This document is a 4-part presentation by Harri Kiljander on developing new digital products and services. It discusses tools and frameworks for company renewal like the three horizons model. It introduces the Business Model Canvas for mapping new ideas and the Lean Startup Loop for iterative development. Case studies are presented from Kiljander's work developing internal startups at companies like F-Secure. The document is licensed under Creative Commons to allow reuse and sharing of the content.

1. Harri Kiljander
Developing new digital products
and services, Part one
April 2018
This Material is Licenced Under
Creative Commons Attribution 4.0 International License
NOTICE FOR ANYONE WHO WISHES TO USE THIS MATERIAL
CC BY 4.0 provides following license to the material for you to:
Share — copy and redistribute the material in any medium or format
Adapt — remix, transform, and build upon the material
for any purpose, even commercially.
Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made.
You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.

2. Harri Kiljander
Designing and developing products,
services, user experiences, teams, and
new business since the 1990s
Director of Customer Experience
Design at F-Secure Corporation
Startup UX & design advisor
Dr.Tech in Interactive Digital Media
@hki007
https://www.linkedin.com/in/harrikiljander/
https://www.f-secure.com

3. i. Why new products and services
ii. Business Model Canvas
iii. Lean Startup Loop
iv. Learnings from company projects

4. F-Secure

5. 40% of companies
“will not exist
in a meaningful way
in 10 years”
— John Chambers, CEO of Cisco Systems

6. “The fresh thinking that led to a
company’s initial success is
often replaced by a rigid
devotion to the status quo.”
— Harvard Business Review

7. Company renewal tools
a. Big structural changes

8. Company renewal tools
a. Big structural changes
b. Wait and see

9. Company renewal tools
a. Big structural changes
b. Wait and see
c. Changes based on new vision and strategy

10. Company renewal tools
a. Big structural changes
b. Wait and see
c. Changes based on new vision and strategy
d. Internal innovations

11. Company renewal tools
a. Big structural changes
b. Wait and see
c. Changes based on new vision and strategy
d. Internal innovations
e. Mergers and acquisitions

12. Company renewal tools
a. Big structural changes
b. Wait and see
c. Changes based on new vision and strategy
d. Internal innovations
e. Mergers and acquisitions
f. Three horizons
Time
Sales
Mature business Rapidly
growing
business
Emerging
business

13. Company renewal tools
a. Big structural changes
b. Wait and see
c. Changes based on new vision and strategy
d. Internal innovations
e. Mergers and acquisitions
f. Three horizons
g. Internal startups
Source: The Cookbook for Successful Internal Startups;
http://www.n4s.fi/publication/cookbook-successful-internal-startups/
Time
Sales
Mature business Rapidly
growing
business
Emerging
business

14. “Bit by bit,
everything that can be digitized
will be digitized.”
— Paul Krugman, Professor of Economics

15. Now it’s your turn:
Think of companieswho
have seekednext-generation
growthfrom new lines of
businesses, andsucceededor
failed whendoing so! What
wasthe recipe they used?
Further reading: ”Escape Velocity” by Geoffrey A. Moore

16. End of part one
Next: Business Model Canvas

17. Harri Kiljander
Developing new digital products
and services, Part two
April 2018
This Material is Licenced Under
Creative Commons Attribution 4.0 International License
NOTICE FOR ANYONE WHO WISHES TO USE THIS MATERIAL
CC BY 4.0 provides following license to the material for you to:
Share — copy and redistribute the material in any medium or format
Adapt — remix, transform, and build upon the material
for any purpose, even commercially.
Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made.
You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.

18. Harri Kiljander
Designing and developing products,
services, user experiences, teams, and
new business since the 1990s
Director of Customer Experience
Design at F-Secure Corporation
Startup UX & design advisor
Dr.Tech in Interactive Digital Media
@hki007
https://www.linkedin.com/in/harrikiljander/
https://www.f-secure.com

19. i. Why new products and services
ii. Business Model Canvas
iii. Lean Startup Loop
iv. Learnings from company projects

20. Key
Partners
Key Activities
Value
Propositions
Channels
Customer
Segments
Key Resources
Customer
Relationships
Revenue StreamsCost Structure
Source: https://strategyzer.com
Business Model Canvas

21. Key
Partners
Key Activities
Value
Propositions
Channels
Customer
Segments
Key Resources
Customer
Relationships
Revenue StreamsCost Structure
Source: https://strategyzer.com

22. Key
Partners
Key Activities
Value
Propositions
Channels
Customer
Segments
Key Resources
Customer
Relationships
Revenue StreamsCost Structure
Source: https://strategyzer.com

23. Key
Partners
Key Activities
Value
Propositions
Channels
Customer
Segments
Key Resources
Customer
Relationships
Revenue StreamsCost Structure
Source: https://strategyzer.com

24. Key
Partners
Key Activities
Value
Propositions
Channels
Customer
Segments
Key Resources
Customer
Relationships
Revenue StreamsCost Structure
Source: https://strategyzer.com

25. Key
Partners
Key Activities
Value
Propositions
Channels
Customer
Segments
Key Resources
Customer
Relationships
Revenue StreamsCost Structure
Source: https://strategyzer.com

