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![VUCA world…
V : Volatility [変動]
U : Uncertainty [不確実]
C : Complexity [複雑]
A : Ambiguity [曖昧]](https://image.slidesharecdn.com/biocamp2018hokudai15sep2018-180917045156/85/BioCamp2018_Hokkaido_U_Sep2018-8-320.jpg)
Uploaded byShin Yamamoto
BioCamp2018_Hokkaido_U_Sep2018
The Hokkaido University Biocamp 2018 focused on biotechnology innovation for a sustainable society by fostering team collaboration among diverse participants. The program emphasized experiential learning through methodologies such as LEGO Serious Play, aiming to generate innovative business concepts addressing global challenges like health and education. Participants were encouraged to reflect on their experiences and apply insights to develop impactful business models for 2030.
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BioCamp2018_Hokkaido_U_Sep2018
- 1. Hokkaido University BioCamp2018 Biotech We nnovation For Happy & Sustainable Society 2030 Shin Yamamoto, Ph.D. Dept., Human Capital Development, CMIC Holdings Representative Director, Business Model Innovation Association
- 2. Team Building Discover 5people to be ONE team from different nationality, gender and language
- 3. (C) BMIA Facilitator = Enhancelearning experiences
- 4. 1. Pose/Ask aQuestion 4. Reflect what you learned 3. Show, Tell and Share 2. Explorer by yourself (C) BMIA Facilitator always do the same format
- 5. What did youlearn? Write down your TOP 3 most impressive lessons (C) BMIA 2 min. 1 2 3
- 6. Speak & Listen 12 3Speak Listen Listen 5 min. Listener: nodding with a big smile Speaker: keep on speaking (30-60 sec.)
- 7. 19 DaysElectricity 50 Radio38 TV 20 Internet 4 iPod 3 Facebook 2 How many years to reach 50 million users? 5,000万人に届くまでの年数
- 8. VUCA world… V :Volatility [変動] U : Uncertainty [不確実] C : Complexity [複雑] A : Ambiguity [曖昧]
- 9. Innovation can either be'doing things differently' or 'doing different things'. イノベーションとは、「別のやり方をする」 ことであり「別の何かをする」ことでもある Gijs Van Wulfen, Inventor, FORTH Innovation Method (C) BMIA
- 10. If you alwaysdo what you almost did, you will always get what you always go. Allbert Einstein, Physicist
- 11. But, how canwe do……???
- 13. (Biotech) Innovation requires… Business Model Technology and/or NewIdea What? Why? How? Customer Friction (Pain) 😢 (C) BMIA
- 14. Mission Develop & promotethe visual Common Languages to co-create the innovative business ideas 異分野共創で新しい持続的な事業を創出する共通言語を広げる 💰💖 🔥
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- 16. Let’s Start theBiotech Social Innovation Expedition! LEGO® SERIOUS® PLAY Idea to Concept Test & Improve Team Building Business Model Design (C) BMIA
- 17. 3 Golden Rules DSS…Dosomething soon Fail fast, fail cheap Learning by Doing
- 18. Let’s Start theBiotech Social Innovation Expedition! LEGO® SERIOUS® PLAY Idea to Concept Test & Improve Team Building Business Model Design (C) BMIA
- 19. Why do youcome here? What is your expectation? 2 min.
- 20. Empathy Doing different things Thinkoutside of the box Speak Loud! 枠を外そう いつもと違うことをしよう 😝
- 21. Goal Setting🏁 What areyou going to get at the end? Imagine as clearly as possible… 明日、このコースが終わるとき、あなたはどのような成果を手に入れていますか？ その姿を具体的に描写すると？？？
- 22. Goal Setting🏁 My nameis ○○○ from (your city/Univ.). I want to get….. at the end of this course. When I get it, I can do……in my research. And then, I can help someone like... Can you join me to help them? YEAHHHHHHHHHH!
- 23. Ground Rules Listen 👂 Enjoy❤ Write✍ Nodding with Wow! Great! Go on...
