Service Offering Challenge The Innovation Strategy


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Service Offering Challenge The Innovation Strategy

  1. 1. Challenge Innovation Strategies A Business Innovation Consulting Service
  2. 2. By challenging an organization’s innovation strategy, we are able to provide insight in what way an organization must execute new business development and planning Most organizations’ innovation strategy is aimed to increase/speed-up innovative growth in which they want to achieve: Situation • Maximalization of market growth • Fully use of their IP and aim to develop new business models • Gain profit outside their current business areas Yet in formulating their innovation strategy, organizations are not aware of several aspects: • New business strategy development & planning are missing: it is unclear which projects in Complication the portfolio are essential in order to reach the goals of the innovation strategy • There is an unclear match of projects in the I-Portfolio with relevant trends In what way can we provide systematic insights into the relation between specific trends, Key Question business impact, and innovation portfolio? The organization’s I-Strategy will be challenged by: • Innovation Radar Screen approach: identifying trends, likelihood (chance) and impact • Strategic Scenario Thinking: estimate impact on business value, (potential) clients in Answer different scenario’s, and identify match with organization’s capabilities • Business Innovation Strategy Development & Planning: examine possible value propositions and identify gaps/opportunities in I-Portfolio 2
  3. 3. This approach provides systematic insights into the relation between specific trends, business impact, and innovation portfolio... Scan Focus Act Potential Business Building Scenario Innovation Trends Likelihood Value Assessment Scenario’s Match? projects proposition From mega The chance What is the Different How big is the Which new Which projects trends (10-15 whether a Business Scenario’s will gap between value do we need to yrs) to a trend is going Impact if lead to each scenario propositions build the focus on to occur or not trends occur significant and the do we need to chosen new specific for the better insights current survive these value Industry organization? and therefore Strategy and scenario ? propositions? trends (scenario’s) to better Business decisions! Model? 3
  4. 4. ... Which is outlined in the following conceptual model Impact Conceptual Model Consumer Clients in Trends current Value Chain New Applications? Match with Business Mega Fit with projects Industrial Likelihood Scenario current Impact New Products? in I-Portfolio? Trends (% chance) Building Trends Business Organization Model? New Business Model? Impact Technology Potential Trends New Clients 4
  5. 5. To provide insight to our clients regarding their new business development and planning, we perform the following steps Develop insights in new business development & planning 3. New 2. Strategic 1. Innovation business Scenario development Radar Screen Thinking & planning 1.1 Identify 1.2 1.3 Impact of 3.3 Identify 3.2 Analyze trends on Determine trends on gaps and possible value relevant likelihood of organization’s opportunities propositions levels trends business in I-Portfolio 2.3 Estimate 2.4 Examine 2.1 2.2 Build impact on match with Determine organization organization’s scenario’s uncertainties in scenario’s capabilities 5
  6. 6. The Radar Screen visualizes the trends and its period of occurrence Mega trends 10-15 years Consumer/ Climate & Energy Health & Wellness Technology trends Conflicts / 5-10 years Ageing Dissonance Industry trends Home sweet home Eco-iconization 1-5 years Flame Insulating Biotechnology Redartant panels Biotechnology Agri-glues products Solar & Wind Product stewardship Formaldehyde Biomedical technology emissions Move of production Personalized food Growing middle New IT / web class technologies New materials Cultural changes Nanotechnology New niches / Packaging premiumization Fertilizers New niches / premiumization Self-creation Emerging Functionality & Economies Performance Example 6
  7. 7. The impact of a trend on your business can be determined on costs, profit, investments, and power in the value chain Example 7
  8. 8. Uncertainties arise in trends which are not certain to occur but have a high impact (positive/negative) on your business TREND ASSESSMENT Nice to have Must have High Gamma Alpha Ѐta Epsilon Bѐta Thѐta Delta Iota Sweet Spot Zѐta Kappa Business Impact Medium Tau Xi Pi Ypsilon Follow on Radar Screen Lambda Omikron Sigma Nu (Stepping mode) Phi Mu Rho Low Example 0% 100% 50% Likelihood of trend 8
  9. 9. What are the opportunities & gaps in your current I-Portfolio? Example 9
  10. 10. What are your main uncertainties, and in which scenario can these uncertainties be placed? Ecological Hybrid scenario Alternative energy scenario Bѐta Epsilon Delta Alpha Gamma Zѐta Growing awareness for alternative energy Global economy becomes a village economy Environment as a starting point Focus on sustainability Persistence of global economy Shift of the world’s economy The world becomes conscious about sustainability Blue ocean Alternative sources of energy Global Economy Village Economy Downturn in economy to village economy High demand for fossil energy Local-to-local Focus on production instead of sustainability Focus on individualization and consumerism Production facilities move to emerging economies Red ocean Kappa Iota Thѐta Fossil Energy Ѐta Pollution Retreat scenario scenario Example 10
  11. 11. What to do in case of scenario …? Which scenario matches with your capabilities?  In case of Ecological scenario  In case of Retreat scenario • Long-term vision • Act as a trendsetter • Lean & mean (low price – scalability) • Stakeholder intimacy  In case of Pollution scenario • Societal concept: relate need of customer with your identity • Survival of the fittest & deep pockets: cost leadership/operational • Focus on human beings excellence  In case of Hybrid scenario • Product imitation • Need for product innovation • Low-cost business model • Be flexible in order to adapt to • High volumes, low margins alternative energy • Co-create with suppliers and customers Example 11
  12. 12. Koen Klokgieters| Capgemini NL Daan Giesen | Capgemini NL Vice President Business Innovation Business Innovation Consultant Consulting M +31 6 27159293 M: +31 (0) 6 51123259