House of Tata: Acquiring a Global FootprintAbhigyan Singh
The 134-year-old Tata Group with 95 operating companies (31 of them publicly traded) and 230,000 employees, it is India's largest private-sector employer, its biggest taxpayer, and its greatest foreign-exchange earner.
Performance management at vitality health enterprise incDS Adi Pratomo
We studied and analyse Harvard Business Case on Performance Management for our Post Graduated Business School subject in People in Organization. Do use it as reference and work on your own analysis, but try to avoid copy and paste.
House of Tata: Acquiring a Global FootprintAbhigyan Singh
The 134-year-old Tata Group with 95 operating companies (31 of them publicly traded) and 230,000 employees, it is India's largest private-sector employer, its biggest taxpayer, and its greatest foreign-exchange earner.
Performance management at vitality health enterprise incDS Adi Pratomo
We studied and analyse Harvard Business Case on Performance Management for our Post Graduated Business School subject in People in Organization. Do use it as reference and work on your own analysis, but try to avoid copy and paste.
Uber in China: What's next? (Study from DDIM 10 class)Alessio Mascolo
DDIM 10
Uber entered in the chinese market in 2013. They have launched in the market Uber Black, UberX, People's Uber (a non for profit private car sharing) and other customized products such as UberGreen. Despite all the money they spent, today Uber has only 8,2% of the market in China and its major competitor DidiKuaidi owns more than 78% of the market share. Our work is focused on the analysis of the various options, the selection of the best one according to cost criteria and results in terms of level of competiton. Then we build a 10-years action plan. Slide are available on slideshare.com
In this presentation the Analysis of BYD Automobile an Chinese Auto car-maker is done. Business Strategic recommendations are provided and a strategy for future growth is given.
If you want to build a better future, you must believe in secrets.
The great secret of our time is that there are still uncharted frontiers to explore and new inventions to create. In Zero to One, legendary entrepreneur and investor Peter Thiel shows how we can find singular ways to create those new things.
Thiel begins with the contrarian premise that we live in an age of technological stagnation, even if we’re too distracted by shiny mobile devices to notice. Information technology has improved rapidly, but there is no reason why progress should be limited to computers or Silicon Valley. Progress can be achieved in any industry or area of business. It comes from the most important skill that every leader must master: learning to think for yourself…
Zero to One presents at once an optimistic view of the future of progress in America and a new way of thinking about innovation: it starts by learning to ask the questions that lead you to find value in unexpected places.
IBM Strategy and Values: (1) Focus on open technologies and high- value solutions, (2) Deliver integration and innovation to clients, (3) Become the premier Globally Integrated Enterprise.
Disruptive Innovation, Kodak and digital imagingChris Sandström
The 'full' (long!) story about how Kodak got in trouble and how the challenges were handled... I put the other chapters together into one document, in case you just want to embed one slideshow.
The Business Model Handbook provides a practical approach on how to describe, evaluate and (re)invent your business model. Use it on your own or as a discussion guide with your team. DOWNLOAD YOUR COPY AT http://www.e-junkie.com/sniukas
Uber in China: What's next? (Study from DDIM 10 class)Alessio Mascolo
DDIM 10
Uber entered in the chinese market in 2013. They have launched in the market Uber Black, UberX, People's Uber (a non for profit private car sharing) and other customized products such as UberGreen. Despite all the money they spent, today Uber has only 8,2% of the market in China and its major competitor DidiKuaidi owns more than 78% of the market share. Our work is focused on the analysis of the various options, the selection of the best one according to cost criteria and results in terms of level of competiton. Then we build a 10-years action plan. Slide are available on slideshare.com
In this presentation the Analysis of BYD Automobile an Chinese Auto car-maker is done. Business Strategic recommendations are provided and a strategy for future growth is given.
If you want to build a better future, you must believe in secrets.
The great secret of our time is that there are still uncharted frontiers to explore and new inventions to create. In Zero to One, legendary entrepreneur and investor Peter Thiel shows how we can find singular ways to create those new things.