- 24. “We”nnovation Assignment forBioCamp 2018 We are going to generate the new innovative concepts for 2030 Society from the disruptive technology point of view Can you join me to help them? SDGs agenda Applicable globally We will offer 5 Business Model
- 26. Confirm your target +α Health Education Nopoverty & Wellbeing Zero hunger & Wellbeing Clean water -> Health Wellbeing cities
- 27. Let’s Start theBiotech Social Innovation Expedition! Idea to Concept Test & Improve Team Building Business Model Design (C) BMIA LEGO® SERIOUS® PLAY
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- 30. Trust your hands Zone/ Flow Build -> Tell 100%/100% LSP® Theory
- 31. Build a modelthat express the wellbeing society without any problem of in 2030 (≒ 10 yrs later) 1. Challenge
- 32. What is stillthe problem after generating your ideal wellbeing future 2030 in your topic? 4. Reflection
- 33. What is theproblem? Who will worry? 4. Reflection Think about the person’s friction
- 34. Male, 65 Living alone inthe city I need… Lovely nickname But… I am…
- 36. Technology Learning • Whatis your research area? • What kind of technology? • Who do you help/save?
- 37. Let’s Start theBiotech Social Innovation Expedition! Idea to Concept Test & Improve Team Building Business Model Design (C) BMIA LEGO® SERIOUS® PLAY
- 38. Structured Brainstorming 1.Brain Dump 2.Customer’sFrictions 3.If Apple do…? 4.Technology Dance
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- 41. 3. If appledo?
- 42. 4. Technology Collaboration 1.Bringyour paper explaining your research 2.Read loud to the member 3.Raise ideas by using anyone`s research/ technology in your team
- 43. Share your ideasby speaking loud
- 44. Silent Targeting Place yourbest idea into the center circle -> Remove the ideas at the center, put your best idea into the center circle ->> Do the same way in 5 min to select the best ideas (2 post-its at the center location) 重要だと思う課題を「黙って」PR 真ん中にある他の付箋紙を外側へ押しのける ❤ Quick Conversion ❤
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- 47. Structured Brainstorming 1.Brain Dump 2.Customer’sFrictions 3.If Apple do…? 4.Technology Dance
- 48. LEGO SERIOUS PLAY Idea to Concept Test & Improve Team Building Business Model Design 12:30-13:0013:00-15:00 15:15-18:45 9:00-10:00 10:45-12:00 Day 1 Day 2
- 49. “We”nnovation Assignment forBiocamp 2018 We are going to generate the new innovative concepts for 2030 Society from the disruptive technology point of view Can you join me to help them? SDGs agenda Applicable globally We will offer 5 Business Model Reconfirmed
- 50. Re-confirm your target +α Health Education Nopoverty & Wellbeing Zero hunger & Wellbeing Clean water -> Health Wellbeing cities
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- 52. I am…(target customer/user) NowI do…(current treatment/product/job) But,…(their frictions/ desires) This concept offer… (how to eliminate the frictions) 1. 2. 3. Title: : idea idea idea
- 53. Ideas -> Concept Realcase from 2017 I am 71 yrs, the president of the U.S. Now I feel severely under stress. I cannot sleep well, so I cannot make good decision. I need something to make me relax. But, I am not sure what the best environment go my stress away. This concept offer… 1.Stress Detection Sensor 2.Proposer formulation 3.Phycological therapeutic algorithms Title: :
- 54. Let’s Start theBiotech Social Innovation Expedition! Idea to Concept Team Building Business Model Design (C) BMIA LEGO® SERIOUS® PLAY Test & Improve
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- 56. • Which isbetter to go next? • Chose ONE concept to improve based on the feedback
- 57. Professor Dr. YvesPigneur Lausanne Univ. Senior Advisor , BMIA Don`t fall in love with your 1st idea
- 58. Concept Improvement ->Concept 2.0
- 59. Concept -> BusinessModel ____ ____ ____ ________ ____ ____ ____
- 60. What is the“Business Model?”
- 61. A business modeldescribes the rationale of how an organization creates, delivers, and captures value ビジネスモデルとは、どのように価値を創造し、 顧客に届けるかを論理的に記述したもの
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- 63. Global Standard forInnovation 1.3 M copies >41 Languages http://thinkers50.com/biographies/alexander-osterwalder-yves-pigneur/
- 64. Strategyzer Research Report2015 http://tinyurl.com/l2v3x5o
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- 72. Rule No.1 Never writeon a canvas use Sticky Note
- 73. Rule No.2 Stay hungry,stay foolish, and… Stay Crazy!!!
- 74. Rule No.3 No discussion duringideating We have space to discuss later on…
- 75. Remember! You can applythe CS/VPs from the concept just improved now!
- 76. Customer Segments For whomare we creating value? Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform Enterprise Consumers Government
- 77. Value Propositions Custom Whattype of re Customer Segm and maintain wi Which ones hav How are they in business model How costly are examples Personal assistance Dedicated Personal Self-Service Automated Services Communities Co-creation What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? characteristics Newness Performance Customization “Getting the Job Done” Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability 顧客にもたらす価値（得すること/ベネフィット） なぜ顧客はそれを選ぶのか？<製品/サービスの存在価値> Why?