26. Key
Partners
Key Activities
Value
Propositions
Channels
Customer
Segments
Key Resources
Customer
Relationships
Revenue StreamsCost Structure
Source: https://strategyzer.com

27. Key
Partners
Key Activities
Value
Propositions
Channels
Customer
Segments
Key Resources
Customer
Relationships
Revenue StreamsCost Structure
Source: https://strategyzer.com

28. Key
Partners
Key Activities
Value
Propositions
Channels
Customer
Segments
Key Resources
Customer
Relationships
Revenue StreamsCost Structure
Source: https://strategyzer.com

29. Key
Partners
Key Activities
Value
Propositions
Channels
Customer
Segments
Key Resources
Customer
Relationships
Revenue StreamsCost Structure
Source: https://strategyzer.com

30. Now it’s your turn:
Think of your own
service idea onthis
course, or someother
new business, and
map it onthe Business
Model Canvas!
Further reading: “Value Proposition Design” by Alex Osterwalder

31. End of part two
Next: Lean Startup Loop

32. Harri Kiljander
Developing new digital products
and services, Part three
April 2018
This Material is Licenced Under
Creative Commons Attribution 4.0 International License
NOTICE FOR ANYONE WHO WISHES TO USE THIS MATERIAL
CC BY 4.0 provides following license to the material for you to:
Share — copy and redistribute the material in any medium or format
Adapt — remix, transform, and build upon the material
for any purpose, even commercially.
Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made.
You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.

33. Harri Kiljander
Designing and developing products,
services, user experiences, teams, and
new business since the 1990s
Director of Customer Experience
Design at F-Secure Corporation
Startup UX & design advisor
Dr.Tech in Interactive Digital Media
@hki007
https://www.linkedin.com/in/harrikiljander/
https://www.f-secure.com

34. i. Why new products and services
ii. Business Model Canvas
iii. Lean Startup Loop
iv. Learnings from company projects

35. “We must learn what customers
really want, not what they say
they want or what we think they
should want.”
— Eric Ries, a founder of the Lean Startup movement

36. “The only way to win
is to learn faster than
anyone else.”
— Eric Ries, a founder of the Lean Startup movement

37. Lean
Startup
Loop
Source: ”The Lean Startup”
by Eric Ries
LEARN BUILD
DATA
IDEAS
CODE
MEASURE

38. Lean
Startup
Loop
Source: ”The Lean Startup”
by Eric Ries
IDEAS

39. BUILD
CODE
Lean
Startup
Loop
Source: ”The Lean Startup”
by Eric Ries
IDEAS

40. DATA
MEASURE
BUILD
CODE
Lean
Startup
Loop
Source: ”The Lean Startup”
by Eric Ries
IDEAS

41. LEARN
DATA
MEASURE
BUILD
CODE
Lean
Startup
Loop
Source: ”The Lean Startup”
by Eric Ries
IDEAS

42. Source: ”The Lean Startup”
by Eric Ries
LEARN
DATA
MEASURE
BUILD
CODE
IDEAS
Lean
Startup
Loop

43. Source: ”The Lean Startup”
by Eric Ries
LEARN
DATA
MEASURE
BUILD
CODE
IDEAS
Lean
Startup
Loop
Build Faster
Unit tests
Usability tests
Continuous integration
Incremental deployment
Free & Open-source
Cloud computing
Cluster immune systems
Just-in-time scalability
Refactoring
Developer sandbox
Minimum viable product

44. Source: ”The Lean Startup”
by Eric Ries
LEARN
DATA
MEASURE
BUILD
CODE
IDEAS
Lean
Startup
Loop
Build Faster
Unit tests
Usability tests
Continuous integration
Incremental deployment
Free & Open-source
Cloud computing
Cluster immune systems
Just-in-time scalability
Refactoring
Developer sandbox
Minimum viable product
Funnel analysis
Cohort analysis
Net Promoter Score
Search engine marketing
Predictive monitoring
Split tests
Continuous deployment
Usability tests
Real-time monitoring & alerting
Customer liaison
Measure Faster

45. Source: ”The Lean Startup”
by Eric Ries
LEARN
DATA
MEASURE
BUILD
CODE
IDEAS
Lean
Startup
Loop
Build Faster
Unit tests
Usability tests
Continuous integration
Incremental deployment
Free & Open-source
Cloud computing
Cluster immune systems
Just-in-time scalability
Refactoring
Developer sandbox
Minimum viable product
Funnel analysis
Cohort analysis
Net Promoter Score
Search engine marketing
Predictive monitoring
Split tests
Continuous deployment
Usability tests
Real-time monitoring & alerting
Customer liaison
Measure Faster
Learn Faster
Split tests
Customer development
Five whys
Customer advisory board
Falsifiable hypotheses
Product owner
Accountability
Customer archetypes
Cross-functional teams
Semi-autonomous teams
Smoke tests

46. “And, thus, we are all looking for the
magic formula. Well, here you go:
Creativity + Iterative Development =
Innovation.”
— James Dyson, founder of Dyson

47. Now it’s your turn:
Think of a startup you
know and analyze why
they succeeded or
failed!
Further reading: ”The Lean Startup” by Eric Ries

48. End of part three
Next: Learnings from company projects

49. Harri Kiljander
Developing new digital products
and services, Part four
April 2018
This Material is Licenced Under
Creative Commons Attribution 4.0 International License
NOTICE FOR ANYONE WHO WISHES TO USE THIS MATERIAL
CC BY 4.0 provides following license to the material for you to:
Share — copy and redistribute the material in any medium or format
Adapt — remix, transform, and build upon the material
for any purpose, even commercially.
Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made.
You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.