Thiel begins with the contrarian premise that we live in an age of technological stagnation, even if we’re too distracted by shiny mobile devices to notice. Information technology has improved rapidly, but there is no reason why progress should be limited to computers or Silicon Valley. Progress can be achieved in any industry or area of business. It comes from the most important skill that every leader must master: learning to think for yourself…
Zero to One presents at once an optimistic view of the future of progress in America and a new way of thinking about innovation: it starts by learning to ask the questions that lead you to find value in unexpected places.
IBM Strategy and Values: (1) Focus on open technologies and high- value solutions, (2) Deliver integration and innovation to clients, (3) Become the premier Globally Integrated Enterprise.
Disruptive Innovation, Kodak and digital imagingChris Sandström
The 'full' (long!) story about how Kodak got in trouble and how the challenges were handled... I put the other chapters together into one document, in case you just want to embed one slideshow.
The Business Model Handbook provides a practical approach on how to describe, evaluate and (re)invent your business model. Use it on your own or as a discussion guide with your team. DOWNLOAD YOUR COPY AT http://www.e-junkie.com/sniukas
Slides from the CEDIM Innovation Series presentation. Includes a new business model framework, the business model as strategy cube and a design thinking oriented approach to business model innovation. @cedim
Slides from a keynote at the Intrapreneurship Conference in London in 2016, outlining how established companies design new growth ventures from within.
Slides from a recent speech in front of 1500 people on:
- Why business model innovation is important
- What a business model is
- How to design and implement innovative business models using a design thinking approach.
Many cases illustrate how to do it in practice.
The way we do strategy today is ridiculous. Decks on decks on decks that people approve but never revisit. Let's try to incorporate strategy into everything we do.
Social Media: How to Engage Consumers and Build Brands Kenny Ong
Crown B2C SOCIAL MEDIA MARKETING ASIA MASTERCLASS
November 2012, KL
Social Media: How to Engage Consumers and Build Brands
• How to innovate in emerging markets by localizing content to meet the needs of their consumers and how this can benefit you.
• The power of Facebook to create Brand SOV and how to engage in interactive content to enhance the number of times the company and its products are mentioned positively on the social web, compared to competitors - commonly known as 'Share of Voice'
• How you can build your fans and what's next
• Using social media marketing to drive consumers onto their social sites. Including how these new fans are then engaged into the brand through interactive campaigns
MICG - Strategy and Risk Management for MTU ServicesKenny Ong
MICG ENTERPRISE RISK MANAGEMENT 2012
November 2012
Strategy and Risk Management
• Strategic Risks in the New World
• The Most Important Risk of All: Business Model vs. Risk (Choosing the wrong Business Model)
• M&A Risk (Pre- and Post- Acquisition Risks)
• People Risk (Succession Planning and Business Continuity)
• Fraud Risk
• Growth Risk (Growth methods and their associated risks including Benchmarking Risk)
• Reputational Risk (Brand and PR)
• R&D Risk
• How To: The 4-Wheels Operating Model and Strategic Risk Management Checklist
Improving your business operations by meeting your company’s objective, missi...Kenny Ong
Marcus Evans Business Process Improvement & Transformation Conference
KL, March 2012
Improving your business operations by meeting your company’s objective, mission and current business landscape
• Re-energising your company’s mission by developing a strategic improvement plan that aligns with its objective
• Establishing business imperative, defining vision and targets, realising the targets and fine-tuning your upcoming business transformation needs
• Measuring the effectiveness of your business processes to see how you can improve your margins
This is an interesting 5-M Model to evaluate whether a new business idea hold the potential to become a sustainable business. It also shows the process and stages of angel investments.
Earthsoft Foundation of Guidance (EFG) is working as an NGO/NPO for students - Education & Career
guidance and for Professionals for soft skills enhancements. I am working on speading , sharing
knowledge; experience globally.It has uploaded important presentations at http://myefg.in/downloads.aspx.
Also https://dl.dropbox.com/u/83265908/Links-events.xls has links for all ppt files.
