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HELGE
TENNØ
JOKULL
topics
Part 1: The Complexity Gap / Asymmetric Competition
Part 2: Fundamental Changes In The Nature Of Consumption
Part 3: This is How Technology Works
Part 4: Business Strategy & The Value Chain
Part 5: Successful Innovators Don’t Care About Innovating
Part 6: Three Concepts To Spark Your Imagination
HELGE
TENNØ
JOKULL
- CHRISTIAN MADSBJERG AND MIKKEL B. RASMUSSEN,
HBR.ORG, AN ANTHROPOLOGIST WALKS INTO A BAR
link
The biggest challenge CEOs face is the so called
complexity gap.
CEOs see a lack of customer
insight as their biggest deficit
in managing complexity. ..
And rank “customer
obsession” as the most
critical leadership trait.
PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
CHANGES IN BEHAVIOR, DRIVERS, CATEGORIES AND PRODUCTS
FIVE CUSTOMER GAPS / ASSYMETRIC COMPETITION:
THE KNOWLEDGEABLE
CUSTOMER PEOPLE AND
COMPANIES HAVE
CHANGED HOW THEY SHOP
- AND OUR TOOLS NEED TO
CHANGE WITH THEM
NEW HABITS AND BEHAVIORS
CHANGE THE IMPORTANCE OF
ESTABLISHED MECHANISMS
THE PRODUCT IS
INFRASTRUCTURE- WHAT JOB IS
THE CUSTOMER HIRING US TO
DO - AND HOW COULD WE
DELIVER ON THIS JOB?
THE COMPETITION ISN’T
NECESSARILY THOSE WHO
LOOK AND FEEL IDENTICAL TO
YOU - THE MOST LETHAL
COMPETITION COMES FROM
THE OUTSIDE
DO YOU UNDERSTAND YOUR
CUSTOMER - WHAT ARE
CUSTOMERS PAYING FOR?
HELGE
TENNØ
JOKULL
PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
CHANGES IN BEHAVIOR, DRIVERS, CATEGORIES AND PRODUCTS
FIVE CUSTOMER GAPS / ASSYMETRIC COMPETITION:
THE KNOWLEDGEABLE
CUSTOMER PEOPLE AND
COMPANIES HAVE
CHANGED HOW THEY SHOP
- AND OUR TOOLS NEED TO
CHANGE WITH THEM
NEW HABITS AND BEHAVIORS
CHANGE THE IMPORTANCE OF
ESTABLISHED MECHANISMS
THE PRODUCT IS
INFRASTRUCTURE- WHAT JOB IS
THE CUSTOMER HIRING US TO
DO - AND HOW COULD WE
DELIVER ON THIS JOB?
THE COMPETITION ISN’T
NECESSARILY THOSE WHO
LOOK AND FEEL IDENTICAL TO
YOU - THE MOST LETHAL
COMPETITION COMES FROM
THE OUTSIDE
DO YOU UNDERSTAND YOUR
CUSTOMER - WHAT ARE
CUSTOMERS PAYING FOR?
WHAT IS YOUR CUSTOMER GAP / WHERE IS YOUR ASSYMETRIC COMPETITION COMING FROM?
QUESTION:
PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
HELGE
TENNØ
JOKULL
PART2:FUNDAMENTALCHANGESINTHENATUREOFCONSUMPTION
PART2:FUNDAMENTALCHANGESINTHENATUREOFCONSUMPTION
ARE YOU, THROUGH YOUR INNOVATION EFFORTS, TRYING TO PROLONG THE
EXISTING PARADIGM OR MIGRATE TO THE NEXT ZONE OF MUTATION?
