Capgemini Consulting provides expertise in business innovation and transformation. They use an Innovation Framework to map out the innovation lifecycle and an Innovation Management Framework to outline key building blocks. Their approach involves challenging existing innovation strategies using scenarios, assessing innovation portfolios' impact on business models and technology, and accelerating projects' value creation. They also help clients align business models within their value chains through integration.
How to move up the S-Curve, from foundational and transactional customer service to a whole organization customer-focus. Ten lessons learned from a seasoned customer service consultant. Invitation for a free phone consultation-
How to move up the S-Curve, from foundational and transactional customer service to a whole organization customer-focus. Ten lessons learned from a seasoned customer service consultant. Invitation for a free phone consultation-
Organizing For Business Agility - Atlanta Nov 2016Randy Pilkenton
Excellence in building (and running) the product the right way does not ensure that the right product yields business benefits.
Together, this calls for a culture of outcome-orientation and product-centricity.
Aiming for business agility thus requires us to reconsider how we operate along different dimensions such as funding of development work, team structure, procurement, governance and decision making.
Organizing For Business Agility - Atlanta Nov 2016Randy Pilkenton
Excellence in building (and running) the product the right way does not ensure that the right product yields business benefits.
Together, this calls for a culture of outcome-orientation and product-centricity.
Aiming for business agility thus requires us to reconsider how we operate along different dimensions such as funding of development work, team structure, procurement, governance and decision making.
Presentations from CDE themed call launch event on 21 February 2013. For more information on the call visit: http://www.science.mod.uk/events/event_detail.aspx?eventid=200
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Experts from immixGroup’s Market Intelligence organization identify and explain targeted sales opportunities for COTS manufacturers and solution providers and discuss how to navigate the complex waters of DOD. Topics will include agency IT budgets, organizational landscapes, major acquisition drivers, and FY15 programs. Click here to view the full presentation: http://immixgroup.com/Resources/Webcasts/Market-Intelligence-FY15-Defense-Budget/
Business Model Evolution - Why The Journey To SaaS Makes SenseRainer Stropek
SaaS is an important trend in the software industry. In this presentation Rainer Stropek from time cockpit (http://www.timecockpit.com) speaks about typical challenges that software vendors have to solve to successfully transfer from the classical licensing-based model to a SaaS strategy.
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Alex Osterwalder has given the world the most innovative yet simple model to Design a Business Model. This presentation is based on his classic book Business Model Generation.
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Profitability and cost management are of increasing importance in today's difficult and rapidly changing markets. Summary level profitability reporting no longer suffices. To gain a competitive advantage, organizations must understand profitability beyond the usual lines of business, such as product line, service area, and customer segment. This presentation will demonstrate how Oracle Hyperion Profitability and Cost Management enables organizations to understand the true cost and profitability drivers within their business and empowers users with the visibility and flexibility to improve resource alignment, increase margins and ensure profitability.
Innovation vale management an introduction 2013 slide shareKoen Klokgieters
How to develop and implement an Innovation Decision Making Approach to double the Business Value of the existing Innovation Portfolio?
How to define and use clear criteria for decision making process on Program and Portfolio level?
How to develop a Innovation Business Case reflecting the right decision making process?
How to manage the high sensitive value criteria successfully?
This innovation leadership study carried out jointly by IESE Business School and Capgemini Consulting is Capgemini’s third report in the innovation leader versus laggard series. It aims to understand how those leading and managing innovation in their organizations think about the innovation function and offers an insider perspective into both the formal and informal mechanisms for managing innovation. It covers five key areas that affect a company’s innovation success: the innovation function, innovation strategy and innovation governance (formal mechanisms), innovation leadership and innovation culture (informal mechanisms). The study offers a unique perspective by looking at the differences in behavior of innovation leaders versus laggards across these key areas - allowing to uncover good practices in managing innovation.
