (Why)
Key challenges
#commercialinnovation
The most important question
«If this business failed
why did it fail»
Step 2: Look for inspiration / Gather ideas (15)
Choose 6 pattern cards that fit challenges
(e.g., who, what , why)
#commercialinnovation
Read all 6 - One person reads the cards aloud
to the others in the group
Look for inspiration
Throw out 2 or 3
Similarity principle
Confrontation principle
Putting your ideas on paper
What
Who (and their problem)
How (dramatic difference)
Value creation (Why)
Key challenges
#commercialinnovation
What
Who (and their problem)
How (dramatic difference)
Value creation (Why)
Orig. NEW
Step # 3: Test ideas (5)
Each person needs to present one card to another
person in another group
2 questions
#commercialinnovation
Do the changes deliver on the challenge (a meaningful solution)
Is the way it is done unique?
2 big questions
How much do you like each
of the following ideas?
How new and different are
each of the following ideas?
Dislike a lot
Dislike a lot
Like a lot
Like a lot
26,000 New product Introductions
70% of success (Meaningful/Unique)
#commercialinnovation
A million dollar formula…
.6* Meaningful + .4* Unique =
The best predictor of success
Cut-off = 6 or better
#commercialinnovation
#commercialinnovation
Re-work and ready to present
#commercialinnovation
Choose a presenter (he / she will
make decisions)
What did you learn?
Agree on changes (or at least
try to)
Update your presentation
Presentation
The challenge +
what you changed (and why)
#commercialinnovation
8 keys to real success
#commercialinnovation
Most business mode innovation fails
Due to failure to change behaviors
source: McKinsey&Company #commercialinnovation
An unfounded belief in the
brilliance of ideas
Interest, but no commitment
to action
No action = no behavioral change
WHY?
St. Gallen's
suggestions
One business model at a time
Clearly define needs for changes
Think long term – change takes time
Top management commitment
#commercialinnovation
Our suggestions
Validate Jobs to be done
#commercialinnovation
Cycles to make ideas better
(and better)
Focus on the drivers of
Innovation
Don’t forget commercialization
Where you know what
you are doing for who…
you’re halfway there…
#commercialinnovation
You’ve probably heard,
“They don’t buy drills..
they want holes”
#commercialinnovation
Meet Hilti
#commercialinnovation
The Established Industry business model
Construction firms need drills
to handle performances
Different requirements in
Respect to various treated
Materials and operations
Selling single drills
Remedial maintenance is
Mostly provided by
Independent providers
High one-time payment for
Every sold drill
Tools wholesales
Commercial agents who
target purchasing
departments
Especially bigger
construction firms, which
need stable high quality and
permanent availability
#commercialinnovation
Drill Fleet Management:
availability of right tool at
right time and right location
Rather than selling the drills, a
leasing system is implemented
Direct targeting of the users
on the ground by new problem
focused sales team
Full maintenance everywhere
through Hilti Centers
Subscription fees
No high one-time investment
cost for customers
Full service allows for distinctly
higher returns for Hilti
Cycles to get ideas
better and better
The best organizations have systems
in place to promote fast learning
cycles and decision making
Lean start up:
Build, Measure, Learn,
Decide, Repeat! #commercialinnovation
Cycles are the engine of progress
#commercialinnovation
The real difference between
winners and losers
Build, Measure Learn
Build further
Execute and
deliver
Water things down
Everyone happy
#commercialinnovation
Focus on the drivers
of innovation
Meaningfully
Unique Ideas!
Explore Stimulus
Drive out Fear
Leverage Diversity
#commercialinnovation
How…
#commercialinnovation
Things like the exercise
we did
Hire different people
Bring weird people in
Get out of the building
Clarity of purpose
Let people know it is
a learning process
The world’s simplest formula…
Explains why you can’t forget commercialization
The Quality
of Ideas
#commercialinnovation
Execution Value* =
Most Valuable Commercial Approach:
• A/B – test with ‘Ambassadors’
• Go / No-Go
• Learning cycles
• Stepwise implementation
A simple acronym (ABCs)
to explain best practices
#commercialinnovation
The ABCs of Innovation
This is a system-based approach
That focuses on building ideas up
to 6x faster while reducing risks
30-80%
1. Getting clear alignment to start.
2. Creating the right culture built
around and openness for innovation.