QUESTION:
PART2:FUNDAMENTALCHANGESINTHENATUREOFCONSUMPTION
TECHNOLOGY IN THIS SENSE IS ANYTHING THAT ENABLES A TYPE OF BEHAVIOR TO ACHIEVE A DESIRED OUTCOME
example: a seminar, talk, sermon, class, workshop, game
PART3:THISISHOWTECHNOLOGYWORKS
HELGE
TENNØ
JOKULL
A. slow social change
PART3:THISISHOWTECHNOLOGYWORKS
b. explosive behavioral change
PART3:THISISHOWTECHNOLOGYWORKS
HELGE
TENNØ
JOKULL
TECHNOLOGY IN THIS SENSE IS ANYTHING THAT ENABLES A TYPE OF BEHAVIOR TO ACHIEVE A DESIRED OUTCOME
example: a seminar, talk, sermon, class, workshop, game
PART3:THISISHOWTECHNOLOGYWORKS
HELGE
TENNØ
JOKULL
are our current technologies limiting our outcome creation through a
definite number of behaviors - can we accommodate or create new behaviors?
SUBTITLE: DO WE NEED NEW TECHNOLOGIES TO ACCOMMODATE PRESENT AND FUTURE ECONOMIES?
QUESTION:
PART3:THISISHOWTECHNOLOGYWORKS
HELGE
TENNØ
JOKULL
AN ORGANIZATION IS ESSENTIALLY 

A STRING OF COMPONENTS FORMING 

A VERTICAL VALUE CHAIN WELDED
TOGETHER BY TRANSACTION COSTS.
A BUSINESS’ COMPETITIVE ADVANTAGE
IS THE SUM OR THE AVERAGE OF ITS
TRANSACTION COSTS. COMPANIES
USUALLY WIELD LARGE ADVANTAGES 

IN SOME COMPONENTS AND ARE
LAGGING IN OTHERS.
WITH DIGITIZATION WE CAN ACHIEVE
ZERO MARGINAL COST IN SOME
COMPONENTS – MEANING THAT THE
TRANSACTIONAL COSTS PLUMMET 

TO A LEVEL WHERE THERE IS LESS 

OR NOTHING TO ECONOMIZE ON
WHEN CERTAIN COMPONENTS IN THE
VALUE CHAIN PLUMMET IT CAN CHANGE
THE RULES OF THE GAME FOR AN ENTIRE
INDUSTRY
thevaluechain
BUSINESSSTRATEGY&
PART4:BUSINESSSTRATEGY&THEVALUECHAIN
PART4:BUSINESSSTRATEGY&THEVALUECHAIN
which component(s) of our value chain has or is close to detach, switch or weaken?
QUESTION:
PART4:BUSINESSSTRATEGY&THEVALUECHAIN
HELGE
TENNØ
JOKULL
SUCCESSFUL INNOVATORS
DON’T CARE ABOUT INNOVATING
PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING
“Successful innovators care about solving
interesting and important problems -
innovation is merely a byproduct”
“By contrast, focusing on solving interesting
and important problems tends to be born from
customer-centered motives:”
PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING
PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING
link
“So, the simplest explanation you’ll ever hear
of why succesful organizations ultimately
fail is this:
They fail when the leaders
fail to write of their own
depreciating intellectual
capital”.
- GARY HAMEL
link
PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING
INDUSTRY
TO CORE
BUSINESS
THE DEMISE FROM COMPANY TO
INDUSTRY AS A CONCEPT IS A POISONED PILL
- FROM A CUSTOMER
VALUE PERSPECTIVE
Companies concentrate on optimizing their core
business. Giving away products and services that they
would logically provide from a customer perspective,
but are not optimal when applying current business
and management logic.
Companies end up fighting for market share in ever
decreasing markets. Flatly excluding/ consciously
ignoring logical and lucrative extensions.
THIS IS THE CUSTOMER-JOB-TO-BE-
DONE THE COMPANY HELPS SOLVE
WHEN IT LAUNCHES
PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING
HELGE
TENNØ
JOKULL
INDUSTRY
TO CORE
BUSINESS
THE DEMISE FROM COMPANY TO
INDUSTRY AS A CONCEPT IS A POISONED PILL
- FROM A CUSTOMER
VALUE PERSPECTIVE
Companies concentrate on optimizing their core
business. Giving away products and services that they
would logically provide from a customer perspective,
but are not optimal when applying current business
and management logic.
Companies end up fighting for market share in ever
decreasing markets. Flatly excluding/ consciously
ignoring logical and lucrative extensions.
