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Healthcare Innovation

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"Healthcare Innovation" masterclass by Peter Fisk. More information at www.theGeniusWorks.com or email peterfisk@peterfisk.com

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Healthcare Innovation

  1. 1. INNOVATION HEALTHCARE Professor Peter Fisk Riyadh, 12 March 2019 www.theGeniusWorks.com
  2. 2. Future world of healthcare Patient-centric futures Innovating healthcare Leading the future today
  3. 3. Healthcare Futures
  4. 4. Healthcare disruptors
  5. 5. Healthcare disruptors
  6. 6. 23andMe
  7. 7. 23andMe
  8. 8. 23andMe
  9. 9. 23andMe
  10. 10. 23andMe
  11. 11. Healthcare … 23andMe
  12. 12. 18 10 TYPES OF INNOVATION Are you extending innovation to every aspect of your business? Which matters most? © GeniusWorks 2018 www.theGeniusWorks.com INNOVATION TOOLKIT
  13. 13. Howwould s/herethinktheproblem? Howwould s/herethinkthesolution? Howwould s/herethinkthemarket model? Howwould s/herethinkthebusiness model? X VISION: WHAT WOULD …. DO? How would an iconic entrepreneur reinvent to our industry reinvent what we do? © GeniusWorks 2018 www.theGeniusWorks.com GAMECHANGER TOOLKIT
  14. 14. Future world of healthcare Patient-centric futures
  15. 15. Business narrow view Business narrow view Consumer broader view Business Consumer Outside in
  16. 16. +genius Healthcare … Cleveland Clinic
  17. 17. +genius Healthcare … Cleveland Clinic
  18. 18. +genius Healthcare … Cleveland Clinic
  19. 19. 30 elements of value
  20. 20. Healthcare … Babylon Health
  21. 21. Healthcare … Babylon Health
  22. 22. Healthcare … Babylon Health
  23. 23. Job to be done What benefits does the customer seek or desire, both rational and emotional? What are the negatives in their current experience, both rational and emotional? What is the customer trying to do – the job they want to do, or new goal to achieve? Gains Pains 29 CUSTOMER PROPOSITION What do you enable the customer to achieve? How do you enable them to do it better? © GeniusWorks 2018 www.theGeniusWorks.com INNOVATION TOOLKIT
  24. 24. Future world of healthcare Patient-centric futures Innovating healthcare
  25. 25. Healthcare … CVS Health
  26. 26. Healthcare … CVS Health
  27. 27. Healthcare … CVS Health
  28. 28. +genius Airbnb Job to be done What benefits does the customer seek or desire, both rational and emotional? What are the negatives in their current experience, both rational and emotional? What is the customer trying to do – the job they want to do, or new goal to achieve? Gains Pains
  29. 29. Airbnb
  30. 30. Donut selling Low priced core than sell extras Ryanair SAP Affiliate selling Helping others to sell products Amazon Pinterest Auction platform Selling other products to highest bid Ebay Elance Barter goods Exchange goods, no money Pay/Tweet Barterbook Cash advance Customer pays before goods made Dell Groupon Cross selling Sell adjacent products to sell more Tchibo Shell Crowd funding Financed by fans as first consumers Pebble Brainpool Crowd sourcing Ideas from customers for reward Threadless P&G Digital Formats Turning physical into digital goods Netflix Dropbox Direct selling Brand sold direct to customer FirstDirect AussieFarm selling Customer buys more than product Harley Dav Red Bull Flat rate pricing Single fee or subscrip. for unlimited use Netflix Sandals Fractional Ownership Customers each own shares Netjets Homebuy Franchise brand Licensing format for a fee and % Spar Lufthansa Freemium payment Free basic then charge for premium Skype Spotify Guarantee avaiiable Availability becomes key promise Netjets Hilti Guarantee replace Builds trust in quality and loyalty Timberland Tumi revenue Alternative sources, eg advertising Google Metro Ingredient branding Branded part other brand proposition Goretex Intel Integrated supply Efficiency through supply chain Zara ExxonMobil Brand Curator Bringing together best brands Fab Pos.Luxury Functional specialist Adding one expert step to others PayPal Trust-e Data Leverage Reselling aggregated customer data Facebook 23andMe License brand License brand or patent IP Ed Hardy ARM Unique Format Lock-in to compatible formats HP iTunes Long tail range Offer huge range to many niches Amazon iTunes Mass Customise