3. World class training tools and
methods to build internal capabilities
4. A time driven program with
“moments of truth” and many cycles
of idea improvement
#commercialinnovation
The ABCs in Practice
#commercialinnovation
Objectives
Process
Alignment
A new business / business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2 day management meeting to agree «what and why»
Plus basic training
2 weeks
10 weeks
Alignment Every Monday… what next now
Build ideas Every Friday… a brain-storming session (with new external people)
Communicate One person writes up the ideas/ Another lists the death threats
Check Real-time research
External experts to validate/ give feedback on all ideas
Systems Identify death threats/ work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks
An 10 minute standing meeting every morning
Write and document work done each week
Moving forwards
Share ideas with your team
(discuss what we did here)
Commercial / System Driven Innovation
#commercialinnovation
Actions
Resources
How we can help
The Video: http://tiny.cc/BMIvideo
Article (St. Gallen's)
http://tiny.cc/BMIarticle
Buy BMI Cards / Book
http://tiny.cc/BMIprod
Innovation Alignment
Getting started
Keeping things going
This / other workshops
An Innovation Assessment
Innovation support
Chris Delvaux
Chris@thrustteam.be / +32476 52 49 52
Bryan Cassady
Bryan@fast-bridge.com / +32 475-860-757
HANDOUTS
#commercialinnovation
TAXI / UBER example
What
Who (and their problem)
How (dramatic difference)
Value creation (why)
What
Who (and their problem)
How (dramatic difference)
Value creation (why)
Conventional cab-taker Unwilling/unwanting
to pay excessive
Fees for poor service
Platform that connects independent drivers
and customers
looking for transportation / No owned cars
On demand, cashless & transparent
transportation Easy-to-use
app with integrated payment, tracking and
customer services
Costs kept low as solely platform provider /
Revenue-sharing
formula: 80% of fare to driver, 20% to Uber
Key challenges
What else can they do ?
NewOrig.
People in need of quick short-distance
transportation
Mostly in city centers, airports & points of
interest
Cab license needed for operation
Centralized cab office to provide Information on
travel requests
Transportation to specified location
To be found at specific locations, on-demand or
in the streets
Fixed monthly sum to be paid to office
Higher fare prices to reach quotas and make
profit

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Business Model Innovation Workshop: Gent 2/2/2017

  • 1. Business Model Innovation Best practices to succeed step by step Chris Delvaux & Bryan Cassady #commercialinnovation
  • 2. Copyright notice: The Business Model Navigator copyright is owned by BMI.com More information on the services of BMI are available on their site www.bmi.com The reader/ audience of this presentation may find the following materials useful and interesting. The materials used in this presentation are being used in accordance with the “Fair use” that allows limited use of copyrighted material without requiring permission from the rights holders, such as for commentary, criticism, news reporting, research, teaching or scholarship.