Read http://tl.gd/jm1gh5
Be mentor using your education, knowledge & experience to contribute for a social cause & do conduct
free training/ workshop seeking help of existing platforms like rotary,etc
Kindly spread to your friends.Thank you!
- Earthsoft Foundation of Guidance
Let us make earth little softer..
Building B2B Communities in a Low Trust WorldLou Ordorica
B2B communities exist to help companies attract and retain customers, improve productivity, decrease costs, and more. Learn how to create a trusted business community environment where relationships and opportunities flourish.
ICEBERG Innovation - Summary of Slides for the 2014 Small Company - Big Busin...ICEBERG-Innovation
Innovation is good for your bank account, but you have to get certain things right. Our mission is to assist companies and investors to "make innovation easier and more profitable".
These are the (Summary of) Slides for the 2014 Small Company - Big Business Workshop Series. Please note that many slides are not self-explanatory, so if you've missed the workshop and are interested in the content or our assistance or services then please contact us.
Phone in Australia: 1300 037679
www.ICEBERG-Innovation.com
Presentation provided at the Enterprise Connect WIIN workshop series titled Business Model Innovation > New Value. Questions regarding this presentation should be directed to Marcus Tarrant, Managing Director, Mission HQ at marcus.tarrant(AT)missionhq.com.au
The following presentation is a version from a business plan development workshop conducted by Biruwa Ventures at Thames College, Kathmandu on January 11, 2012. Biruwa conducts similar works on issues related to business in colleges across Nepal.
If you are an entrepreneur in Nepal, this is a must see presentation for you.
Ahmad Takatkah (@SinbadTheVC) and myself (@MRArrabi) gave this workshop at the IEEE event in Hashemite University on Oct 7, 2012. It covers tips & advice on how to launch your startup in Jordan.
Beyond Budgeting: Leading with Flexible Targets. 2-day seminarNiels Pflaeging
Slides from 2-day Beyond Budgeting seminar in Kuala Lumpur, Malaysia
The slides a re not entirely self-explaining. See the BetaCodex Network´s white papers for further detail.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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#Skye Residences Etobicoke, #Skye Residences Near Toronto Airport, #Skye Residences Toronto, #Skye Hotel Toronto, #Skye Hotel Near Toronto Airport, #Hotel Near Toronto Airport, #Near Toronto Airport Accommodation, #Suites Near Toronto Airport, #Etobicoke Suites Near Airport, #Hotel Near Toronto Pearson International Airport, #Toronto Airport Suite Rentals, #Pearson Airport Hotel Suites
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
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.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
12. „Innovation is front and center on the
corporate agenda, according to a
global survey. Executives are adding
more breakthrough innovations and
business model changes to their
portfolio to fuel the growth engine.“
Business Week, November 16, 2009
14. Stagnating or
declining
revenues
Source: Moore, GA 2004, Darwin and the Demon: Innovating Within Established Enterprises. Harvard Business Review, 82
15. Source: Moore, GA 2004, Darwin and the Demon: Innovating Within Established Enterprises. Harvard Business Review, 82
16.
17. ̲ Increase profit
̲ Find new growth areas
̲ Create new markets
̲ Commercializing a new
̲ Increased competition
product or technology
Why ̲ Adapt to changing
environments
̲ Adapt to new / emerging
markets
̲ Seize emerging trends
29. „There‘s no good
just being better,
...you got to be
different.“
Charles Handy
30. ̲ “A business model is simply the ‘way of doing business’ that a
firm has chosen: its entire system for creating and providing
consistent value to customers and earning a profit from that
activity, as well as benefit for its broader stakeholders. It refers
to the core architecture or configuration of the firm, specifically
how it deploys all relevant resources (not just those within the
company boundaries), to create differentiated value for
customers at a profit…”
(Davenport, T. H., M. Leibold and S. Voelpel (2006). Strategic Management in the Innovation Economy. Publicis Wiley.)
̲ The business model is a company’s answer to the question of
how to make money in its chosen business. It describes, “…as a
system, how the pieces of a business fit together.”
(Magretta, J. (2002). "Why Business Models Matter." Harvard Business Review 80(5) May: 86-92.)