THIS IS THE JOB IT IS HELPING
CUSTOMERS SOLVE TODAY
[COMPANIES GET STUCK IN THE IDEA OF THE ORIGINAL JOB. NOT SEEING THAT AS PEOPLE ARE
PERFORMING AND SOLVING THE JOB THEY REDESIGN AND FRAGMENT IT. COMPANIES GET
STUCK ON THE MAIN DESIGN, IGNORING CONCIOUSLY THE EXTENSIONS THAT EMERGE]
PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING
HELGE
TENNØ
JOKULL
INDUSTRY
TO CORE
BUSINESS
THE DEMISE FROM COMPANY TO
INDUSTRY AS A CONCEPT IS A POISONED PILL
- FROM A CUSTOMER
VALUE PERSPECTIVE
Companies concentrate on optimizing their core
business. Giving away products and services that they
would logically provide from a customer perspective,
but are not optimal when applying current business
and management logic.
Companies end up fighting for market share in ever
decreasing markets. Flatly excluding/ consciously
ignoring logical and lucrative extensions.
THIS IS THE JOB THE COMPANY IS
SOLVING IN THE FUTURE
[EVENTUALLY THE ORIGINAL JOB MIGHT END UP AS JUST A NICHE DELIVERY. THE
CUSTOMER HAS MOVED ON TO DIFFERENT WAYS OF SOLVING THE ORIGINAL JOB]
PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING
HELGE
TENNØ
JOKULL
INDUSTRY
TO CORE
BUSINESS
THE DEMISE FROM COMPANY TO
INDUSTRY AS A CONCEPT IS A POISONED PILL
- FROM A CUSTOMER
VALUE PERSPECTIVE
Companies concentrate on optimizing their core
business. Giving away products and services that they
would logically provide from a customer perspective,
but are not optimal when applying current business
and management logic.
Companies end up fighting for market share in ever
decreasing markets. Flatly excluding/ consciously
ignoring logical and lucrative extensions.
THIS IS THE JOB THE COMPANY IS
SOLVING IN THE FUTURE
[EVENTUALLY THE ORIGINAL JOB MIGHT END UP AS JUST A NICHE DELIVERY. THE
CUSTOMER HAS MOVED ON TO DIFFERENT WAYS OF SOLVING THE ORIGINAL JOB]
HOW does core business and industry mindsets limit our ability to compete
QUESTION:
PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING
HELGE
TENNØ
JOKULL
3CONCEPTS
TO SPARK YOUR IMAGINATION
IMAGE BY ERIC FISCHER ON FLICKR.COM
PART6:TWOCONCEPTSTOSPARKYOURIMAGINATION
THE
CONCENTRATED
MODEL 

& 

THE HIDDEN 

SPACE
IMAGE BY KYLE LAD ON FLICKR.COM
PART6:TWOCONCEPTSTOSPARKYOURIMAGINATION
ACTIVE
OR PASSIVE
PART6:TWOCONCEPTSTOSPARKYOURIMAGINATION
PART6:TWOCONCEPTSTOSPARKYOURIMAGINATION
link
WHAT ARE WE DOING THAT DIRECTLY IMPACTS CUSTOMER VALUE? HOW ARE WE GOING TO SERVE THE CUSTOMERS BETTER? WHAT IS THE MOST VALUED OUTCOME WE CAN HELP THE CUSTOMER PRODUCE?
HOW CAN THE CUSTOMER BENEFIT FROM
FURTHER INDIVIDUALIZATION OF OUR
EXPERIENCE?
HOW CAN THE CUSTOMER BENEFIT FURTHER FROM VALUE TRANSFORMATION?
HOW DOES CORE BUSINESS AND INDUSTRY-THINKING LIMIT OUR
ABILITY TO COMPETE?
HOW DO WE CAPTURE WHAT VALUE FROM THE CUSTOMER?WHAT IS OUR CUSTOMER EXPERIENCE?
(COMPANIES SELL CUSTOMER INTERFACES /
EXPERIENCE - NOT PRODUCTS)
PAGE 3: CUSTOMER VALUE TENNØ
180360720.NO | JOKULL.IO
HOW CAN WE CREATE AND CAPTURE CUSTOMER VALUE?