Make it personal for each person Dell BMW No Frills Simple and minimal spec at lower cost Southwest Accor Open Source Make IP available to everyone Android Tesla Solution Integrator Connecting all sources and partners Li & Fung Accenture Pay per use Payment metered by use or time Zipcars Azuri Tech Pay what you want Customer choose the price Radiohead Panera Shared use Customers buy same product Airbnb RelayRides Peer to Peer Customers buy from customers Craigslist Zopa Results based Price based on agreed outcomes Rolls Royce Xerox Razor and Blade Low price core, high price refills Gillette Nespresso Rent don’t buy Time based fee for period of use Xerox Regus Revenue sharing Share with others to inc custom base AA/BA App Store Reverse Innovate Sell simple products in mainstream Haier OneLaptop One for One Charge the rich to fund the poor Toms Narayana Self service Customers do more themselves IKEA McDonalds Quality assurance Certification and trusted endorsement ISO Verisign Multilevel marketing Pyramid of customer selling Tupperware Avon Subscribe to it Customer pays regular fee Time DollarShave Bottom of pyramid Tailor offer to less wealthy customers Tata Nano Walmart Trash to cash Turn waster into new products Braskom Ekocycle Dynamic pricing Prices changes by demand Priceline WallSt Bar Co-create Design Customers are co- designers of products Threadless Local Motors White label Make products for another brand Cott McBride Doing good Benefits society or environment Oxfam Ecotricity Experience Advertising Business models … 50 archetypes to adopt and adapt © GeniusWorks 2017
  31. 31. © GeniusWorks 2018 What products and services do we bring together for our customers? Customers Communication PartnersOfferings Channels Relationships Processes Revenue streams Pricing models Cost streams Investments Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? Who are the external partners to help us create and deliver the offerings? What benefits do we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? What are the most significant ongoing costs to create and deliver the offerings? How much do we need to spend before we start earning? Proposition Resources What are the main internal resources to create and deliver the offerings? Products & Services What brand do we use? What are the key messages, and how do we engage customers? What distinctive assets do we have to use in existing or new ways? Assets THE BUSINESS MODEL CANVAS
  32. 32. © GeniusWorks 2015 www.theGeniusWorks.com What products and services do we bring together for our customers? Customers Communication PartnersOfferings Channels Relationships Processes Revenue streams Pricing models Cost streams Investments Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? Who are the external partners to help us create and deliver the offerings? What do we do together better than our competitors? What benefits do we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? What are the most significant ongoing costs to create and deliver the offerings? How much do we need to spend before we start earning? Proposition Resources What are the main internal resources to create and deliver the offerings? Advantages Products & Services What brand do we use? What are the key messages, and how do we engage customers? Demand Supply THE BUSINESS MODEL CANVAS
  33. 33. What products and services do we bring together for our customers? Customers Communication Offerings Channels Relationships Revenue streams Pricing models Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? What benefits do we enable our customers to achieve? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? Proposition Products & Services What brand do we use? What are the key messages, and how do we engage customers? © GeniusWorks 2018 THE BUSINESS MODEL CANVAS … demand side
  34. 34. © GeniusWorks 2018 www.theGeniusWorks.com What products and services do we bring together for our customers? PartnersOfferings Processes Cost streams Investments Who are the external partners to help us create and deliver the offerings? What benefits do we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the most significant ongoing costs to create and deliver the offerings? How much do we need to spend before we start earning? Proposition Resources What are the main internal resources to create and deliver the offerings? Products & Services What distinctive assets do we have to use in existing or new ways? Assets THE BUSINESS MODEL CANVAS … supply side
