Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Alex Osterwalder (Founder/CEO, Strategyzer) - Building Invincible Companies

109 views

Published on

Building Invincible Companies With Effective Business Portfolio Management
Alex will discuss how you can manage a portfolio of products successfully. How can you invent new business models (explore), improve existing ones (exploit), and manage them all across the organization (manage)? How should you visualize your business model portfolio, in order to be prepared for the future?

You will learn how to map the exploration of new business ideas and test them in a simple and practical way. You will learn how to manage and improve the businesses and products you already have, understand how much profit existing business models generate and point out any synergies/conflicts between your models.

Published in: Business
  • Be the first to comment

  • Be the first to like this

Alex Osterwalder (Founder/CEO, Strategyzer) - Building Invincible Companies

  1. 1. strategyzer.com Building Invincible Companies Design, Test, and Manage Business Model Portfolios @Strategyzer @AlexOsterwalder @YPigneur @DavidJBland blog.strategyzer.com
  2. 2. Co-founder Strategyzer Alex Osterwalder @AlexOsterwalder Professor University of Lausanne Yves Pigneur @YPigneur #7 @FredEtiemble
  3. 3. Testing This book integrates with Business Model Generation & Value Proposition Design International Bestsellers 40+ Languages Series You’re ho ding a fie d guide for rapid experimentation. Use the 44 experiments inside to find your path to sca e. Systematica y win big with sma bets by… Business Ideas strategyzer.com/test WRITTEN BY David J. Bland Alex Osterwalder DESIGNED BY Alan Smith Trish Papadakos CREATING CLARITY Transform your work with the power of visual tools This book is for you if you want to change the way you work and build a solid future for your business. You will learn to know a simple to use framework and a lot of visual tools and techniques to help you create clarity. by Holger Nils Pohl, Co-Author Alex Osterwalder CREATINGCLARITYbyHolgerNilsPohl,Co-AuthorAlexOsterwalder
  4. 4. 1 If you like this presentation, please, feel free to share it but keep these copyright restrictions in mind: • The Strategyzer logo should always fully appear on any slide that contains our illustrations and/or content. • This content should not be published on any other online or offline channels other than Strategyzer’s, unless this has been previously agreed upon by Strategyzer AG and formalized in a written agreement. • This content cannot be resold or integrated into any physical or software product. The Business Model Canvas is licensed as creative commons. Enjoy it and adapt it freely, as long as you reference with citation “Strategyzer.com” and share your work under the same license. The Value Proposition Canvas is copyrighted Strategyzer AG and is not to be modified or used in software or other commercial products. Feel free to use the Business Model Canvas and Value Proposition Canvas in meetings or for consulting services under the condition of referencing and citing “Strategyzer.com” and fully displaying the Strategyzer logo. You can find additional information on businessmodelgeneration.com/canvas/bmc under “Legal Info”. 
 Please contact support@strategyzer.com for any inquiry. These slides are copyright of Strategyzer AG and are intended for personal use only. For other uses please inquire about licensing fees with Natasha at sales@strategyzer.com. The following applies to any content you intend to reuse: These slides are copyright of Strategyzer AG and are intended for personal use only. For uses please inquire about licensing fees with our sales team at sales@strategyzer.com The following applies to any content you intend to reuse:
  5. 5. If you like this presentation, please, feel free to share it but keep these copyright restrictions in mind: • The Strategyzer logo should always fully appear on any slide that contains our illustrations and/or content. • This content should not be published on any other online or offline channels other than Strategyzer’s, unless this has been previously agreed upon by Strategyzer AG and formalized in a written agreement. • This content cannot be resold or integrated into any physical or software product. The Business Model Canvas is licensed as creative commons. Enjoy it and adapt it freely, as long as you reference with citation “Strategyzer.com” and share your work under the same license. The Value Proposition Canvas is copyrighted Strategyzer AG and