  • 3. Objectives and Agenda Objectives tonight Agenda Introduce the ideas of business model innovation and show it is easier than you think to get started (and maybe harder than you think to finish it right) 19:00 – 19:30 An introduction to the St. Gallen’s business model innovation methods 19:30 – 20:30 Working in groups applying These methods to your business 20:30 – 21:00 7 Keys to succeed step by step and Q&As #commercialinnovation
  • 5. About Bryan Cassady A passionate believer in anyone’s ability to Innovate, build new businesses. If things are not working…it is usually the system. 10 Starts-ups, 1 lower, 8 winners, 1 TBD. 8 Years coaching, teaching (KU Leuven/Solvay), supporting Innovation. Innovation Engineering, Lead European Innovation Academy. Trainer: Lean start-up, Business model canvas, Innovation systems. Works with > 200 companies per year, supporting 8-12 with execution. #commercialinnovation
  • 6. About Chris Delvaux Chris Delvaux has over 15 years of experience as a senior consultant. He is specialized in go-to-market optimization, business model innovation and service design. He facilitates and coaches teams in commercial transformation projects from the analysis to the results. He works strategically AND pragmatically. He has worked for clients such as Baxter, Nashuatec (Ricoh), DVV Insurance, Associated Weavers, Stihl Benelux. He has been trained to work with the Business Model Navigator in the University of St. Gallen, Switzerland #commercialinnovation
  • 7. Sustainable, Profitable Growth What? How? Who? Business Model Innovation Outcome Driven Innovation Methods Innovation Engineering Lean Start-up Experts with a “Do” Focus Plus an international network #commercialinnovation
  • 8. When do customers ask for our help? When they are working harder Than even before But the results are not following #commercialinnovation
  • 9. Why start with business model innovation? First there was a focus on: Then there was: Now companies need: VALUE INNOVATION BUSINESS MODEL INNOVATION THE goal: Meaningful, Unique, Sustainable and Profitable #commercialinnovation
  • 10. In future, competition will takes place not between products or companies, but between business models Gary Hamel #commercialinnovation
  • 11. The St. Gallen’s Business Model Navigator explained #commercialinnovation
  • 14. What is the difference between the business model canvas and the Business Model Navigator? Business Model Canvas: Business Model Navigator: Conceptual model Identification of business model components Address interrelations and interdependencies Design patterns – recipes – templates Descriptions and examples of successful and proven business model Fostering the systematization and reuse of knowledge Re-combinations similarity / confrontation #commercialinnovation
  • 15. Canvas, simplified to enhanced creativity #commercialinnovation
  • 16. Now, Let’s Make it Even Easier With an Example #commercialinnovation
  • 17. An application at a well-known company: Uber #commercialinnovation
  • 18. The Traditional Taxi Business Mostly in city centers, airports & points of interest Cab license needed for operation Centralized cab office to provide information on travel requests Transportation to specified location To be found at specific locations, on-demand or in the streets Fixed monthly sum to be paid to office Higher fare prices to reach quotas and make profit #commercialinnovation What Who (and their problem) How (dramatic difference) Value creation (Why) Key challenges What: How to enter new locations Who: Non-users How: Quality of service Value: High fixed costs People in need for quick short-distance transportation
  • 19. But HOW did Uber innovate? #commercialinnovation
  • 20. A place to write down your ideas…
  • 21. To Find out, let’s see Which Patterns Were Used #commercialinnovation
  • 22. # 37 Peer to Peer #commercialinnovation
  • 23. #26 Leverage Customer Data #commercialinnovation
  • 26. UBER’s Business Model Conventional cab-taker Unwilling/unwanting to pay excessive Fees for poor service Platform that connects independent drivers and customers looking for transportation / No owned cars On demand, cashless & transparent transportation Easy-to-use app with integrated payment, tracking and customer services Costs kept low as solely platform provider / Revenue-sharing formula: 80% of fare to driver, 20% to Uber #commercialinnovation What Who (and their problem) How (dramatic difference) Value creation (Why) Key challenges What else can they do ?