Capgemini Consulting, the global strategy and transformation consulting brand of the Capgemini Group, today releases its second innovation leader versus laggard study. As the knowledge partner of the World Innovation Forum, Capgemini Consulting has recently completed its global innovation survey on the current state of innovation. The study offers a unique perspective by looking at the differences in behavior of innovation leaders vis-à-vis laggards across five key areas, in order to identify what drives the success of companies that view themselves as successful innovators.
In this edition of “Collaborating for Innovation” the goal was to draw executive attention to current strengths and improvement opportunities, relating to the process of innovation, focusing on four overarching aspects of the innovative company:
The consequences of changing corporate/strategic imperatives upon innovation as a lever for growth
The changing structure and operation of the R&D function and its impact on corporate success
The embedding of innovation as a culture underpinning an organization beyond the R&D function and across the value chain, including customers and suppliers
The drivers and obstacles for integrating these “external” parties in various stages of the innovation process
In this edition of “Collaborating for Innovation” the goal was to draw executive attention to current strengths and improvement opportunities, relating to the process of innovation, focusing on four overarching aspects of the innovative company:
The consequences of changing corporate/strategic imperatives upon innovation as a lever for growth
The changing structure and operation of the R&D function and its impact on corporate success
The embedding of innovation as a culture underpinning an organization beyond the R&D function and across the value chain, including customers and suppliers
The drivers and obstacles for integrating these “external” parties in various stages of the innovation process
How Future Consumers Will Change The Game Berlin May 2008Koen Klokgieters
The cosnumer will change the game of business in the future. Overview of the consumer trends and the impact for business. Also top cases to show the impact in practice.
Presentatie gehouden door Koen Klokgieters op het symposium Duurzamre Innovatie op dinsdag 19 mei 2009 doore Breijn Heijmans in Rosmalen ter gelegenheid van de opening van het nieuwe Laboratorium.
So how can companies outsource its R&D (or at last a part of R&D) in order to increase flexibility and effectiveness of R&D, whilst maintaining focus and dedication to the value chain’s needs?
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Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
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Business Innovation Approach
1. Realizing Business Value Growth
Business Innovation Approach
Capgemini Consulting is the strategy
and transformation consulting brand
of Capgemini Group
2. The life cycle of innovations is represented in the Innovation Framework ...
Innovation Management Framework gives a high-level overview of the innovation
management building blocks
Innovation
Target & Scope Creativity Invention Commercialization
Strategy
Focus areas within the
Definition of organization gate gate
Innovation
Strategy Topic 1
Idea Review of ideas / Idea utilization
• Identify and generation investment opportunities
Topic 2
pursue trends Rejected
• Corporate • List of Proposed ideas
positioning Topic 3 • Decide on ideas to be Future candidates
reviewed in detail
• Partner • Further review
strategy • Prioritization & funding Commercialized
Performance Rewarding
measures
Communication & Enablement
... And providing a shared view on Innovation Management to understand your
innovation management
3. Our Generic Business Model has a central position in our Innovation Offerings
Resources Offer Customer
Cocreation
Key Activities Relation
Partner Network Key Resources Value Proposition Channels Segments
Cost Structure PROFIT Revenu Streams
Performance
Source: Adapted from Alexander Osterwalder, Business Model Generation, a handbook for visionaries, game changers & challengers (working title, to be published August 2009)
22-09-2009
4. We use the Business Model Canvas to describe and assess the key drivers
within a Business Model
Business Model Canvas
KEY KEY VALUE CUSTOMER CUSTOMER
PARTNERS ACTIVITIES PROPOSITION RELATION SEGMENTS
What key activities do What kind of relations
you need to perform do your client expect
and how easily can you and which kind do you
What can partners do to do this? Which of you maintain? What are your
leverage your business customer’s problems do customer’s needs,
model (better, at lower you solve and which problems, desires, and
cost)? KEY needs are satisfied? ambitions?
RESOURCES CHANNELS
What key resources Through which means
does your business do your clients want to
model require? be reached and which
means do you utilize?
COST REVENUE
STRUCTURE STREAMS
What is the cost structure of your business What value are your customers willing to
model and is this in line with the core pay for and what is the preferred payment
values of the business model? mechanism?