A. WHAT ARE WE DOING THAT DIRECTLY IMPACTS CUSTOMER VALUE? HOW ARE WE GOING TO SERVE THE CUSTOMERS BETTER?
B. WHAT IS THE MOST VALUED OUTCOME WE CAN HELP THE CUSTOMER PRODUCE?
C. HOW CAN THE CUSTOMER BENEFIT FROM FURTHER INDIVIDUALIZATION OF OUR EXPERIENCE?
D. HOW CAN THE CUSTOMER BENEFIT FURTHER FROM VALUE TRANSFORMATION?
QUESTION:
PART6:TWOCONCEPTSTOSPARKYOURIMAGINATION
HELGE
TENNØ
JOKULL
Part 1: The Complexity Gap / Asymmetric Competition
WHAT IS YOUR CUSTOMER GAP / WHERE IS YOUR ASSYMETRIC COMPETITION COMING FROM?
Part 2: Fundamental Changes In The Nature Of Consumption
ARE YOU, THROUGH YOUR INNOVATION EFFORTS, TRYING TO PROLONG THE EXISTING PARADIGM
OR MIGRATE TO THE NEXT ZONE OF MUTATION?
Part 3: This is How Technology Works
are our current technologies limiting our outcome creation through a definite
number of behaviors - can we accommodate or create new behaviors?
SUBTITLE: DO WE NEED NEW TECHNOLOGIES TO ACCOMMODATE PRESENT AND FUTURE ECONOMIES?
Part 4: Business Strategy & The Value Chain
which component(s) of our value chain has or is close to detach, switch or weaken?
Part 5: Successful Innovators Don’t Care About Innovating
HOW does core business and industry mindsets limit our ability to compete?
Part 6: Two Concepts To Spark Your Imagination
A. WHAT ARE WE DOING THAT DIRECTLY IMPACTS CUSTOMER VALUE? HOW ARE WE GOING TO
SERVE THE CUSTOMERS BETTER?
B. WHAT IS THE MOST VALUED OUTCOME WE CAN HELP THE CUSTOMER PRODUCE?
c. HOW CAN THE CUSTOMER BENEFIT FROM FURTHER INDIVIDUALIZATION OF OUR EXPERIENCE?
d. HOW CAN THE CUSTOMER BENEFIT FURTHER FROM VALUE TRANSFORMATION?
SUMMARY
HELGE
TENNØ
JOKULL
ofQUESTIONS
READ FULL ARTICLE HERE:
HTTP://WWW.180360720.NO/?P=5079
HELGE
TENNØ
JOKULL

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Technology Will Disrupt - Why, What and How?

  • 2. topics Part 1: The Complexity Gap / Asymmetric Competition Part 2: Fundamental Changes In The Nature Of Consumption Part 3: This is How Technology Works Part 4: Business Strategy & The Value Chain Part 5: Successful Innovators Don’t Care About Innovating Part 6: Three Concepts To Spark Your Imagination HELGE TENNØ JOKULL
  • 3. - CHRISTIAN MADSBJERG AND MIKKEL B. RASMUSSEN, HBR.ORG, AN ANTHROPOLOGIST WALKS INTO A BAR link The biggest challenge CEOs face is the so called complexity gap. CEOs see a lack of customer insight as their biggest deficit in managing complexity. .. And rank “customer obsession” as the most critical leadership trait. PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
  • 4. CHANGES IN BEHAVIOR, DRIVERS, CATEGORIES AND PRODUCTS FIVE CUSTOMER GAPS / ASSYMETRIC COMPETITION: THE KNOWLEDGEABLE CUSTOMER PEOPLE AND COMPANIES HAVE CHANGED HOW THEY SHOP - AND OUR TOOLS NEED TO CHANGE WITH THEM NEW HABITS AND BEHAVIORS CHANGE THE IMPORTANCE OF ESTABLISHED MECHANISMS THE PRODUCT IS INFRASTRUCTURE- WHAT JOB IS THE CUSTOMER HIRING US TO DO - AND HOW COULD WE DELIVER ON THIS JOB? THE COMPETITION ISN’T NECESSARILY THOSE WHO LOOK AND FEEL IDENTICAL TO YOU - THE MOST LETHAL COMPETITION COMES FROM THE OUTSIDE DO YOU UNDERSTAND YOUR CUSTOMER - WHAT ARE CUSTOMERS PAYING FOR? HELGE TENNØ JOKULL PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
