The document discusses the significance of business model innovation for clusters and suggests new collaboration models to enhance productivity in development projects. It includes a framework for structuring value propositions and emphasizes the importance of understanding customer needs and iterative feedback in innovation processes. The presentation, led by Matthias Pohle, covers various aspects of innovation, project efficiency challenges, and practical tools like the business model canvas for improving organizational collaboration.

1. «The role of Business Model Innovation for Clusters and
a new collaboration model to increase productivity in
development projects»
RegX, The Danish Cluster Academy, Syddansk Universitet
Date: Tuesday Sept 4th 2012
Speaker: Matthias Pohle
Social Media Links:
www.facebook.com/businesscreativity
www.facebook.com/speedcreation
www.twitter.com/speedcreation
www.xing.com/profile/MatthiasMD_Pohle
www.xing.com/profile/Sven_Krause2 (Co-Founder ISCA)
&
www.xing.com/profile/Andreas_Rusnjak (Founder BMcreativity.net)

2. Impressions
&

3. What
if!
The
ul4mate
ques4on
in
Innova4on
&

4. About
Ma:hias
• Head
of
Product
Development
Competence
Center,
Swisscom
Switzerland
AG
• Visi=ng
Professor
at
Swiss
Distance
University
lecturing
Entrepreneurship
&
Innova=on
• Co-­‐Founder
of
the
Interna=onal
Speed
Crea=on
Associa=on
(ISCA)
• Self
employed
Business
Consultant
• Project
Manager
and
Post
Merger
Integra=on,
film.de
AG
• Start-­‐Up
CEO,
CINEware
GbR
www.xing.com/profile/MatthiasMD_Pohle
www.linkedin.com/pub/dir/Matthias/Pohle
https://www.facebook.com/matthias.m.pohle
&

5. Agenda
• What
is
Innova=on?
• The
history
of
Innova=on?
• What
is
Business
Model
Innova=on?
• Groupwork.
Let‘s
do
it!
Structuring
your
Value
Proposi=on
as
a
NABC
on
the
basis
of
your
SWOT-­‐Analysis
• Watering
Hole
–
How
to
get
Feedback
on
a
first
draZ
and
iterate
• Groupwork.
Let‘s
do
it!
Designing
the
Business
Model
for
your
Value
Proposi=on
&

6. Work
in
Progress…
Authors:
Andreas
Rusnjak
Mahias
Pohle
Thomas
Matyssek
&

7. WHAT
IS
INNOVATION
&
WHY
IS
IT
IMPORTANT?
&

8. Three
roads
to
market
success
Wait!
It‘s
four!
Brand
Management
Cost
Leadership
Innova=on
Customer
Experience
Design
&

9. The
history
of
Innova4on
Based on Gary Hamel, Leading the revolution, 2000
&

10. What‘s the innovativeness of
this swiss chocoloate?
à So called packaging
innovation. Play with a
procuts size. Make it small,
make it big and catch the
customers attention
IDEA for Transformation : Build
a small and „elite“ cluster or a
big and broaden one...
&

11. Crowd
based
open
innova4on
www.facebook.com/businesscreatvity
&

12. LET‘S
MAKE
A
SHORT
BREAK!
WHY
ARE
INNOVATION
PROJECTS
SO
PAINFUL
AND
OFTEN
TAKE
VERY
LONG?
&

13. What does your life
Matthias Pohle –
weigh?
&
1

14. Killing
the
efficiency
in
innova4on
projects
In
today`s
=me
knowledge
is
spread.
Project
members
come
from
different
loca=ons
and
different
Pain 1 fields
of
work.
Also
people
oZen
work
on
several
projects
simultaniously
and
have
only
few
=me
for
every
project.
A
Pain 2 lot
of
=me
is
wasted
due
to
travel
and
familiarisa=on.
This
leads
to
an
efficiency
loss
and
longer
project
development
cycles.
Workshops
need
to
be
repeated
and
Project
members
get
replaced.
At
the
end
Project
the
project
hauls
5-­‐7
month
for
the
business
requirements
instead
of
the
planned
2.
&
1

15. That
sounds
like
a
good
project
idea.
Pain 3
Customer
will
like
the
new
product
for
Business
Case
&
sure.
But
what
does
he
want
from
us?
Requirements
What
are
his
detailed
requirements
Heureka!
I
got
a
rough
regarding
the
sub-­‐project
I`m
working
idea,
anlyzed
the
in?
customers
needs
and
set
100
%
goals
for
my
project!
?
?
?!
?
??
?!
80
%
?
?
?!
?
??
?!
?
Sub
Project
Technology
?
?
?!
?
??
?!
Sub
Project
Processes
?
?
?!
?
??
?!
Idea
Champion
Sub
Project
IT
5
%
Sub
Project
Goto
Market
=me
Idea4on
Phase
Project
Mode
Feasibility
&
1

