This document discusses how to earn a "seat at the table" with executive customers by making a strategic impact. It emphasizes connecting with customers' strategies to create demand, whether their strategies focus on blue oceans of innovation or red oceans of competition. Key points include understanding customers' money-making strategies, adding value to their mission-critical vs non-mission-critical needs, and using questions to learn their sustainability strategies. The overall message is that focusing on customer value over sales prizes and deepening analytics focus are keys to gaining and keeping an influential seat.
Infographic depicting how to implement Microsoft Dynamics CRM with a fast track to value with predictable, low monthly payments. Demonstrates how Preact's Instant CRM package is used by sales teams to deploy CRM and shares examples of the frequent benefits gained within 12 months. Visit www.preact.co.uk to learn more.
So You've Got a Seat at the Table. Now What?Andrea Mignolo
We've been fighting the good fight to get design at the table. Across companies large and small it's becoming standard to have design sit alongside business and engineering as a core partner. But getting to the table is just the beginning. What happens once you're there?
Presented August 7th, 2015 in Chicago at Prototypes, Process & Play
Het Blue ocean strategy denken klinkt fantastisch. Ontsnappen aan het voortdurende concurrentiële gevecht door nieuwe marktruimte te creëren. Niet langer aan de spelregels morrelen, maar zelf een nieuw spel beginnen. De praktijk wijst keer op keer uit dat juist de organisaties die het lef hebben zich te onttrekken aan de dagelijkse concurrentiestrijd en in plaats daarvan te sturen op optimale waardecreatie voor hun klanten, in staat zijn te groeien waar anderen stil blijven staan. De laatste jaren zien we dat de nieuwe marktleiders vaak ontstaan door een wezenlijke vernieuwing van het gangbare business model in hun sector door te voeren. In deze masterclass wordt de kern van het blauwe oceaan denken en business model innovatie voor je samengevat met een focus op de toepassing van dit gedachtengoed in de praktijk.
Infographic depicting how to implement Microsoft Dynamics CRM with a fast track to value with predictable, low monthly payments. Demonstrates how Preact's Instant CRM package is used by sales teams to deploy CRM and shares examples of the frequent benefits gained within 12 months. Visit www.preact.co.uk to learn more.
So You've Got a Seat at the Table. Now What?Andrea Mignolo
We've been fighting the good fight to get design at the table. Across companies large and small it's becoming standard to have design sit alongside business and engineering as a core partner. But getting to the table is just the beginning. What happens once you're there?
Presented August 7th, 2015 in Chicago at Prototypes, Process & Play
Het Blue ocean strategy denken klinkt fantastisch. Ontsnappen aan het voortdurende concurrentiële gevecht door nieuwe marktruimte te creëren. Niet langer aan de spelregels morrelen, maar zelf een nieuw spel beginnen. De praktijk wijst keer op keer uit dat juist de organisaties die het lef hebben zich te onttrekken aan de dagelijkse concurrentiestrijd en in plaats daarvan te sturen op optimale waardecreatie voor hun klanten, in staat zijn te groeien waar anderen stil blijven staan. De laatste jaren zien we dat de nieuwe marktleiders vaak ontstaan door een wezenlijke vernieuwing van het gangbare business model in hun sector door te voeren. In deze masterclass wordt de kern van het blauwe oceaan denken en business model innovatie voor je samengevat met een focus op de toepassing van dit gedachtengoed in de praktijk.
Blue Ocean Strategy - An overview for TEC MembersMOVUS
This presentation has been developed for members and guests of The Executive Connection in Australia and New Zealand.
This is an introduction to Blue Ocean Strategy and focuses on the core phases of the overall process - in an easy to digest format.
This presentation includes content from the Australian Blue Ocean Strategy licensee
The Blue Ocean Strategy (BOS) is still relatively new and had been introduced only in 2004 by W. C. Kim and
R Mauborgne.
Its principles are simple but its operationalisation and implementation has yet to be properly
synchronized.
1. DECISION MAKING MODEL
a. Use of Ansoff Matrix to communicate intended strategic direction.
i. How the Ansoff Matrix can be used to show strategic direction of the business; e.g. if they're expanding into new markets, this would be seen as Market development, which is more risky than Market Penetration.
2. DECISION MAKING TECHNIQUES
a. Investment Appraisal
i. Simple Payback
ii. Average Rate of return
iii. Discounted Cash-Flow (Net Present Value only)
b. Decision Trees
i. Construction and interpretation of simple decision tree diagrams, limitations of technique.
c. Project planning and Network Analysis
i. Nature and purpose of Critical Path Analysis
ii. Be able to draw simple networks
iii. Calculate Earliest Start Time and Latest Finish Time
iv. Identify the critical path and calculate the total float
v. Limitations of technique
d. Contribution and special order decisions, determining whether a special order is worth the effort.
3. CONTRIBUTION WITH RESPECT TO SPECIAL ORDER DECISIONS
a. Need for contingency planning
b. Consideration of risk of operating in a country or seeking growth in new overseas markets
i. Use the Ansoff Matrix to consider why a company may seek to invest in a factory overseas, for example to reduce dependence on domestic market through planning for growth.
c. Risk reduction through information from decision-making models
FEI Digital Week Webinar at Innovation Management - October 2019 SmartOrg
Presenter: Ralph Morales III, formerly of HP.