is not to be modified or used in software or other commercial products. Feel free to use the Business Model Canvas and Value Proposition Canvas in meetings or for consulting services under the condition of referencing and citing “Strategyzer.com” and fully displaying the Strategyzer logo. You can find additional information on businessmodelgeneration.com/canvas/bmc under “Legal Info”. Please contact support@strategyzer.com for any inquiry. These slides are copyright of Strategyzer AG and are intended for personal use only. For other uses please inquire about licensing fees with Natasha at sales@strategyzer.com. The following applies to any content you intend to reuse: These slides are copyright of Strategyzer AG and are intended for personal use only. For uses please inquire about licensing fees with our sales team at sales@strategyzer.com The following applies to any content you intend to reuse:
  6. 6. discuss in groups of 2: what are the characteristics of an invincible company? Systematically Get from Idea to Sustainable Business (more than once)1 Compete on Superior Business Models (not just better product, tech, & price) 3 Constantly Reinvent Your Business (shift from old business models & invent new ones) 2 Testing This book integrates with Business Model Generation & Value Proposition Design International Bestsellers 40+ Languages Series You’re ho ding a fie d guide for rapid experimentation. Use the 44 experiments inside to find your path to sca e. Systematica y win big with sma bets by… Business Ideas strategyzer.com/test WRITTEN BY David J. Bland Alex Osterwalder DESIGNED BY Alan Smith Trish Papadakos
  7. 7. Systematically Get from Idea to Business 1 Lean is not an engineering process. Keep your eyes on the prize – Steve Blank, entrepreneur & author “ ”
  8. 8. D ecide idea business TEST BUSINESS DESIGN D ecidee hypothesize experiment learn ideate business prototype assess decide TEST hypothesize The Business Model Canvas Customer SegmentsKey ActivitiesKey Partners Cost Structure elationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com Key Resourceurceurcerceurceurces FF BILITEASIB Customer ReV DDESIRABILITY TTTTTTTYYYYYTTYT VVVVVVVVIAABILITY strategyzer com
  9. 9. The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com uee PKey AcAcAcctivt VaVaVaVaVaVVaVaVVaitititivitvitivitivitiiitt esesesesesesesesesee Key Resources ValueActivities FEASIBILITYT Customer Relationsationationationstionstionstionsonstionstionon CustohipshiphipsppPropositions ionships DESIRABILITYES Channels DESIRABILES Revenue Streams VIABILITY The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com Value PrKey Activit ValuValuValuValutivittivittivitiivities Key Resources FEASIBILITYT Custnshipsropositions Customer Relationsonsonsonshiphihh DESIRABILITYES Channels RevenRe nuee Sttreams VIABILITY The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com Key ActivitiesKey Partners Key Resources FEASIBILITYBBILITY Can we build it ?b yy Channels Customer SegmentsValue Propositions Customer Relationships DESIRABILITYEESIRABILI Do they want it ?o tt i Reevenuenunenue Se SSStreamsCostt Structure VIABILITYB Sanity Check ADAPTABILITY hypo important unimportant have evidence no evidence The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com what needs to be true for this idea to work? hypo hypo hypo hypohypo hypo hypo hypo hypo hypo hypo hypo hypo hypo hypo po purchasing department willing to pay for value, not day-rates
  10. 10. hypo important unimportant have evidence no evidence The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com hypo hypo hypo hypo hypo hypo hypo hypo hypo hypo hypo hypo hypo hypohypo no evide hypo hypo hypo hypo hypo TEST Experiment experiment Testing This book integrates with Business Model Generation & Value Proposition Design International Bestsellers 40+ Languages Series You’re ho ding a fie d guide for rapid experimentation. Use the 44 experiments inside to find your path to sca e. Systematica y win big with sma bets by… Business Ideas strategyzer.com/test WRITTEN BY David J. Bland Alex Osterwalder DESIGNED BY Alan Smith Trish Papadakos Run experiments from idea to business.
  11. 11. discuss in groups of 2: what’s the boldest experiment you’ve conducted? executionsearch $ $ $ $ $ $ spending uncertainty discovery validation Discovery Experiments Validation Experiments
