Cadcm 2011

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Cadcm 2011

  1. 1. Business Model Innovation Through Design Led Innovation: An Experience From the Machinery Industry <br />Fabrizio Maria Pini<br />MIP-Business School<br />Politecnico of Milan<br />
  2. 2. Agenda<br />Business Model Innovation<br />Business Model Innovation through workshop based process: the case of an Italian manufacturing company<br />Implications<br />
  3. 3. Business Model Innovation<br />The interest for disruptive change as a source of competitive advantage (Chirstensen and Raynor, 2003) brought the attention of researchers and practitioners to the business model as a key element of the innovation process.<br />Managerial literature on the topic has been focusing very much on the role of innovators, enlightened CEOs and other revolutionary characters as the cornerstones of any radical change in the organisation.<br />
  4. 4. Business Model Innovation<br />In organisations with a strong culture it is very hard to grow or even detect innovators as most of the people share the same view and beliefs about what is the value proposition and how to sustain it.<br />Innovators might find it difficult to “sell” their vision internally and draw company attention on their ideas.<br />In order to generate new and alternative visions on the business model and the value proposition companies should rely more on a set of models and tools that allow employees to “see” the present challenges differently and then design possible alternatives.<br />
  5. 5. Business Model Innovation<br />This requires a set of tools that helps organisations in:<br />Overcoming their organisational and cultural dogmas and beliefs;<br />Seeing the big picture and discovering new customers’ insights and latent needs;<br />Visualising alternative value propositions and business models;<br />Designing innovative business models with a clear perception of the changes required and the constraints to overcome.<br />
  6. 6. Business Model Innovation<br />Open innovation is a paradigm that assumes that firms can and should use external ideas as well as internal ideas, and internal and external paths to market, as the firms look to advance their technology. Henry Chesbrough, 2003.<br />The Wisdom of Crowds argues that the aggregation of information in groups, resulting in decisions that are often better than could have been made by any single member of the group. James Surowiecki, 2004.<br />Crowdsourcing is the act of outsourcing tasks, traditionally performed by an employee or contractor, to an undefined, large group of people or community (a crowd), through an open call. Jeff Howe, 2006.<br />
  7. 7. BM InnovationThrough Workshop BasedProcess<br />Background<br />MachineryManufacturer<br />Slow down of sales due to global market crisis and increasing competitive pressure<br />Technical, productcentred culture<br />Difficulty to “see” alternative futures<br />Business opportunity in the development of services for productusers<br />
  8. 8. BM InnovationThrough Workshop BasedProcess<br />Goal and resources<br />Goal: Co-creation of possible service business models<br />Strong commitment from top management to bring radical change in business<br />Need to overcomeorganisational culture limitations<br />Involvement of 150 employeesthrough 10 innovation workshops<br />
  9. 9. BM InnovationThrough Workshop BasedProcess<br />Project phases<br />Set the agenda for change<br />Configure and manageinnovation workshops <br />Overcoming the organisationaldogmas (the dogma wall)<br />Scenario building and knowledge generation<br />Insightidentification<br />Service idea generation<br />Business model design<br />
  10. 10. BM InnovationThrough Workshop BasedProcess<br />Results<br />30 different business model prototypes related to services and capable to sustain the expected increases in sales given by top managers<br />Business models dealt with the creation of new services for different customer segments: i) large global companies; ii) small business and industrial districts; iii) retailers and distributors.<br />
  11. 11. BM InnovationThrough Workshop BasedProcess<br />Results: “The uncertain future”<br />The small business cluster of services is focused on the idea of “mobile open workshops” allowing artisans and small producers to access machineries and assistance without having to buy a machinery that could be used only for a specific production or a small lot. <br />Company would provide technical assistance, machinery set up and run a reservation system on line where customers could ask for consulting on the specific set of machineries needed to perform a specific task.<br />The revenue stream is guaranteed through a pay per use billing model.<br />
  12. 12. BM InnovationThrough Workshop BasedProcess<br />Results: “The digitalmarketplace”<br />As for as retailers are concerned, the dominant idea was the one of reducing their need of stock and inventory through the digitalisation of their outlet and of many customer relationship processes.<br />The service offered should be the one of an open platform where dealers and retailers could configure their virtual shop and optimise customer services and spare parts assistance. <br />The service designed would work not only for the products of the company but should run as a sort of digital wholesaler or e-commerce platform.<br />The revenue model is linked to the site management, consulting and platform promotion and is based on a service fee plus extra price for custom fit services.<br />
  13. 13. Implications<br />Innovation workshop processhelpedin:<br />Aligning the organisation to a new paradigm<br />Explicit cultural limitations to changes and innovation<br />Makeeveryoneresponsible for innovation<br />Generate new ideas and business models<br />
  14. 14. Implications<br />Innovation workshop processlimitations:<br />Too long time span<br />Lack of rewardingsystem<br />Lack of clearimplementationprogrammes<br />Competenceselectiongenerated some poorresults in groups<br />

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