31. Source: Accenture
Source: The Boston Consulting Group
Source: Innosight
Source: businessmodelgeneration.com
Source: IDEO
32. WHO
is your customer?
HOW WHAT
do you do this? do you offer
your customers?
33. WHO
Markets
Customer Segments
Individual Needs
HOW WHAT
Create Value Products & Services
Deliver Value Solutions
Capture Value Experiences
34.
35. Traditional Approach Business Model Innovation
Who • Everybody • Everybody
What • Usually full treatment • Focus on basic treatments
• Services covered by health • Quick
insurance • Convenient
• Special treatment for additional cost • Affordable
How • A range of specialists • Generalists
• Special facilities • Located in shopping malls / inside
• One central location CVS pharmacies
• “Solution shops” • Multiple locations
• “Retail model”
36.
37. Traditional Approach Business Model Innovation
Who • (Rich and middle class) people who • “Low income clients”
are reliable to pay back the credits or • Poor people who would not get any
have enough assets as security. loans from traditional banks
(especially women)
What • Classic loans, usually for larger sums • Small loans to “unbanked people”
to buy assets.
How • Strong risk management • About 97% make their payments.
• The returns from the interests belong • The borrowers are the owners of
to the bank/ shareholders the bank.
• Profit focus • The profit of the bank goes back to
the owners.
• There is no collateral. No lawyers.
• Social business focus
38.
39. Traditional Approach Business Model Innovation
Who • People who want a quick bite to eat • People who want to sit down and
• Get in, order, get served quickly, get remain seated for a while
out quickly again • Create a “3rd place” à la Starbucks
What • Pre-made food prepared constantly • Coffee and cake
according to demand • Made to order (coffee)
• Standard menus • Pre-produced (cakes)
• Some variations allowed • No menus
How • 1 counter • 2 counters
• Standardized processes • Separate seating area
• Central locations with high • Key is to increase share of wallet of
frequencies the customer and keep him for a
• The key is to serve a maximum longer period of time in the
number of people during a given restaurant
time • Innovative use of existing assets,
new capabilities needed
40.
41. Traditional Approach Business Model Innovation
Who • Kids • Everybody from 4-99
• Hard Core Gamers • The whole family
• Casual Gamers
What • High Tech – High Performance • Family Console
Console • Low tech, lower power processors,
• High tech, high end processors for no additional features
speed and graphics, connect over the • Focus on fun rather than technical
internet, additional features (DVD, performance
internet,...) • New movement technology
high cost lower cost
high sales price (250-300.- €) lower sales price (190.- €)
How • n/a • n/a
42. New Markets
New Customers
What
New Ways of New Value
Doing Business Propositions
47. May 6-7
April 15 Group Mgmt
March 10 Meeting BU
Workshop Mgmt
Division Mgmt
Meetings • Presentation of
Business Division
• Introduction to Models Mgmt
Business Model • Preparation of
Innovation GMM Group
• Introduction
Research on Final version 2010
Future Space
innovative Business until April 29 to
• Process
Models and Trends. SIO
• Preparation Group
• Handbook 2011 +
Business Draft until March 29 to SIO
Model Description Coaching Sessions with SIO
by Division Mgmt Final Version until April 7 to SIO
and their teams.
48. March 10
BU
Mgmt
Division Mgmt
Meetings
Division
• Introduction to Mgmt
Business Model
Innovation Group
• Introduction
2010
Future Space
• Process
• Preparation Group
• Handbook 2011 +
49. March 10
BU
Mgmt
Division Mgmt
Meetings
Division
• Introduction to Mgmt
Business Model
Innovation Group
• Introduction
2010
Future Space
• Process
• Preparation Group
• Handbook 2011 +
50. March 10
BU
Mgmt
Division Mgmt
Meetings
Division
• Introduction to Mgmt
Business Model
Innovation Group
• Introduction
2010
Future Space
• Process
• Preparation Group
• Handbook 2011 +
Business Draft until March 29 to SIO
Model Description Coaching Sessions with SIO
by Division Mgmt Final Version until April 7 to SIO
and their teams.