22-09-2009
5. We apply our Innovation Services on strategic, tactical, and operational level
within a firm as well as cross-firm within the Value Chain
Introduction
Implications for Implications for
Within Company
suppliers clients & channels
Strategical level Strategical level Strategical level
Partnership I Client & channel
requirements Challenging the innovation strategy requirements
Tactical level Tactical level Tactical level
II Innovation Portfolio Management & Client & channel
Partner selection
Business Model Impact selection
Operational level Operational level Operational level
Partnership III Innovation Project Client & channel
management Value Acceleration management
IV
Business Model Innovation within the Value Chain
22-09-2009
6. Table of contents
Content
Innovation Services
I. Challenging the innovation strategy
II. Innovation Portfolio Management & Business Model Impact
III. Innovation Project Value Acceleration
IV. Business Model Innovation within the Value Chain
22-09-2009
7. The innovation strategy is challenged using the outside world with its trends as
a staring point to create various scenarios
I. Challenging the innovation strategy
Scenarios Factors
The use of various trends….
high
Bѐta
Epsilo • Mega trends
n
Alpha Delta • Consumer trends
Gam
ma
• Technology trends
Zѐta • Industry trends
…sets the challenges to overcome based on
Trend Impact
impact & likelihood…
local Economy Economy global • Position in Value Chains
• Current Business Model
• Attractiveness to potential customers
…and determine the need for:
Kapp
Iota a • New applications
Thѐta
Ѐta • New products and services
• New Business Models
low
22-09-2009
8. Our Innovation Portfolio method assesses the impact per innovation initiative
in terms of Business Model, Technology, and Strategic Contribution & Value
II. Innovation Portfolio Management & Business Model Impact
Based on the contribution to Business Drivers and Value Creation the
initiatives that deliver most of the strategic objectives are highlighted
• Input from corporate strategy
I. Alignment with Business Drivers & Value Creation
I. Alignment with Initiatives
Alpha
Growth Market
Business Drivers
Market Share Revenue stream
Value Creation
Business Case Contribution
• Validation against strategic goals & objectives
Beta
business drivers Delta
Gamma
Does the initiative contribute to a
growth of the total market volume?
Epsilon
Zeta
Is it plausible to appropriate a
Does the project generate new
revenue streams?
and value creation • Assessment of Business Case potential
Eta
percentage of the market growth
that is in line with strategic targets?
Theta
Iota
Kappa
19-6-2009 5
Business Model Canvas
KEY VALUE CUSTOMER CUSTOMER
PARTNERS KEY ACTIVITIES PROPOSITION RELATION SEGMENTS
• Detailed Business Model Canvas per initiative
What key activities do What kind of relations
II. Business Model
you need to perform do your client expect
and how easily can you and which kind do you
What can partners do to do this? Which of you maintain? What are your
leverage your business customer’s problems do customer’s needs,
model (better, at lower you solve and which problems, desires, and
cost)? KEY needs are satisfied? ambitions?
RESOURCES CHANNELS
• Sharpening around (key) building blocks
What key resources Through which means
per initiative
does your business do your clients want to
model require? be reached and which
means do you utilize?
COST REVENUE
STRUCTURE STREAMS
What is the cost structure of your business What value are your customers willing to
model and is this in line with the core pay for and what is the preferred payment
values of the business model? mechanism?
17-6-2009 21
Plotting the changes in a 2x2 matrix provides insight and direction for
balancing the portfolio in levels of innovativeness
• Assessment of degree of change on Business Model & Technology
Impact on Business Model & Technology
III. Impact on Current Innovation Portfolio Target Innovation Portfolio
high
high
• Validation against previous experiences
Alpha Gamma Alpha Gamma
business model &
Iota Iota
Radical Business Model
Epsilon Epsilon
Technological
Technological
Beta Beta
Change
Change
Delta Delta
• Estimation of capability presence
Zèta Zèta
technology Thèta
Incremental Business Model
Thèta
low
low
low high low high
Business Model Business Model
Change Change
17-6-2009 9
The portfolio overview plots the initiatives in terms of predicted attractiveness,
ability to execute and impact
• Based on previous phases distinct between various initiatives based
Build the portfolio
Attributes Innovation Candidates Portfolio
The following attributes can be used to identify candidate
IV. Build the
innovations:
high
Expected market growth. Alpha Bèta Gamma
Expected margin improvement.
on the portfolio logic
Attractiveness Iota
Delta
Epsilon
Kappa
Thèta
Attractiveness
Technological change.
portfolio
medium
Ability to execute Business Model change.