  • 27. UBER Value! In major US markets, 46% of taxi rides are UBER #commercialinnovation At a market cap of $ 66 billion valuation greater than all US taxi companies
  • 28. The process of Business Model Innovation #commercialinnovation
  • 29. 7 Steps with their methods and ours #commercialinnovation Initiation “Define BM” Ideation “Similarity Confrontation” Integration “fit it all together” Implementation “Realize the plan” Gap Analysis “if this business failed” Low cost idea selection “Quick prototyping, paper testing” Alignment systems “Stories, Blue Cards” System driven Commercialization “The ABCs method” 1 7 6 5 4 3 2 Today we’ll see steps 1-5
  • 31. A plan for the rest of tonight Write up your business model #commercialinnovation Alone (5) Everyone (10) Work in Groups (40) 3-5 volunteers present their challenges and we get into groups Clarify and look for Gaps (10) Look for inspiration / Gather ideas (15) Test ideas (5) Re-work (5) and ready to present (5)
  • 32. Organizing your thoughts… What Who (and their problem) How (dramatic difference) Value creation (Why) Key challenges #commercialinnovation
  • 33. An Example: Smartends What Who (and their problem) How (dramatic difference) Value creation (Why) Key challenges #commercialinnovation Low power, long distance IOT solutions. From concept to market Companies with an application they can not deliver Only execution Re-usable solutions Revenue sharing / share of value created Who: will anyone admit they can’t deliver How: How better than in-house Value: They would prefer to pay consulting
  • 34. An Example: Associated Weavers What Who (and their problem) How (dramatic difference) Value creation (Why) Key challenges #commercialinnovation Tufted, trendy and value-for-money broadloom carpet. Marketing services / support. Medium/high qualities. To specialist flooring distributors -Problems 1.Declining market in favor of laminate / parquet 2. Misconceptions 3. Online sales? ‘You should FEEL carpet’ 4.Space (shops) Strong R&D department, Development of ‘marketing concepts’ and marketing/sales tools (for the distributor-customer), precut carpet tiled form Medium/high end qualities, No DIY, smart- marketing(‘re-packaging of existing ranges’), ‘package deals’, exclusivity, support with marketing/sales tools & concepts What: Other services and ‘packages’ Who: Other target groups (end customers,…) and relationship (customer intimacy) How: continue to be better for innovation (R&D), marketing tools & concepts (Marketing department) Value: how compensate for the losses a falling currency (Brexit ; import taxes, Uk is a major market)
  • 35. Who has a business model challenge they would like to share? #commercialinnovation
  • 36. Choose a workgroup based on the business model most interesting for you. #commercialinnovation
  • 37. Work in Groups 1. Clarify and look for Gaps (10) 2. Look for inspiration / Gather ideas (15) #commercialinnovation 3. Test ideas (5) 4. Re-work (5) and ready to present (5)
  • 38. What is the business? What is the challenge? #commercialinnovation
  • 39. Clarify and look for Gaps (10) Complete this table What Who (and their problem) How (dramatic difference) Value creation (Why) Key challenges #commercialinnovation The most important question «If this business failed why did it fail»
  • 40. Step 2: Look for inspiration / Gather ideas (15) Choose 6 pattern cards that fit challenges (e.g., who, what , why) #commercialinnovation Read all 6 - One person reads the cards aloud to the others in the group Look for inspiration Throw out 2 or 3 Similarity principle Confrontation principle
  • 41. Putting your ideas on paper What Who (and their problem) How (dramatic difference) Value creation (Why) Key challenges #commercialinnovation What Who (and their problem) How (dramatic difference) Value creation (Why) Orig. NEW
  • 42. Step # 3: Test ideas (5) Each person needs to present one card to another person in another group 2 questions #commercialinnovation Do the changes deliver on the challenge (a meaningful solution) Is the way it is done unique?
  • 43. 2 big questions How much do you like each of the following ideas? How new and different are each of the following ideas? Dislike a lot Dislike a lot Like a lot Like a lot 26,000 New product Introductions 70% of success (Meaningful/Unique) #commercialinnovation
  • 44. A million dollar formula… .6* Meaningful + .4* Unique = The best predictor of success Cut-off = 6 or better #commercialinnovation
  • 46. Re-work and ready to present #commercialinnovation Choose a presenter (he / she will make decisions) What did you learn? Agree on changes (or at least try to) Update your presentation
  • 47. Presentation The challenge + what you changed (and why) #commercialinnovation
  • 48. 8 keys to real success #commercialinnovation
  • 49. Most business mode innovation fails Due to failure to change behaviors source: McKinsey&Company #commercialinnovation An unfounded belief in the brilliance of ideas Interest, but no commitment to action No action = no behavioral change WHY?