  35. 35. What products and services do we bring together for our customers? Customers Communication PartnersOfferings Channels Relationships Processes Revenue streams Pricing models Cost streams Investments Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? Who are the external partners to help us create and deliver the offerings? What benefits do we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? What are the most significant ongoing costs to create and deliver the offerings? How much do we need to spend before we start earning? Proposition Resources What are the main internal resources to create and deliver the offerings? Products & Services What brand do we use? What are the key messages, and how do we engage customers? © GeniusWorks 2015 www.theGeniusWorks.com 1 2 3 4 6 7 What distinctive assets do we have to use in existing or new ways? Assets 5 THE BUSINESS MODEL CANVAS
  36. 36. © GeniusWorks 2018 What products and services do we bring together for our customers? Customers Communication PartnersOfferings Channels Relationships Processes Revenue streams Pricing models Cost streams Investments Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? Who are the external partners to help us create and deliver the offerings? What benefits do we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? What are the most significant ongoing costs to create and deliver the offerings? How much do we need to spend before we start earning? Proposition Resources What are the main internal resources to create and deliver the offerings? Products & Services What brand do we use? What are the key messages, and how do we engage customers? What distinctive assets do we have to use in existing or new ways? Assets THE BUSINESS MODEL CANVAS
  37. 37. Future world of healthcare Patient-centric futures Innovating healthcare Leading the future today
  38. 38. Accelerated Innovation +genius
  39. 39. Accelerated Innovation +genius
  40. 40. Accelerated Innovation +genius Opening up Exploring Creating Closing down Focusing Implementing
  41. 41. Accelerated Innovation +genius Leaders create the future Leaders drive the action
  42. 42. Accelerating Innovation +genius World changing Change drivers Market disruptors Customer foresight Inspiring vision Business ambition Exploring possibilities Future scenarios Growth potential Opportunities analysis Future narrative Value impact Horizon Planning 5 + 3 + 1 Year horizons Activities and deliverables Milestones and metrics Implementation Plan Technology plan Process plan People plan Business impact Growth scorecard Value creation model Accelerate quick wins Technology options Digital maturity audit Technology scenarios Impact analysis Customer applications Value propositions Experience design Products and services Innovative solutions Business model design Solution design Options evaluation Book of Dreams, Part 1 Future Vision and Business Possibilities Book of Dreams, Part 2 Strategic Options for Innovation and Growth Book of Dreams, Part 3 Growth Roadmap and Implementation Plan Future Lab Design Lab Action Lab “Dream” “Design” “Deliver”
  43. 43. HML L M H HML L M H HML L M H Attractiveness v Differentiation Revenue Potential v Overall Costs Ability to deliver v Time to market INNOVATION FILTERS How do we rapidly evaluate the ideas to find the best ones? © GeniusWorks 2018 www.theGeniusWorks.com INNOVATION TOOLKIT
  44. 44. Impact Time DerivativeInnovation Next GenerationInnovation BreakthroughInnovation INNOVATION PORTFOLIO Do we have a balanced portfolio of small, medium and large innovations? © GeniusWorks 2018 www.theGeniusWorks.com INNOVATION TOOLKIT
  45. 45. Time to think differently
  46. 46. EMOTIONAL INTUITIVE CONNECTED
  47. 47. RATIONAL ANALYTICAL FOCUSED
  48. 48. INTELLIGENT + IMAGINATIVE
  49. 49. Anne Wojcicki Satya Nadella Masayoshi SonZhang Xin Changing the World
  50. 50. Mary Barra Mikkel Bjergso Jack MaEmily Weiss Innovating the Business
  51. 51. Eliud Kipchoge Tan Li JK RowlingElon Musk Leading the Future
  52. 52. www.theGeniusWorks.com

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