  • 5. CHANGES IN BEHAVIOR, DRIVERS, CATEGORIES AND PRODUCTS FIVE CUSTOMER GAPS / ASSYMETRIC COMPETITION: THE KNOWLEDGEABLE CUSTOMER PEOPLE AND COMPANIES HAVE CHANGED HOW THEY SHOP - AND OUR TOOLS NEED TO CHANGE WITH THEM NEW HABITS AND BEHAVIORS CHANGE THE IMPORTANCE OF ESTABLISHED MECHANISMS THE PRODUCT IS INFRASTRUCTURE- WHAT JOB IS THE CUSTOMER HIRING US TO DO - AND HOW COULD WE DELIVER ON THIS JOB? THE COMPETITION ISN’T NECESSARILY THOSE WHO LOOK AND FEEL IDENTICAL TO YOU - THE MOST LETHAL COMPETITION COMES FROM THE OUTSIDE DO YOU UNDERSTAND YOUR CUSTOMER - WHAT ARE CUSTOMERS PAYING FOR? WHAT IS YOUR CUSTOMER GAP / WHERE IS YOUR ASSYMETRIC COMPETITION COMING FROM? QUESTION: PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION HELGE TENNØ JOKULL
  • 8. ARE YOU, THROUGH YOUR INNOVATION EFFORTS, TRYING TO PROLONG THE EXISTING PARADIGM OR MIGRATE TO THE NEXT ZONE OF MUTATION? QUESTION: PART2:FUNDAMENTALCHANGESINTHENATUREOFCONSUMPTION
  • 9. TECHNOLOGY IN THIS SENSE IS ANYTHING THAT ENABLES A TYPE OF BEHAVIOR TO ACHIEVE A DESIRED OUTCOME example: a seminar, talk, sermon, class, workshop, game PART3:THISISHOWTECHNOLOGYWORKS HELGE TENNØ JOKULL
  • 10. A. slow social change PART3:THISISHOWTECHNOLOGYWORKS
  • 11. b. explosive behavioral change PART3:THISISHOWTECHNOLOGYWORKS HELGE TENNØ JOKULL
  • 12. TECHNOLOGY IN THIS SENSE IS ANYTHING THAT ENABLES A TYPE OF BEHAVIOR TO ACHIEVE A DESIRED OUTCOME example: a seminar, talk, sermon, class, workshop, game PART3:THISISHOWTECHNOLOGYWORKS HELGE TENNØ JOKULL
  • 13. are our current technologies limiting our outcome creation through a definite number of behaviors - can we accommodate or create new behaviors? SUBTITLE: DO WE NEED NEW TECHNOLOGIES TO ACCOMMODATE PRESENT AND FUTURE ECONOMIES? QUESTION: PART3:THISISHOWTECHNOLOGYWORKS HELGE TENNØ JOKULL
  • 14. AN ORGANIZATION IS ESSENTIALLY 
 A STRING OF COMPONENTS FORMING 
 A VERTICAL VALUE CHAIN WELDED TOGETHER BY TRANSACTION COSTS. A BUSINESS’ COMPETITIVE ADVANTAGE IS THE SUM OR THE AVERAGE OF ITS TRANSACTION COSTS. COMPANIES USUALLY WIELD LARGE ADVANTAGES 
 IN SOME COMPONENTS AND ARE LAGGING IN OTHERS. WITH DIGITIZATION WE CAN ACHIEVE ZERO MARGINAL COST IN SOME COMPONENTS – MEANING THAT THE TRANSACTIONAL COSTS PLUMMET 
 TO A LEVEL WHERE THERE IS LESS 
 OR NOTHING TO ECONOMIZE ON WHEN CERTAIN COMPONENTS IN THE VALUE CHAIN PLUMMET IT CAN CHANGE THE RULES OF THE GAME FOR AN ENTIRE INDUSTRY thevaluechain BUSINESSSTRATEGY& PART4:BUSINESSSTRATEGY&THEVALUECHAIN
  • 16. which component(s) of our value chain has or is close to detach, switch or weaken? QUESTION: PART4:BUSINESSSTRATEGY&THEVALUECHAIN HELGE TENNØ JOKULL
  • 17. SUCCESSFUL INNOVATORS DON’T CARE ABOUT INNOVATING PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING
  • 18. “Successful innovators care about solving interesting and important problems - innovation is merely a byproduct” “By contrast, focusing on solving interesting and important problems tends to be born from customer-centered motives:” PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING
  • 20. “So, the simplest explanation you’ll ever hear of why succesful organizations ultimately fail is this: They fail when the leaders fail to write of their own depreciating intellectual capital”. - GARY HAMEL link PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING
  • 21. INDUSTRY TO CORE BUSINESS THE DEMISE FROM COMPANY TO INDUSTRY AS A CONCEPT IS A POISONED PILL - FROM A CUSTOMER VALUE PERSPECTIVE Companies concentrate on optimizing their core business. Giving away products and services that they would logically provide from a customer perspective, but are not optimal when applying current business and management logic. Companies end up fighting for market share in ever decreasing markets. Flatly excluding/ consciously ignoring logical and lucrative extensions. THIS IS THE CUSTOMER-JOB-TO-BE- DONE THE COMPANY HELPS SOLVE WHEN IT LAUNCHES PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING HELGE TENNØ JOKULL
  • 22. INDUSTRY TO CORE BUSINESS THE DEMISE FROM COMPANY TO INDUSTRY AS A CONCEPT IS A POISONED PILL - FROM A CUSTOMER VALUE PERSPECTIVE Companies concentrate on optimizing their core business. Giving away products and services that they would logically provide from a customer perspective, but are not optimal when applying current business and management logic. Companies end up fighting for market share in ever decreasing markets. Flatly excluding/ consciously ignoring logical and lucrative extensions. THIS IS THE JOB IT IS HELPING CUSTOMERS SOLVE TODAY [COMPANIES GET STUCK IN THE IDEA OF THE ORIGINAL JOB. NOT SEEING THAT AS PEOPLE ARE PERFORMING AND SOLVING THE JOB THEY REDESIGN AND FRAGMENT IT. COMPANIES GET STUCK ON THE MAIN DESIGN, IGNORING CONCIOUSLY THE EXTENSIONS THAT EMERGE] PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING HELGE TENNØ JOKULL
  • 23. INDUSTRY TO CORE BUSINESS THE DEMISE FROM COMPANY TO INDUSTRY AS A CONCEPT IS A POISONED PILL - FROM A CUSTOMER VALUE PERSPECTIVE Companies concentrate on optimizing their core business. Giving away products and services that they would logically provide from a customer perspective, but are not optimal when applying current business and management logic. Companies end up fighting for market share in ever decreasing markets. Flatly excluding/ consciously ignoring logical and lucrative extensions. THIS IS THE JOB THE COMPANY IS SOLVING IN THE FUTURE [EVENTUALLY THE ORIGINAL JOB MIGHT END UP AS JUST A NICHE DELIVERY. THE CUSTOMER HAS MOVED ON TO DIFFERENT WAYS OF SOLVING THE ORIGINAL JOB] PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING HELGE TENNØ JOKULL