  • 50. St. Gallen's suggestions One business model at a time Clearly define needs for changes Think long term – change takes time Top management commitment #commercialinnovation
  • 51. Our suggestions Validate Jobs to be done #commercialinnovation Cycles to make ideas better (and better) Focus on the drivers of Innovation Don’t forget commercialization
  • 52. Where you know what you are doing for who… you’re halfway there… #commercialinnovation
  • 53. You’ve probably heard, “They don’t buy drills.. they want holes” #commercialinnovation
  • 54. Meet Hilti #commercialinnovation The Established Industry business model Construction firms need drills to handle performances Different requirements in Respect to various treated Materials and operations Selling single drills Remedial maintenance is Mostly provided by Independent providers High one-time payment for Every sold drill Tools wholesales Commercial agents who target purchasing departments
  • 55. Especially bigger construction firms, which need stable high quality and permanent availability #commercialinnovation Drill Fleet Management: availability of right tool at right time and right location Rather than selling the drills, a leasing system is implemented Direct targeting of the users on the ground by new problem focused sales team Full maintenance everywhere through Hilti Centers Subscription fees No high one-time investment cost for customers Full service allows for distinctly higher returns for Hilti
  • 56. Cycles to get ideas better and better The best organizations have systems in place to promote fast learning cycles and decision making Lean start up: Build, Measure, Learn, Decide, Repeat! #commercialinnovation
  • 57. Cycles are the engine of progress #commercialinnovation
  • 58. The real difference between winners and losers Build, Measure Learn Build further Execute and deliver Water things down Everyone happy #commercialinnovation
  • 59. Focus on the drivers of innovation Meaningfully Unique Ideas! Explore Stimulus Drive out Fear Leverage Diversity #commercialinnovation
  • 60. How… #commercialinnovation Things like the exercise we did Hire different people Bring weird people in Get out of the building Clarity of purpose Let people know it is a learning process
  • 61. The world’s simplest formula… Explains why you can’t forget commercialization The Quality of Ideas #commercialinnovation Execution Value* = Most Valuable Commercial Approach: • A/B – test with ‘Ambassadors’ • Go / No-Go • Learning cycles • Stepwise implementation
  • 62. A simple acronym (ABCs) to explain best practices #commercialinnovation
  • 63. The ABCs of Innovation This is a system-based approach That focuses on building ideas up to 6x faster while reducing risks 30-80% 1. Getting clear alignment to start. 2. Creating the right culture built around and openness for innovation. 3. World class training tools and methods to build internal capabilities 4. A time driven program with “moments of truth” and many cycles of idea improvement #commercialinnovation
  • 64. The ABCs in Practice #commercialinnovation Objectives Process Alignment A new business / business model in 12 weeks A weekly learning cycle every week for 10 weeks A 2 day management meeting to agree «what and why» Plus basic training 2 weeks 10 weeks Alignment Every Monday… what next now Build ideas Every Friday… a brain-storming session (with new external people) Communicate One person writes up the ideas/ Another lists the death threats Check Real-time research External experts to validate/ give feedback on all ideas Systems Identify death threats/ work on death threats Kill all weak ideas where death threats not resolved in 2 weeks An 10 minute standing meeting every morning Write and document work done each week
  • 65. Moving forwards Share ideas with your team (discuss what we did here) Commercial / System Driven Innovation #commercialinnovation Actions Resources How we can help The Video: http://tiny.cc/BMIvideo Article (St. Gallen's) http://tiny.cc/BMIarticle Buy BMI Cards / Book http://tiny.cc/BMIprod Innovation Alignment Getting started Keeping things going This / other workshops An Innovation Assessment Innovation support Chris Delvaux Chris@thrustteam.be / +32476 52 49 52 Bryan Cassady Bryan@fast-bridge.com / +32 475-860-757
  • 67. TAXI / UBER example What Who (and their problem) How (dramatic difference) Value creation (why) What Who (and their problem) How (dramatic difference) Value creation (why) Conventional cab-taker Unwilling/unwanting to pay excessive Fees for poor service Platform that connects independent drivers and customers looking for transportation / No owned cars On demand, cashless & transparent transportation Easy-to-use app with integrated payment, tracking and customer services Costs kept low as solely platform provider / Revenue-sharing formula: 80% of fare to driver, 20% to Uber Key challenges What else can they do ? NewOrig. People in need of quick short-distance transportation Mostly in city centers, airports & points of interest Cab license needed for operation Centralized cab office to provide Information on travel requests Transportation to specified location To be found at specific locations, on-demand or in the streets Fixed monthly sum to be paid to office Higher fare prices to reach quotas and make profit