  12. 12. 3. Urgency: How much time do you have until the next major decision point or until you run out of money? The selection of the right experiment may depend on the time and money you have available. If you have a major meeting with decision makers or investors com- ing up, you might need to use quick and cheap experiments to quickly generate evidence on multiple aspects of your idea. When you are running out of money, you need to pick the right experiments to convince decision makers and investors to t d f di EXPERIMENT NAME / OVERVIEW Experiment Name Experiment description COST SETUP TIME CAPABILITIES Design, Product, Tech, Legal, Data, Sales, Marketing, Research, Finance EVIDENCE STRENGTH RUN TIME COST under $500 $500 – $1,000 $1,000 – $10,000 $10,000 – $20,000 $20,000+ 1 – 3 hours 1 – 3 days 1 – 3 weeks 1 – 3 months 3+ months SETUP / RUN TIME DESIRABILITY · FEASIBILITY · VIABILITY Experiment is ideal for—what it’s ideal for Experiment is not ideal for—what it’s not ideal for EXPERIMENTTYPE Exploration Customer Interview p. 207 Expert Stakeholder Interviews p. 207 Partner & Supplier Interviews p. 207 A Day in the Life p. 207 Discovery Survey p. 207 DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY Data Analysis Search Trend Analysis p. 207 Web Traffic Analysis p. 207 Discussion Forums p. 207 Sales Force Feedback p. 207 Customer Support Analysis p. 207 DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY Interest Discovery Online Ad p. 207 Link Tracking p. 207 404 Test p. 207 Feature Stub p. 207 Email Campaign p. 207 Social Media Campaign p. 207 Referral Program p. 207 DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY Discussion Prototypes 3D Print p. 207 Paper Prototype p. 207 Storyboard p. 207 Data Sheet p. 207 Brochure p. 207 Explainer Video p. 207 Boomerang p. 207 Pretend to Own p. 207 DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY Preference & Prioritization Discovery Product Box p. 207 Speed Boat p. 207 Card Sort p. 207 Buy a Feature p. 207 DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY COST SETUP TIME EVIDENCE STRENGTH THEMERUN TIME Discovery Experiments Validation Experiments EXPERIMENTTYPE Interaction Prototypes Clickable Prototype p. 207 Single Feature MVP p. 207 Mash-up MVP p. 207 Concierge p. 207 Life-sized Prototype p. 207 DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY Call to Action Simple Landing Page p. 207 Crowdfunding p. 207 Split Test p. 207 Presale p. 207 Validation Survey p. 207 DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY Simulation Wizard of Oz p. 207 Mock Sale p. 207 Letter of Intent p. 207 Pop-up Store p. 207 Extreme Programming Spike p. 207 DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY DESIRABILITY · FEASIBILITY · VIABILITY COST SETUP TIME EVIDENCE STRENGTH THEMERUN TIME DISCOVERY / EXPLORATION Customer Interview An interview that is focused on exploring customer jobs, pains, gains and willingness to pay. COST SETUP TIME CAPABILITIES Research EVIDENCE STRENGTH RUN TIME DESIRABILITY · FEASIBILITY · VIABILITY Customer Interview is ideal for gff aining qualitative insights into the fit between your value proposition and the customer segment. It’s also a good starting point for prff ice testing. Customer Interview is not ideal as a substitute for wff hat people will do.
  13. 13. Discussion Forums p. 207 Search Discussion Forums for evidence of customers seek- ing out solutions to a problem. A Day in the Life p. 207 Use what you learned in the customer interviews to then observe, and learn if, actions match the words. Salesforce Feedback p. 207 Use Salesforce Feedback to find a pattern of customer behavior. Discovery Survey p. 207 Perform surveys using what you learned in the customer interviews to inform your survey design. Search Trend Analysis p. 207 Search online for volume around a specific job, pain, or gain. Paper Prototype p. 207 Sketch out what the solution to the customer jobs, pains, and gains could look like on paper. Customer Interview 230 COST SETUP TIME CAPABILITIES Design / Product / Technology EVIDENCE STRENGTH RUN TIME DESIRABILITY · FEASIBILITY · VIABILITY Speed Boat is ideal for goff ing beyond conversations and having a visual representation ofo wf hat’s slowing your customers down and learninrr g how it impacts feasibilityt . DISCOVERY / PREFERENCE & PRIORITIZATION Speed Boat A visual game technique used with customers to identify what's inhibiting progress. ANCHORS = “what’s holding you back from doing those jobs well?” BOAT = “what jobs are you trying to get done?” Speed boat COST SETUP TIME CAPABILITIES Marketing / Research EVIDENCE STRENGTH RUN TIME DESIRABILITY · FEASIBILITY · VIABILITY Card Sorting is ideal for gff etting insights into customer jobs, pains, gains and value propositions. DISCOVERY / DISCUSSION PROTOTYPES Card Sorting A technique in user experience design in which a person uses cards with customers to generate insights.