Required investments. Zèta
• Assess attractiveness, ability to execute, and impact
Expected revenues.
Impact
Bubble size indicates
expected revenues
low
(Impact)
low medium high
Ability to execute
17-6-2009 10
After the innovation candidate portfolio has been identified, analyzing and
framing it allows for ranking and prioritization of the candidates
• Ranking & Prioritization based on portfolio logic
Conclusions & Recommentations
Innovation Portfolio Analysis Ranking
V. Recommendations
Rank and prioritize the identified innovation
opportunities with regard to:
high
Expected impact in terms of revenue.
• Based on ranking determine: out of focus, opportunities, mature
Alpha Bèta Gamma
Attractiveness of the market in terms of future
Iota growth and margin improvements.
Delta
Opportunities Priorities Ability to actually execute the innovation
Epsilon opportunity.
Kappa
Thèta
Attractiveness
& Conclusions
medium
Zèta Mapping the innovation opportunities in a 2x2-portfolio
matrix allows for identifying:
Priorities: top candidates for resource allocation.
Currently out Opportunities: innovation candidates with
offerings, and priorities
Mature Offerings attractive future market developments or
of Focus specific strategic value.
Bubble size indicates
expected revenues
Mature Offerings: innovations for which
low
(Impact) capabilities to execute them exist or can be
easily sourced / developed.
low medium high Currently out of Focus: not interesting to focus
Ability to execute on at this point in time.
17-6-2009 11
22-09-2009
9. With our Value Acceleration approach we improve an innovation initiative’s
value creation throughout it’s life cycle
III. Innovation Project Value Acceleration
Results
Invent Engage Exploit & Refresh
I Reduce the required investment
• Identify synergies with other Business
Models
• Identify possibilities for partnerships
Break-even
Point III
II Reduce the time-to-market
• Time the market entry to ideal moment
• Speed up by creating synergies with
other Business Models
I
II III Increase value creation
• Create value ramp-up after launch
• Lengthen value generation time based
on the Business Model Evolution
Roadmap
Enable & Manage
22-09-2009
10. Business Model Innovations requires an integration, forward or backward, in
the Value Chain; therefore Business Models of value Chain Partners need
alignment
IV. Business Model Innovation within the Value Chain
KEY KEY VALUE CUSTOMER CUSTOMER KEY KEY VALUE CUSTOMER CUSTOMER KEY KEY VALUE CUSTOMER CUSTOMER
PARTNERS ACTIVITIES PROPOSITION RELATION SEGMENTS PARTNERS ACTIVITIES PROPOSITION RELATION SEGMENTS PARTNERS ACTIVITIES PROPOSITION RELATION SEGMENTS
KEY KEY KEY
RESOURCES CHANNELS RESOURCES CHANNELS RESOURCES CHANNELS
COST REVENUE COST REVENUE COST REVENUE
STRUCTURE STREAMS STRUCTURE STREAMS STRUCTURE STREAMS
Backward Business Model Integration Forward Business Model Integration
Establish fluid partnerships Build one-on-one customer experience
Attracting required capabilities Continuous interaction with customer to fulfill needs
Sourcing for activities & resources Utilizing new channels to connect to clients
Business Model Innovation within the Value Chain creates a flexible network structure
to set a new customer experience and grow business value
22-09-2009
11. Koen Klokgieters
Vice President Business Innovation
+31 6 511 23 259
koen.klokgieters@capgemini.com
Koenklokgieters-english.blogspot.com
Capgemini Consulting is the strategy
and transformation consulting brand
of Capgemini Group
22-09-2009