On his innovation journey, Ralph once played the role of controller for an innovative business delivering on its milestones but failing to create enterprise value. It wasn’t tracking the world’s evidence of value. As an innovation scout, he was a witness to HP’s Smartwatch team accomplishing market traction and subsequent de-funding for failing meaningful scaling potential. Incomplete lean methods provided little value of evidence, which led the team astray. In the last chapter of his innovation journey, experience and skill combine to deliver innovation accountability and superior returns in his role as Director of Innovation. A winning formula for Return on Innovation is feasible with the proper framework.
Learn how to sustain innovative spirit in the face of hardship, match the language of innovation to the language of executives, and a missing key to breakthrough growth.
The webinar replay can be watched here: https://bit.ly/2CANrF4
Blue Ocean Strategy - An overview for TEC MembersMOVUS
This presentation has been developed for members and guests of The Executive Connection in Australia and New Zealand.
This is an introduction to Blue Ocean Strategy and focuses on the core phases of the overall process - in an easy to digest format.
This presentation includes content from the Australian Blue Ocean Strategy licensee
The Blue Ocean Strategy (BOS) is still relatively new and had been introduced only in 2004 by W. C. Kim and
R Mauborgne.
Its principles are simple but its operationalisation and implementation has yet to be properly
synchronized.
1. DECISION MAKING MODEL
a. Use of Ansoff Matrix to communicate intended strategic direction.
i. How the Ansoff Matrix can be used to show strategic direction of the business; e.g. if they're expanding into new markets, this would be seen as Market development, which is more risky than Market Penetration.
2. DECISION MAKING TECHNIQUES
a. Investment Appraisal
i. Simple Payback
ii. Average Rate of return
iii. Discounted Cash-Flow (Net Present Value only)
b. Decision Trees
i. Construction and interpretation of simple decision tree diagrams, limitations of technique.
c. Project planning and Network Analysis
i. Nature and purpose of Critical Path Analysis
ii. Be able to draw simple networks
iii. Calculate Earliest Start Time and Latest Finish Time
iv. Identify the critical path and calculate the total float
v. Limitations of technique
d. Contribution and special order decisions, determining whether a special order is worth the effort.
3. CONTRIBUTION WITH RESPECT TO SPECIAL ORDER DECISIONS
a. Need for contingency planning
b. Consideration of risk of operating in a country or seeking growth in new overseas markets
i. Use the Ansoff Matrix to consider why a company may seek to invest in a factory overseas, for example to reduce dependence on domestic market through planning for growth.
c. Risk reduction through information from decision-making models
FEI Digital Week Webinar at Innovation Management - October 2019 SmartOrg
Presenter: Ralph Morales III, formerly of HP.
On his innovation journey, Ralph once played the role of controller for an innovative business delivering on its milestones but failing to create enterprise value. It wasn’t tracking the world’s evidence of value. As an innovation scout, he was a witness to HP’s Smartwatch team accomplishing market traction and subsequent de-funding for failing meaningful scaling potential. Incomplete lean methods provided little value of evidence, which led the team astray. In the last chapter of his innovation journey, experience and skill combine to deliver innovation accountability and superior returns in his role as Director of Innovation. A winning formula for Return on Innovation is feasible with the proper framework.
Learn how to sustain innovative spirit in the face of hardship, match the language of innovation to the language of executives, and a missing key to breakthrough growth.
The webinar replay can be watched here: https://bit.ly/2CANrF4
42. Strategy: Customer Money-Making
Blue Ocean Red Ocean
II III
Mission
Critical
Deployment Optimization
Non-Mission
Critical
I Outsource IV
Innovation
43. MoneyMaking Strategy
Blue Ocean Red Ocean
II III
Mission
Critical Deployment Optimization
Non-Mission
Critical Innovation Outsource
I IV
44. MoneyMaking Strategy
Blue Ocean Red Ocean
II III
Mission
Critical
Non-Mission
Critical
I IV
Innovation
45. MoneyMaking Strategy
Blue Ocean Red Ocean
II III
Mission
Critical
Deployment
Non-Mission
Critical
I IV
Innovation
46. MoneyMaking Strategy
Blue Ocean Red Ocean
II III
Mission
Critical
Deployment Optimization
Non-Mission
Critical
I IV
Innovation
47. MoneyMaking Strategy
Blue Ocean Red Ocean
II III
Mission
Critical
Deployment Optimization
Non-Mission
Critical
I IV
Innovation Outsource
48. Which Quadrants Do You Add Value to?
Blue Ocean Red Ocean
II III
Mission
Critical
Deployment Optimization
Non-Mission
Critical
I Outsource IV
Innovation
49. Key
To create demand, you must connect to both
red and blue ocean customer strategies.
Why?
Wednesday, September
23, 2009
50. Your Top Customers: Sustainability Strategy?
Blue Ocean Red Ocean
II III
Mission
Critical
Deployment Optimization
Non-Mission
Critical
I Outsource IV
Innovation
62. Marc Miller mmiller@sogistics.com www.sogistics.com
Focus on the promise, not the prize
Double Down on the Analytics
Read “A Seat at the Table”
(amazon.com)
Get Smarter Faster: Get a Smartpen!
(www.smartpenz.com)
r