  14. 14. Card Sort TOP 1. Visualize Delta 2. Body Changes 3. Track Fat 4. Girth Metrics 5. Track Muscle FLOP 1. Body Preview 2. Prediction 3. Track Volume 4. Timelapse 5. Goal ETA
  15. 15. COST SETUP TIME CAPABILITIES Design / Product / Research EVIDENCE STRENGTH RUN TIME DESIRABILITY · FEASIBILITY · VIABILITY Product Box is ideal for rff efining your value proposition and narrowing in on key features to your solution. DISCOVERY / PREFERENCE & PRIORITIZATION Product Box A facilitation technique used with customers to visualize value propositions, main features and key benefits in the physical form of a box. COST SETUP TIME CAPABILITIES Design / Product / Technology / Legal / Marketing EVIDENCE STRENGTH RUN TIME DESIRABILITY · FEASIBILITY · VIABILITY WiWW zard ofo Ozf is ideal forff learninrr g manually, first hand about steps needed to create, capture and deliver value to a customer. WiWW zard ofo Ozf is not ideal for scff aling a product or business. VALIDATION / SIMULATION Wizard of Oz Creating a customer experience and delivering value manually, with people instead of solely using technology. The name Wizard of Oz is derived from the movie, where you have a request that is handled by a person. Unlike Concierge, the people involved aren’t visible to the customer. Wizard of Oz Testing Business Ideas - David J Bland & Alex Osterwalder Creating a customer experience and delivering value manually, with people instead of solely using technology. dddddddddddddddddddddddddddd oooooooofffff OOOOOOOOOOOOOOzzzzzzzzWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiizzzzzzzzzzzzzzzzzzzzzzzzzzzzzzaaaaaaaaaaaaaaaaaaaaaaaaaaaarrrrrrrrrrrrrrdddd TTesTestinTestTestestinTesTestttii gTestTesTesTeststiiinnnnnngggggsttinnnnnngggggestttiiinnninnngggtttiiinnnnngggTesttitiingggngTesTe ttitinnnnggggggngessststtitiinngggggsstttiinngggggg BusinBuBusinBBBBBBBusinusBusiBusiiinnenenesneneBusineeesBBuBBBBuusussssinenesesseeeessssssssBBBBuBBuuuuusinusssssiinnnesseeesssssssssBBBBBusinusins neseeeeessessssssssBBBBB ssBusiBusi eeseessssssssssBBBusuus nesssssssssBBusiBusiBus nessssBuss nessssBus nnnn ssss IdeaIdeaddeaIdeadeaeasIdeaseasdeasIdeas -Ideas -Ideas -Ideas -IdddIdeassasassas -deas -IIdeaasIdeadd asIdeas -IddIdeas -dIdedeas -Ideas --IdIdeasIddeasIdeasIdd David JDavid JDavid JDavid JDavid JDavDaDavDavidvid JiddddDavid Javid JDavid JJiddDavid JDDaa dd Jd Jd JDavidaa Jddavid Jid Javid JJDav d Bland &Bland &BlandandBlandland &d &Bland &BlandBlanBlanand &andBland &aaBland &aBBlB dB aBlandla AlexAlexAlexAlexxexx OOsOOOOOsOsssAlexex OAlex OsOsOsOsx OOOsOssAlexex OOOOssssex OOsOsOsOOOsssAleex OssOOOOOsssA x OOOssstttterwterwaldrwterwaterwerwerwwaldewalderwawaterwaldaldalddedeeeettttterweerwaererwwaldwaldwwerwaaldterwaldaldldeeeterwtteerwrwaterwawwwterwawaldttt aldldeeeeeteee aldwalddeeetteeeeerw ldteeerwweerwarrww detterwrwwrwa rrrrrr expexpexpexpexpeexpexpxpxpexpexppeeeeeeeerererererxpexpeexpeeeexppeeee pe ee peeexp ieniennnceceien eien andandand delivdelivde idelivdelivdde eringerineringngeringeringerin valuvaluvaluvaluvaluvaluv eee manmanmanmanmanmane me nnnee nuuuuuuallyuu , withCreaCreaCreaCreaCreaCreaCreaCreareatreatrereateeaCreaCreaae tttreatCreaCreaCreaeatreateatttCrCrCreatreatttCrCreaaattC aattCCrCrreaattCr atCreCrearereattre tteCCreaC eeee ingiingnnnngng angggg aaaaaingging aaaangg aaningggingng aging an aaginngg aii gggn aininningnngg cccccuccuscucuscucuscususttcustttcuscussstusttcccuc tccusccccccusc tc tttomeromeomeromerommermeromeromeromeoomeroomermeroomeromomooo lelelylellelylelyelylelyelelyelelyleelellelyelyleelylleeleely uuuuuuuusingsinsusingngsinguuuusinguusinusuuuuuuuuuusu techtechnolnolognologogogolo y.y.y.ypeoeoppeoppeoppeoppeoppeopeoppeoppeooe pplopleoploplopppppplpeoppeopepeeeopleoplppeoplpeoppeopepepeoplpepeeeopopplppeeoplppee ppeeepeeoooe loploop e insee innse inse insse insinsinsinsininnininsnssssssinsinsiiinsininssiiine ine inse ine ininnsssinnnse inse insnnssinsie insee i se i seee ii see i teadteateadteadteadeaddeadadadtteeadteadttteadeadeteeadeadtteeaddadtetttettee dteeteateadteeteadttttteeetettteatteeteteaeaadttttteattteeteteattt d of soof soof soofof soofofof sososof sosoof soof soof sof sooof ssof soof sof ssoo s Wizard of Oz Testing Business Ideas - David J Bland & Alex Osterwalder Creating a customer experience and delivering value manually, with people instead of solely using technology. dddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddd ooooooooooooooooooooooooooooooooooffffffffffffffffffffffff OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiizzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaarrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrdddddddddddddddddddddddddddddddddddddddddddddd TTTeTeeeestingestingestinggTeeTeTestingTeestiestTeTeestinn BBusinessBBBusinessuusinessusineuuusssiinnnnnnneeusinessessessusinessBusinessBBusinessuuuusssi eeessesuuussssiinnneeeeesessusinessBusinessuussisineeesBusineuusssinnneesesBusinessBBuusiniinnnnnneesessssessB sinnn ssinnnneeessssBBu nnnne s IIdeasIdeadeas -Ideas -IdeasdeId David Jvid Jd Jd JJJid Jvid Jav BlandBlandBlandBlanndd &&&&&&&&&&&&&&&&&&&B &&&&&&&&&&nd AleAleAlAAAllleeexxxxxx OOOOsx Osx Osx OsAlAAllex OsAleAlAlleleeeex OssOsAlAleeeex OsOssAllee OssAlex sAAlexxxx OOOsssleeexx Oexxxxx OOOOexxxxx Ox OsOOO tetterwwwwwwaaaldalddalddedeeetteteeeerrwwwwwaa dteeerrwrwwwwwwattee wwwwwteeerwwtt wwwwwarrwwwwwaeterrwwwaerrwwwwwwa rrr eeexexxexxpeperpeperperereeeexeexxpexxexpeeexex eree ienceienceencenccecenceenceenceceneienceiene eence aaaanndndndndndddddddanannddandandddddanaanaandddaa dndandda dd dddedededeelielivlivlivivvvvdde vde vd lilivelldddeddd ldd erierineringerinririinngngngnggggriieringerieer ngrinineeer nn valuvalaluvalualualualuuvvav ualuvavavvavv eeee mmanmanmamananannnee manannmannee m nee manee mmanme manne nee m uuuaallyallyallyuuuuuuuuuuuuuuuauuu , wit, witw, w hhhCCCCCCreCreCreCreCreatCreatCreatreaatCreatCCCCCCCCCreCreCreCreatCCCCCCCCCCreatCreatCCCCCCCCCrreeaeatCrCreCCCCrCrCCrCrCreCrereCreatCreatCCCCCCrrCreaeatCCCCCCrrrreaareateatCCCCCCCCCCrCreeCreareattateatCCCCCCC aCreatteatCCCCrerereaCreatCreatateatCCCCCCrrereatCCCCCCCCrrreeaeateatCCCCCCrereeatCCCCCre tCCCCCCrCCC eaeaattiinnnnggg ag aaag aaaaaingg aainnnng aaaaiingingggg aiinnnnnnngggg ag aaaainnnngggggg aaaiiinnnnnnnng aaiiinnnnngggg aaaaainnnnggg aaannngnggggg aag anngggggg aaaingg aaag anggg aannginngg aainnnnggggg agggggggg cuscucucuccccuccuususcucucusususcusstsssttsttcucuususcucuscusstcusususucu ttcuuucusttstuscuususustuuststtustcuuuussttu tuc tstoomoooommmommmmeeerererrrrommmmmmmmererommmmmeooommommmmmmmm romoommmmmmm roommmmmeeromoommmmmmeeeroooommmmmmmmmmooommmmmmmmeommmmmmmmermmmmm rmmmmmmmeeeerer llleeeeelyelylyyyyyleeeelyelyllelllelllelleleeeeeeelyleeelylely usingusingusingnsinggnusinusinnusu nginus tetectectecechhchhchhchtetettecchttececeechcecchnnnnooooloologoglogogoggggnonnooologogoggnoolooono ogoo ognoolool goooolooollogolooonnooooo y.yy.yyyyyypeepeooeoeopoplplpleopllpeeopppepepepppeoeoeooplppepepppeoppeeeoooooppeopepeppppeoppeoeeoeeeeoooooplplppppeopeoppppeppeoeeoeepeoooeooooopppppppppeopeeeeoeooooooooppeppepeopeeooooooppppppppppeeeeeoopeooooooopoppppppppppeeeeepeeeoeeooooooooooppppppppeeeeeoooooooooppppppeeeeooooooooopppppppppeeeeoeoeoooooooopppppppppppeeeeoeoooooooppppppppppeeeeeeeoooooooooppppppppp pppppppppp ee insiiinsinnnnsnsnsnsnsssinsinssinsne insiinssse neeeeeee nnsssseeeee nssseeeee iinninseeeeeeee nssseeeee insnnseeeeeeee inseeeee insnnseeeeeeee sseeeeee inseee nneeeee nn tttteeeeeeaeeaaaaadadadadadadddadaddddttteeeaaaadadttttteteeaaaddtttteadtttteteteeaateteeaatteeetteeaetteeteeeeeaadttteeettteettttteeeattete oofooooffofofff sosososooofoooofoffof oof sso ssof sssossfff ssssssoossso ssssoooff sssoffff sssssofff ssoof ssofffffff s
  16. 16. COST SETUP TIME CAPABILITIES Design / Product / Technology / Legal / Marketing EVIDENCE STRENGTH RUN TIME DESIRABILITY · FEASIBILITY · VIABILITY WiWW zard ofo Ozf is ideal forff learninrr g manually, first hand about steps needed to create, capture and deliver value to a customer. WiWW zard ofo Ozf is not ideal for scff aling a product or business. VALIDATION / SIMULATION Wizard of Oz Creating a customer experience and delivering value manually, with people instead of solely using technology. The name Wizard of Oz is derived from the movie, where you have a request that is handled by a person. Unlike Concierge, the people involved aren’t visible to the customer. COST SETUP TIME CAPABILITIES Design / Product / Technology / Legal / Marketing EVIDENCE STRENGTH RUN TIME DESIRABILITY · FEASIBILITY · VIABILITY Concierge is ideal forff learninrr g first hand about steps needed to create, capture and deliver value to a customer. Concierge is not ideal for scff aling a product or business. DISCOVERY / INTERACTION PROTOTYPE Concierge Creating a customer experience and delivering value manually, with people instead of using technology. Unlike Wizard of Oz, the people involved are obvious to the customer. executionsearch $ $ $ $ $ $ spending uncertainty discovery validation executionsearch $ $ $ $ $ $ uncertainty discovery validation 1. Go cheap and fast early on in your journey 2. Increase the strength of evidence with multiple experiments for the same hypothesis. 3. Always pick the experiment that produces the strongest evidence given your constraints. 4. Reduce uncertainty as much as you can before you build anything. Picking Experiments B2B software sequence Testing Sequence Single Feature MVP p. 207 Discussion Forums p. 207 Boomerang p. 207 Clickable Prototype p. 207 Presale p. 207 Customer Interview p. 207