- 78. Channels Through which Channelsdo our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? channel phases 1. Awareness How do we raise awareness about our company’s products and services? 2. Evaluation How do we help customers evaluate our organization’s Value Proposition? 3. Purchase How do we allow customers to purchase specific products and services? 4. Delivery How do we deliver a Value Proposition to customers? 5. After sales How do we provide post-purchase customer support? • 価値(製品/サービス)を届 ける方法、場所は？ • 流通/店舗/通販/Online/ etc…
- 79. CusCustomer Relationships For who Whoare Mass Mark Niche Mark Segmente Diversified Multi-sided What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? examples Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation 回数券/ポイント/会員制/無料相談/レビューサイト/etc… Timeline 時間軸 Contact Degree 深さ
- 80. Revenue Streams For whatvalue are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? types Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising fixed pricing List Price Product feature dependent Customer segment dependent Volume dependent dynamic pricing Negotiation (bargaining) Yield Management Real-time-Market ・顧客から頂く ・顧客へ還元する 販売/レンタル/オークション/マッチング/無料/etc…
- 81. Key Resources What KeyResources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? types of resources Physical Intellectual (brand patents, copyrights, data) Human Financial 価値を生み出すために最も重要な資源は？ ヒト／店舗／資金／工場／特許／ブランド／etc... What do we have?
- 82. VaKey Activities What KeyActivities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? categories Production Problem Solving Platform/Network What Which helpin What offeri Which chara Newne Perform Custom “Gettin Design Brand/ Price Cost Re Risk Re Access Conven 価値を生み出し収益をあげるために行うことは？ R&D/仕入/在庫管理/営業/Web構築/流通/アフターサービス/ What do we do?
- 83. (C) BMIA Key AcKeyPartners What Key Activ Our Distributio Customer Rela Revenue stream categories Production Problem Solving Platform/Network Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquairing from partners? Which Key Activities do partners perform? motivations for partnerships Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities 価値を顧客に届けるために必要な協力者、パートナー KOL/有識者/コンサルタント/CRO/SMO/etc… What do we need outside?
- 84. Cost Structure What arethe most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? is your business more Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) sample characteristics Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope 経費のうち、収益に影響が大きい/無視出来ないもの R&D/製造/申請/販促/ICT/接待交際/消耗品/etc... Revenu ss model? mum automation, extensive outsourcing) For what value ar For what do they How are they cur How would they p How much does e types Asset sale Usage fee Subscription Fees Lending/Renting/Lea Licensing Brokerage fees Advertising under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, ommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, rnia, 94105, USA.
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- 86. How to succeed? 7Key Questions ? n? d services? roposition? services?
- 87. What is yourkey resource?
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- 89. How do yougenerate the revenue like iPhone?
- 90. (C) BMIA App Developers 30% Commission Device Sales 500 M Users 500million market Stylish iOS Tons of Apps Upgrade Every Year
- 91. What if yourcost structure is totally different from competitor?
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- 93. (C) BMIA How doyou match the owner & user? (Sales side & Buyer side)
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- 95. (C) BMIA How doyou collect the customers who are willing to create value?
- 96. (C) BMIA Free platform for contents ICT Platform Personal Info Engineers Users TargetAd Ad Clients Ad sales Users
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- 98. 6,600 ppl 27 subsidiaries PVC SalesReps. Until Regulatory Approval Perfect Operation 🙇+🙇+🙇+Document Management HRs cost Pull High Quality Full cover the entire VC Pharma Med.Device Hospital Case Study
- 99. Cut the medical costevery year Digital transformation Price pressure Globalization BOP for natural disasters Politics Society TechnologyEconomy Environment Customer is struggling! -> We should also change!!
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- 103. Homecoming LEGO® SERIOUS® PLAY Ideato Concept Test & Improve Team Building Business Model Design (C) BMIA
- 104. Lessons Learned What youneed to discover/improve What you learned What struck you Take away (Try Tomorrow)
- 105. Well Done! Feel freeto contact anytime at… shin-yamamoto.ta@cmic.co.jp shyamamo blog.shinyamamoto.com ↑２報、寄稿しました！ 4.3 ファシリテーションスキル 4.6 場づくり ↑執筆協力しました！ （PDF無料配布中）