  • 24. INDUSTRY TO CORE BUSINESS THE DEMISE FROM COMPANY TO INDUSTRY AS A CONCEPT IS A POISONED PILL - FROM A CUSTOMER VALUE PERSPECTIVE Companies concentrate on optimizing their core business. Giving away products and services that they would logically provide from a customer perspective, but are not optimal when applying current business and management logic. Companies end up fighting for market share in ever decreasing markets. Flatly excluding/ consciously ignoring logical and lucrative extensions. THIS IS THE JOB THE COMPANY IS SOLVING IN THE FUTURE [EVENTUALLY THE ORIGINAL JOB MIGHT END UP AS JUST A NICHE DELIVERY. THE CUSTOMER HAS MOVED ON TO DIFFERENT WAYS OF SOLVING THE ORIGINAL JOB] HOW does core business and industry mindsets limit our ability to compete QUESTION: PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING HELGE TENNØ JOKULL
  • 25. 3CONCEPTS TO SPARK YOUR IMAGINATION IMAGE BY ERIC FISCHER ON FLICKR.COM PART6:TWOCONCEPTSTOSPARKYOURIMAGINATION
  • 26. THE CONCENTRATED MODEL 
 & 
 THE HIDDEN 
 SPACE IMAGE BY KYLE LAD ON FLICKR.COM PART6:TWOCONCEPTSTOSPARKYOURIMAGINATION
  • 29. WHAT ARE WE DOING THAT DIRECTLY IMPACTS CUSTOMER VALUE? HOW ARE WE GOING TO SERVE THE CUSTOMERS BETTER? WHAT IS THE MOST VALUED OUTCOME WE CAN HELP THE CUSTOMER PRODUCE? HOW CAN THE CUSTOMER BENEFIT FROM FURTHER INDIVIDUALIZATION OF OUR EXPERIENCE? HOW CAN THE CUSTOMER BENEFIT FURTHER FROM VALUE TRANSFORMATION? HOW DOES CORE BUSINESS AND INDUSTRY-THINKING LIMIT OUR ABILITY TO COMPETE? HOW DO WE CAPTURE WHAT VALUE FROM THE CUSTOMER?WHAT IS OUR CUSTOMER EXPERIENCE? (COMPANIES SELL CUSTOMER INTERFACES / EXPERIENCE - NOT PRODUCTS) PAGE 3: CUSTOMER VALUE TENNØ 180360720.NO | JOKULL.IO HOW CAN WE CREATE AND CAPTURE CUSTOMER VALUE? A. WHAT ARE WE DOING THAT DIRECTLY IMPACTS CUSTOMER VALUE? HOW ARE WE GOING TO SERVE THE CUSTOMERS BETTER? B. WHAT IS THE MOST VALUED OUTCOME WE CAN HELP THE CUSTOMER PRODUCE? C. HOW CAN THE CUSTOMER BENEFIT FROM FURTHER INDIVIDUALIZATION OF OUR EXPERIENCE? D. HOW CAN THE CUSTOMER BENEFIT FURTHER FROM VALUE TRANSFORMATION? QUESTION: PART6:TWOCONCEPTSTOSPARKYOURIMAGINATION HELGE TENNØ JOKULL
  • 30. Part 1: The Complexity Gap / Asymmetric Competition WHAT IS YOUR CUSTOMER GAP / WHERE IS YOUR ASSYMETRIC COMPETITION COMING FROM? Part 2: Fundamental Changes In The Nature Of Consumption ARE YOU, THROUGH YOUR INNOVATION EFFORTS, TRYING TO PROLONG THE EXISTING PARADIGM OR MIGRATE TO THE NEXT ZONE OF MUTATION? Part 3: This is How Technology Works are our current technologies limiting our outcome creation through a definite number of behaviors - can we accommodate or create new behaviors? SUBTITLE: DO WE NEED NEW TECHNOLOGIES TO ACCOMMODATE PRESENT AND FUTURE ECONOMIES? Part 4: Business Strategy & The Value Chain which component(s) of our value chain has or is close to detach, switch or weaken? Part 5: Successful Innovators Don’t Care About Innovating HOW does core business and industry mindsets limit our ability to compete? Part 6: Two Concepts To Spark Your Imagination A. WHAT ARE WE DOING THAT DIRECTLY IMPACTS CUSTOMER VALUE? HOW ARE WE GOING TO SERVE THE CUSTOMERS BETTER? B. WHAT IS THE MOST VALUED OUTCOME WE CAN HELP THE CUSTOMER PRODUCE? c. HOW CAN THE CUSTOMER BENEFIT FROM FURTHER INDIVIDUALIZATION OF OUR EXPERIENCE? d. HOW CAN THE CUSTOMER BENEFIT FURTHER FROM VALUE TRANSFORMATION? SUMMARY HELGE TENNØ JOKULL ofQUESTIONS
  • 31. READ FULL ARTICLE HERE: HTTP://WWW.180360720.NO/?P=5079