  17. 17. AgendaAttendeesTimeMeeting Type Planning 60 minutes Monthly Core Team • Learning goal • Prioritization • Tasking Standup 15 minutes Daily Core Team • Learning goal • Blockers • Help Learning 60 minutes Weekly Extended Team Core Team • Synthesize evidence • Insights • Actions Retros 30 minutes Bi-weekly Core Team • Went well • To fix • To try Deciding 60 minutes Monthly Stakeholders Extended Team Core Team • Learnings • Blockers • Decisions M M M MT T T TW W W WT T T TF F F F Experiment Ceremonies Constantly Re- Invent Your Business 2 why is innovation so hard for established companies? EXPLOITEXPLORE INVESTMENT PHILOSOPHY CULTURE & PROCESSES PEOPLE/SKILLS cost cutting / efficiency iterative search experimentation, failure, insights growth linear execution failure not an option exploration, pattern recognition, big picture process & detail oriented, rigor FOCUS VC-style investments guaranteed dividends
  18. 18. Low death/disruption risk Low innovation riskHigh innovation risk Low expected return High expected return Low real return High real return High death/disruption risk Business Model Portfolio (EXPLORE) Business Model Portfolio (EXPLOIT) Business Model Portfolios EXPLOIT EXPLORE $ death/disruption risk Low death/disruption risk Low innovation riskHigh innovation risk Low expected return High expected return Low real return High real return High death/disruption risk Business Model Portfolio (EXPLORE) Business Model Portfolio (EXPLOIT) Business Model Portfolios EXPLOIT EXPLORE $ death/disruption risk $ innovation risk Low death/disruption risk Low innovation riskHigh innovation risk Low expected return High expected return Low real return High real return High death/disruption risk Business Model Portfolio (EXPLORE) Business Model Portfolio (EXPLOIT) Business Model Portfolios EXPLOIT EXPLORE $ $ death/disruption risk innovation risk Low death/disruption risk Low innovation riskHigh innovation risk Low expected return High expected return Low real return High real return High death/disruption risk Business Model Portfolio (EXPLORE) Business Model Portfolio (EXPLOIT) Business Model Portfolios EXPLOIT EXPLORE $ $ death/disruption risk innovation risk
  19. 19. http://www.flickr.com/photos/joeshlabotnik/2294656527/http://www.flickr.com/photos/joeshlabotnik/ illustration Nespresso changed the business model for espresso EXPLOITEXPLORE Business model innovation in existing companies B2BB2C EXPLORE High innovation risk (little validation evidence) Low innovation risk (strong validation evidence) Low expected $ High expected $ Business Model Portfolio (EXPLORE) B2B B2C EXPLORE
  20. 20. EXPLORE EXPLORATION EXPLOITATION EXPLORATION Business Model Portfolios Business Model Portfolio (EXPLORE) TEST — > DESIGN—> Low innovation riskHigh innovation risk Low expected $ High expected $ Business Model Portfolio (EXPLOIT) EXPLOITATION 6 Low disruption riskPROTECT — > Low real $ High real $ High disruption risk BOOST—> !Nestlé produced 1 Nespresso- sized success in 33 years! How many $100k innovation projects does it take to produce 1 multi-billion $ success? Low death/disruption risk Low innovation riskHigh innovation risk Low expected return High expected return Low real return High real return High death/disruption risk Business Model Portfolio (EXPLORE) EXPLORE Business Model Portfolio (EXPLOIT) EXPLORATION EXPLOITATION EXPLORATION EXPLOITATION will fail will know some success High death/dis risk ru will become a growth engine 162 87 1It takes $100k projects to produce 1 Nespresso Business Model Portfolios 250
  21. 21. 5.9% 2.5% 1.1% 0.4% 25.3% 64.8% Return Distribution in U.S. Venture Capital (2004 - 2013) Source: Correlation Ventures (data from VentureSource and other) 0 - 1.0x 1.0 - 5.0x 5.0 - 10.0x 10.0 - 20.0x 20.0 - 50.0x 50.0x + Return Groupings 70% 60% 50% 40% 30% 20% 10% 0% %ofFinancings 6 out of 10 investments lose money 4 out of 1000 are home runs 3 out of 10 makes some money 1 162 87 Sum = 250 EXPLORE EXPLOITATION Low death/disruption risk Low innovation riskHigh innovation risk Low expected return High expected return Low real return High real return High death/disruption risk Business Model Portfolio (EXPLORE) Business Model Portfolio (EXPLOIT) EXPLORATION EXPLOITATION will fail will know some success will become a growth engine It takes projects to produce 1 Nespresso 250250 you can’t pick the winner without investing in the losers !!! s Model Portfolio (EXPLORE) EXPLORATION will fail High death/disruption i k know riskrisk kwill kk e successesomee High death/disrup will becomw growth eno 162 87877 1 ss Mod m en FUNNELELLLLLL ssss Portfolio Map EXPLORE EXPLOITATION Low death/disruption risk Low innovation riskHigh innovation risk Low expected return High expected return Low real return High real return High death/disruption risk Business Model Portfolio (EXPLORE) Business Model Portfolio (EXPLOIT) EXPLORATION Portfolio Map On 10 projects 6will fail 3will know some success 1 Will succeed High death/disruption risk s Model Portfolio (EXPLORE) EXPLORATION will faillwill faill will know some succeuw some 1 s Mod ce FUNNEL ”– Jeffrey Bezos, Amazon founder & CEO failure and invention are inseparable twins
  22. 22. Compete on Business Models3 BUSINESS MODEL SHIFTS
  23. 23. Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Sales Platform Low tech (physical) High tech (digital) Standardization Customization B2B B2C (direct access) Niche-market Mass-market High-cost Low-cost Closed innovation Open innovation Dedicated-usage Multi-usage Asset Heavy Asset Light IMPROVE-BMSHIFTS Product Service CUSTOMER-DRIVEN SHIFTSRESOURCE-DRIVEN SHIFTS FINANCE-DRIVEN SHIFTS Product Service Product Service [sources: Mark W. Johnson, photo: Hilti.com] illustration Hilti shifted from a transactional to a service-based business with recurring revenues based on a tool fleet management system. Business Model Portfolio (EXPLOIT) The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry AG The makers of Business Model Generation and Strategyzer This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com Danger ! https://www.letemps.ch/economie/ventes-hilti-ont-chute-18 Low real return High real return (profitable) High death/disruption risk Low death/disruption risk (sustainable) htt // lhttps://www lhttps://www.lhttps://www.l t h/etemps ch/ecoetemps.ch/ecoetemps.ch/eco i / tnomie/ventesnomie/ventes-nomie/ventes hilti t hhilti ont chuhilti-ont-chuhilti-ont-chute 1te-18 ow death/disruption risk (((su(su(su(su(su(su(su(su(su(su( ttstastastastastastastastastastaiiinainainainainainainainainainablblbleblebleblebleblebleblebleble))))))))))))) FINANCE CRISIS in 2009: Turnover drops by 20% Hilti offers a new service with a tool fleet management system For a monthly subscription Hilti helps you track, repair, replace and upgrade your tools at no additional cost. Online Fleet Management
  24. 24. FROM (as-is) TO (to-be) Product Service Rendement élevé Business Model Portfolio (EXPLOIT) Danger ! CHF 5.6 b 2018 FLEET MANAGEMENT HAS BEEN ADOPTED BY 100,000 CUSTOMERS IN MORE THAN 40 COUNTRIESLow real return High real return (profitable) High death/disruption risk Low death/disruption risk (sustainable) g d h/di i i k ggggggggggggggggggggggggggggggggggeeeeeeer ! BUSINESS MODEL SHIFTS Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Sales Platform Low tech (physical) High tech (digital) Standardization Customization B2B B2C (direct access) Niche-market Mass-market High-cost Low-cost Closed innovation Open innovation Dedicated-usage Multi-usage Asset Heavy Asset Light IMPROVE-BMSHIFTS Product Service CUSTOMER-DRIVEN SHIFTSRESOURCE-DRIVEN SHIFTS FINANCE-DRIVEN SHIFTS Sales Platform Sales Platform
  25. 25. FROM (as-is) TO (to-be) Sales Platform strategyzer.com Innovation Readiness @AlexOsterwalder @YPigneur @TendayiViki blog.strategyzer.com strategyzer.com Innovation Readiness Leadership Support Organizational Design Innovation Practice Strategic Guidance Resource Allocation Portfolio Managemen t Legitimacy Power Bridge To The Core Rewards Incentives Innovation Tools Process Managemen t Skills Developmen t x x x x x x x x x Innovation Readiness Leadership Support Organizational Design Innovation Practice
  26. 26. strategyzer.com readiness assessment assess leadership support strategyzer.com readiness assessment assess organizational design
  27. 27. strategyzer.com readiness assessment assess innovation practice strategyzer.com assess your company’s innovation readiness readiness assessment
  28. 28. strategyzer.com readiness assessment identify three improvement goals x x x x x x x x x strategyzer.com share assessment share your self-assessment with your seat neighbour / what are you most proud of & what’s your improvement goal? If you like this presentation, please, feel free to share it but keep these copyright restrictions in mind: • The Strategyzer logo should always fully appear on any slide that contains our illustrations and/or content. • This content should not be published on any other online or offline channels other than Strategyzer’s, unless this has been previously agreed upon by Strategyzer AG and formalized in a written agreement. • This content cannot be resold or integrated into any physical or software product. The Business Model Canvas is licensed as creative commons. Enjoy it and adapt it freely, as long as you reference with citation “Strategyzer.com” and share your work under the same license. The Value Proposition Canvas is copyrighted Strategyzer AG and is not to be modified or used in software or other commercial products. Feel free to use the Business Model Canvas and Value Proposition Canvas in meetings or for consulting services under the condition of referencing and citing “Strategyzer.com” and fully displaying the Strategyzer logo. You can find additional information on businessmodelgeneration.com/canvas/bmc under “Legal Info”. Please contact support@strategyzer.com for any inquiry. These slides are copyright of Strategyzer AG and are intended for personal use only. For other uses please inquire about licensing fees with Natasha at sales@strategyzer.com. The following applies to any content you intend to reuse: These slides are copyright of Strategyzer AG and are intended for personal use only. For uses please inquire about licensing fees with our sales team at sales@strategyzer.com The following applies to any content you intend to reuse:
  29. 29. 1 If you like this presentation, please, feel free to share it but keep these copyright restrictions in mind: • The Strategyzer logo should always fully appear on any slide that contains our illustrations and/or content. • This content should not be published on any other online or offline channels other than Strategyzer’s, unless this has been previously agreed upon by Strategyzer AG and formalized in a written agreement. • This content cannot be resold or integrated into any physical or software product. The Business Model Canvas is licensed as creative commons. Enjoy it and adapt it freely, as long as you reference with citation “Strategyzer.com” and share your work under the same license. The Value Proposition Canvas is copyrighted Strategyzer AG and is not to be modified or used in software or other commercial products. Feel free to use the Business Model Canvas and Value Proposition Canvas in meetings or for consulting services under the condition of referencing and citing “Strategyzer.com” and fully displaying the Strategyzer logo. You can find additional information on businessmodelgeneration.com/canvas/bmc under “Legal Info”. 
 Please contact support@strategyzer.com for any inquiry. These slides are copyright of Strategyzer AG and are intended for personal use only. For other uses please inquire about licensing fees with Natasha at sales@strategyzer.com. The following applies to any content you intend to reuse: These slides are copyright of Strategyzer AG and are intended for personal use only. For uses please inquire about licensing fees with our sales team at sales@strategyzer.com The following applies to any content you intend to reuse:
  30. 30. Testing This book integrates with Business Model Generation & Value Proposition Design International Bestsellers 40+ Languages Series You’re ho ding a fie d guide for rapid experimentation. Use the 44 experiments inside to find your path to sca e. Systematica y win big with sma bets by… Business Ideas strategyzer.com/test WRITTEN BY David J. Bland Alex Osterwalder DESIGNED BY Alan Smith Trish Papadakos CREATING CLARITY Transform your work with the power of visual tools This book is for you if you want to change the way you work and build a solid future for your business. You will learn to know a simple to use framework and a lot of visual tools and techniques to help you create clarity. by Holger Nils Pohl, Co-Author Alex Osterwalder CREATINGCLARITYbyHolgerNilsPohl,Co-AuthorAlexOsterwalder
  31. 31. Co-founder Strategyzer Alex Osterwalder @AlexOsterwalder Professor University of Lausanne Yves Pigneur @YPigneur #7 @FredEtiemble
  32. 32. strategyzer.com Building Invincible Companies Design, Test, and Manage Business Model Portfolios @Strategyzer @AlexOsterwalder @YPigneur @DavidJBland blog.strategyzer.com

×