50. Harri Kiljander
Designing and developing products,
services, user experiences, teams, and
new business since the 1990s
Director of Customer Experience
Design at F-Secure Corporation
Startup UX & design advisor
Dr.Tech in Interactive Digital Media
@hki007
https://www.linkedin.com/in/harrikiljander/
https://www.f-secure.com

51. i. Why new products and services
ii. Business Model Canvas
iii. Lean Startup Loop
iv. Learnings from company projects

52. Some time ago we arranged a
book-writing hackathon
weekend to distill our internal
startup experiences from
F-Secure, Tieto, OP Finance
Group, Supercell, Neste Oil, and
Qentinel, and added a dose of
related insights from General
Electric and Cisco.

53. F-Secure KEY
F-Secure LOKKI
F-Secure
SENSE

54. 10 learnings from successful
internal product startups at F-Secure
1. Independent project with maximum control over
people+budget+process+technologies (laws and company
values permitting)

55. 10 learnings from successful
internal product startups at F-Secure
1. Independent project with maximum control over
people+budget+process+technologies (laws and company
values permitting)
2. Clear top-level target setting and top-level sponsor

56. 10 learnings from successful
internal product startups at F-Secure
1. Independent project with maximum control over
people+budget+process+technologies (laws and company
values permitting)
2. Clear top-level target setting and top-level sponsor
3. Aligned targets with in-house stakeholder teams

57. 10 learnings from successful
internal product startups at F-Secure
1. Independent project with maximum control over
people+budget+process+technologies (laws and company
values permitting)
2. Clear top-level target setting and top-level sponsor
3. Aligned targets with in-house stakeholder teams
4. Clear focus, no other obligations for team and team leader

58. 10 learnings from successful
internal product startups at F-Secure
1. Independent project with maximum control over
people+budget+process+technologies (laws and company
values permitting)
2. Clear top-level target setting and top-level sponsor
3. Aligned targets with in-house stakeholder teams
4. Clear focus, no other obligations for team and team leader
5. Somewhat unrealistic schedules & targets
balanced with full authority

59. 10 learnings from successful
internal product startups at F-Secure
6. Physical co-location of the cross-disciplinary team,
led by the chief product officer

60. 10 learnings from successful
internal product startups at F-Secure
6. Physical co-location of the cross-disciplinary team,
led by the chief product officer
7. Team must take product/prototype to the market.
Real customer feedback matters. 15 minutes response time.

61. 10 learnings from successful
internal product startups at F-Secure
6. Physical co-location of the cross-disciplinary team,
led by the chief product officer
7. Team must take product/prototype to the market.
Real customer feedback matters. 15 minutes response time.
8. Minimum Viable Product. Build-Measure-Learn. KISS.
But leave no room for dogmas!

62. 10 learnings from successful
internal product startups at F-Secure
6. Physical co-location of the cross-disciplinary team,
led by the chief product officer
7. Team must take product/prototype to the market.
Real customer feedback matters. 15 minutes response time.
8. Minimum Viable Product. Build-Measure-Learn. KISS.
But leave no room for dogmas!
9. Accept/expect/appreciate some people getting upset of broken rules

63. 10 learnings from successful
internal product startups at F-Secure
6. Physical co-location of the cross-disciplinary team,
led by the chief product officer
7. Team must take product/prototype to the market.
Real customer feedback matters. 15 minutes response time.
8. Minimum Viable Product. Build-Measure-Learn. KISS.
But leave no room for dogmas!
9. Accept/expect/appreciate some people getting upset of broken rules
10. Continuous improvement and lessons learned;
share openly within the company

64. Now it’s your turn:
Apply in your project work
someProduct Development
tools withthe Service Design
thinking methods you’ve
learned!
Further reading: ”Hooked: How to Build Habit-Forming Products” by Nir Eyal

65. “I think anyone who makes products has
this simultaneous joy and, almost, shame
looking at it.You look at it all day and all
you can see is all these things
you want to make better.”
— Ben Silbermann, founder of Pinterest

66. End of part four
Thank you!

67. Harri Kiljander
Developing new digital products
and services
April 2018
This Material is Licenced Under
Creative Commons Attribution 4.0 International License
NOTICE FOR ANYONE WHO WISHES TO USE THIS MATERIAL
CC BY 4.0 provides following license to the material for you to:
Share — copy and redistribute the material in any medium or format
Adapt — remix, transform, and build upon the material
for any purpose, even commercially.
Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made.
You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.