16. fostering productivity in cross collaboration
Due
to
the
preliminary
work
during
speed
crea=on
we
now
know
what
the
project
is
all
about.
We
understood
Business
Case
&
In
a
small
group
we
set
the
fundamentals
and
where
we
have
to
focus
on
in
our
sub
Requirements
describe
the
idea
more
detailed.
Therewith
Heureka!
I
got
a
rough
projects.
it`s
easier
for
the
procet
team
to
understand
idea,
anlyzed
the
customers
needs
and
set
Speed
Crea=on
the
idea
and
work
on
the
detailed
100
%
goals
for
my
project!
specifica=ons
80
%
Sub
Project
Technology
Sub
Project
Processes
Idea
Champion
Speed
Crea4on
Session
Sub
Project
IT
5
%
Sub
Project
Goto
Market
=me
Idea4on
Phase
«Speed
Crea4on
Session
»
Project
Mode
Feasibility
&
1

17. BACK
ON
TRACK.
THE
NABC
AS
STARTING
POINT
FOR
BUSINESS
MODELS
&

18. lue
Customer
Va
n?
Proposi4o
The
Goal
of
every
Company
should
be
to
create
and
deliver
a
customer
value
which
will
be
be:er
than
the
value
offered
by
the
compe44on.
&

19. NABC
a
tool
to
further
structure
your
Value
Proposi4on
Need
Approach
• What
is
the
customers
need?
• Is
there
already
an
idea
how
to
adress
the
• How
does
the
market
develop?
need?
• Which
internal
need/pains
does
the
company
• Are
there
alterna=ves?
have • Which
experience
do
we
want
to
create
for
the
customers?
Benefit
Compe==on
• Which
benefits
does
the
customer
have?
• Are
there
alterna=ves?
• Which
benefits
do
the
company
and/or
their
• What
happens
if
we
do
nothing?
suppliers
and
partners
have
Mahias
Pohle,
Sven
Krause
& 19

20. NABC
example
–
„wai4ng
for
godot“
&
20

21. Watering
Hole
Getting Feedback for quick iterations
Based on the Idea of Edward de Bonos „Thinking hats“
After you made a quick first draft. Ask others what they think of
it. They shall give „green“ and „red“ feedback
What did they like about your idea and presentation.
What point do you absolutely have to keep?
What didn‘t the like, what didn‘t they understand? What could you make
better and specify more detailed?
&

22. BUSINESS
MODEL
INNOVATION
AND
THE
„CANVAS“
&

23. enge s
T odays
chall
Increasing
compe44ve
pressure,
technological
advance,
innova4on,
changing
social
values
and
a
con=nuously
rising
power
of
the
user
are
forcing
companies
more
and
more
to
challenge
and
change
their
business
models,
to
develop
new
business
models
or
to
liquidate
exis=ng
ones.
&

24. Business
Modell
Canvas
The „Canvas“ developed by Alexander
Osterwalder is meant to forecast
Business Innovation.
Using it you can also establish a new
collaborative working pattern. Also you
can use it to make an as-is analysis
ü and color code changes for the future
state.
Also we made good results
experimenting and use it not only for
product/service development but also
for teams, profit center etc.
http://www.youtube.com/watch?v=QoAOzMTLP5s
&
24

25. BMCrea4vity
Business
Model
Framework
&

26. &
in
Anlehnung
an
Alexander
Osterwalder
(2010),
online
aus:
h:p://www.slideshare.net/Alex.Osterwalder/what-­‐is-­‐a-­‐business-­‐model

27. Wie
würden
Sie
das
iPhone
und
das
iPad
einordnen?
Welchen
Weg
könnte
Apple
in
seinen
Value
Proposi=ons
noch
gehen?
&
in
Anlehnung
an
Alexander
Osterwalder
(2010),
online
aus:
h:p://www.slideshare.net/Alex.Osterwalder/what-­‐is-­‐a-­‐business-­‐model

28. A
clusters
Business
Model
&

29. What
else?
The
customer
journey
map
&

30. The
End!
Let
your
ideas
float,
but
take
notes
and
write
em
down
to
remember,
iterate
and
create
new
ones
out
of
old
ones!
Mercedes Benz „left and right brain“ taken from
http://www.ibelieveinadv.com/commons/mercedes_paint-72dpi.jpg &

31. Bildquelle:
Deviantart
|
change
|
~sphinxed
&

32. Bildquelle:
Deviantart
|
change
|
~sphinxed
&

33. «The role of Business Model Innovation for Clusters and
a new collaboration model to increase productivity in
development projects»
RegX, The Danish Cluster Academy, Syddansk Universitet
Date: Tuesday Sept 4th 2012
Speaker: Matthias Pohle
Social Media Links:
www.facebook.com/businesscreativity
www.facebook.com/speedcreation
www.twitter.com/speedcreation
www.xing.com/profile/MatthiasMD_Pohle
www.xing.com/profile/Sven_Krause2 (Co-Founder ISCA)
&
www.xing.com/profile/Andreas_Rusnjak (Founder BMcreativity.net)