51. April 15
March 10
BU
Workshop Mgmt
Division Mgmt
Meetings • Presentation of
Business Division
• Introduction to Models Mgmt
Business Model • Preparation of
Innovation GMM Group
• Introduction
2010
Future Space
• Process
• Preparation Group
• Handbook 2011 +
Business Draft until March 29 to SIO
Model Description Coaching Sessions with SIO
by Division Mgmt Final Version until April 7 to SIO
and their teams.
52. April 15
March 10
BU
Workshop Mgmt
Division Mgmt
Meetings • Presentation of
Business Division
• Introduction to Models Mgmt
Business Model • Preparation of
Innovation GMM Group
• Introduction
Research on Final version 2010
Future Space
innovative Business until April 29 to
• Process
Models and Trends. SIO
• Preparation Group
• Handbook 2011 +
Business Draft until March 29 to SIO
Model Description Coaching Sessions with SIO
by Division Mgmt Final Version until April 7 to SIO
and their teams.
53. May 6-7
April 15 Group Mgmt
March 10 Meeting BU
Workshop Mgmt
Division Mgmt
Meetings • Presentation of
Business Division
• Introduction to Models Mgmt
Business Model • Preparation of
Innovation GMM Group
• Introduction
Research on Final version 2010
Future Space
innovative Business until April 29 to
• Process
Models and Trends. SIO
• Preparation Group
• Handbook 2011 +
Business Draft until March 29 to SIO
Model Description Coaching Sessions with SIO
by Division Mgmt Final Version until April 7 to SIO
and their teams.
59. WHO
#1 Challenge industry assumptions #11 Target non-customers
#12 Target less profitable customers
WHAT #13 Target the least satisfied customers
#2 Offer complementary products and services #14 Target the chain of buyers
#3 Offer solutions and experiences #15 Segment according to commonalities
#4 Offer bundles #16 Segment according to circumstances
#5 Switch your appeal: functional versus #17 Desegment the customer based
emotional HOW
#6 Focus on the job to be done
#18 Reinvent the customer interface (channels)
#7 Selectively eliminate, reduce, raise and create
#19 Reinvent your customer relationships
#8 Look at subsitutes
#20 Invent new revenue streams
#9 Expand the use of your assets and capabilities
#21 Price differently
#10 Look at the customer experience
#22 Reinvent you cost base
#23 Re-assess your key activities
#24 Collaborate with suppliers, partners, the
network and ecosystem
#25 Look at completely different industries
64. Steering
Committee
Strategic
Innovation Office
Cross Division Strategic Innovation Within Division
Cross Division
Project Teams Core Team Within Division
Project Teams
Cross Division
Project Teams Within Division
Project Teams
Cross Division
Project Teams Within Division
Project Teams
Cross Division
Project Teams Within Division
Project Teams
Project Teams Project Teams
65. Nov Dez Q1 Q2 Q3 Q4 2012
2010 2011
Core Team
Core Team Core Team Core Team Core Team Core Team
Core Team Meeting
Meeting Meeting Meeting Meeting Meeting
Kick Off
Board Division 1 Division 3 Division 1 Division 3
Update Division 2 Division 4 Division 2 Division 4
Setting the
Project 1 stage
Discovery Development Conversion
Setting the Commer-
Project 2 Team Kick Off
stage
Discovery Development Conversion
cialization
Hire Project Project Setting the
Project 3 Manager Manager stage
Discovery Development Conversion
Hire Project Project Setting the
Project 4 Manager Manager stage
Discovery Development Conversion
Hire Project Project Setting the
Project 5 Manager Manager stage
Discovery Development Conversion
83. Source: Accenture
Source: The Boston Consulting Group
Source: Innosight
Source: businessmodelgeneration.com
Source: IDEO
84.
85. existing ↔ noncustomers (2nd and 3rd tier)
most profitable ↔ less profitable
most satisfied ↔ less satisfied (1st tier)
specific buyer ↔ chain of buyers
focus on differences ↔ focus on commonalities
focus on finer segmentation ