3. „… we make others great …“
„Innovate Your Business, Now“
we develop business models | we build companies | we change markets
created 23.06.2015 | updated: 23.06.2015 | Version V2.5 | Author: RD | Location: Munich | Language: English | Event: Interactive with University of Houston
Qeis Kamran Bernd Michler Susi AndrianiCristina Araujo
Richard Diks
“… focusing on Customer Success Management … “
4. 4
“Today, Richard Diks supports established and start-up businesses as Business Transformation Manager with his interdisciplinary team within
Entrepreneurial Consulting, Management and Coaching projects to develop and realize an individual Business Innovation and market its market
momentum.”
By his agile business transformation methodology based
on holistic Management Model and Business Engineering
Change Management Framework of University of St.
Gallen he transforms businesses in implicit way and
creates necessary „Center of Gravity“ to transform the
culture of the company sustainably to necessary
innovation culture.
Projects are actually run within the Diamond Model with
interdisciplinary working groups out of Subject Matter
Experts and lots of interactivity to realize know-how
transfer and build-up team experiences for long-term
success.
Before starting his Entrepreneurial business as CEO and
Founder of Richard Diks | Entrepreneurial Consulting, he
started his career as freshly graduated Engineer at IBM
Software Group. Here, he has got inspired very quickly
from challenges of complex Software and Innovation Sales
and Top Level Management Relationship within Operational
Sales Excellence areas.
Within his career at IBM Software Group, he achieved
IBM Golden Circle Award in 2007 and was named as
worldwide role model for his competitive sales successes
and strategic Sales excellence.
After leaving IBM, Richard Diks, joined Microsoft Platform
Strategic Sales organization with lots of awards for his
winning sales spirit at worldwide customers in Enterprise
Services Group. Within his Executive MBA studies in
Business Engineering at University of St. Gallen he
supported Microsoft in his change from a product-
company to a services-company by piloting a new
customer-and-communication-centric virtual sales
organization developed within his Master-Thesis with
tremendous success in business growth.
@richard_diks
5. Our Mission
5
we develop business models | we build
companies | we change markets{ }
Digital Transformation
Customer Experience Transformation
Business
Transformation
6. Innovation | constructive destruction
„ … changes we experience in business, we experience in private life, too: Innovation and it’s consequences … “
6
„In a few hundred years, when the history of our time will be written from
a long-term perspective, it is likely that the most important event historians
will see is not technology, not the Internet, not e-commerce. It is an
unprecendented change in the human condition. For the first literally -
substantial and rapidly growing numbers of people have choices. For the first
time, they will have to manage themselves. And society is totally unprepared
for it.“(Peter Drucker)
7. It always starts with an idea
„ … new ideas are great, but these have to be realized, too …"
7
8. Innovation <= Contextuality of right pieces
in right time and right location
8
Lot’s of qualified ressources | globally distributed
plenty of money | individually tied
Know-How | nearly unlimited information
technology | gets cheaper, smaller
and globally available
+
Entrepreneur Personality
+
Leadership
9. 9
Innovation creation can be hard &
painful if there is no innovation-
culture; alternative is you are lucky!!
10. Successfactors, KPIs, relevant business areas
„ … find a business model within following success factors …"
10
Agility Authenticity ContextualityDesign
Energy
Customer
Success
Management
Strategy Innovation
„ … ALL embedded and in right context brings you right USPs and Unfair
Advantages to scale your business with sustainable advantages to competition…“
KPIs
Cultural Level
Maturity (Limitations)
11. Teaming in networks
„ … Our core team is working closely together in common projects with individual expertise and experts in the background …"
11
Qeis Kamran
Strategy
Bernd Michler
Channel Management
Susi Andriani
Innovation
Management &
Scouting
Cristina Araujo
Energy
Personal, Team,
Company
Richard Diks
Customer
Success
Management
13. Industries and customers
„ … every industry is evolving by innovation towards more customer focus …"
13
Financial Services | Money Manufacturing | MachinesAutomotive | MobilityRetail | Consumerization
Energy & Utilities | Power Healthcare | Human Travel & Transportation | Logistics
Media | Entertainment Electronics | Signals Communications | Connections
high
low
middle
Disruption Level
14. Challenges in Global Energy
14
Global warming by CO2 => Global Pollution
Bring new Clean energy solutions
(innovations) to compensate
world-wide energy hunger
Find the right energy mix
Water, Solar, Wind
Decentralized Energy | transportation
+ generation
Intelligent Power transportation (smart grids)
Un-Bundeling (Generation,
Transportation, Sales)
Engage with the Customer | how to sell a virtual
product with convincing USP(s) + Unfair
Advantage
15. „Energiewende“ - Made in Germany
15
Fukushima, 2011 Germany Energy Mix 2015
„Energiewende“ initiated by government
+ pushing solar industry
Innovation today:
Transparency!?
Innovation is gone?
Consumerization
concept for energy is
missing
Energy Pass | Houses
Energy Consumption |
Electronics
CO2 - Consumption
| Cars
Smart Metering | Yello
Strom
16. Solve Global Energy Issues -
Howto?
16
More innovation by start-ups
smooth and fast transformation
by actual energy industry & companies
17. 17
• Critical uncertainties: Issues with high uncertainty and high impact (in
the top-right quadrant) are the ‘critical uncertainties’ with no clear path of
action which keep energy leaders most awake at night. These issues
need to be part of the energy leaders’ dialogue and scenario analysis.
• Action priorities: The issues in the high-impact and low-uncertainty
space are those which keep energy leaders most busy (bottom-right,
‘action issues’).
• Weak signals: The low-impact and low-uncertainty issues (bottom-left
quadrant) include those of perceived lesser importance or those that are
still not fully understood and in need of further investigation.
• The responses are translated into issue monitors with the three assessed
dimensions: the impact of an issue on the energy sector – this forms the x
axis; the degree of uncertainty related to its impact – this forms y axis; the
urgency with which we need to address the specific issue – represented
by the proportional size of the issue bubble where a larger size
corresponds to a higher degree of urgency.
Source: http://www.worldenergy.org/data/issues/
18. Questions:
1. How can Shell play a new and sustainable role in actual Global energy discussion and our challenges to
reduce CO2 and pollution?
2. What business objectives should Shell start to support energy change and realize real innovation with
business impact? Not Marketing only for nice Brand?
3. What role plays the customer and the gas-stations in your transformation concept?
4. How do you setup the transformation sustainably to reduce risk?
5. Do You see a specific time when Shell should start the transformation?
Case-Study: Business Transformation for Shell
18
Customer Engagement objectives
Shell „Innovation initiatives“
Submit Your ideas
and benefit from Shell ventures
Focusing on GAS and oil
40.000 gas stations + 10.000 partner stations -
the largest network world-wide
19. Genius or Maniac?
„ … Nikola Tesla set the basics in global energy business with no real reputition to his genius …"
19
Alternating current
Tesla inductor
Nikola Tesla
Wireless Power /
Communication
21. Transformation Challenges
„ … starting new businesses or changing an existing business is nearly the same …"
21
Investment Break-Even
Money
Loose Business
Risk: retain position
Dilemma: Re-Invent Business
Entrepreneurs
real Start-Ups
unpublished work: Richard Diks
established
companies
Business change / transformation is often too risky.
Individual aspects of time(duration and start), energy, right
business model, focus, available talents and money make it too
complex to realize
a sustainable and successful change / transformation.
There only two options:
Solve the transformation in
time or reduce failure if it’s
too late.
22. Innovation
Business Transformation Map
„ … its about progress, not perfection !!! …"
22
Situation
Problem(s)
Objective(s)
SPO
good starting point
Goals
S.M.A.R.T
structure
survival
Vision
big picture
Strategy
objective view
Business Model
RichModelCanvas: added value,
cashflow, scale and outsource
Customer
reality
check
CRM
core system
to measure, document, mining,
operate and control
Energy
balance
last update: 23.06.15 | V0.9
Situation
Problem(s)
Objective(s)
SPO
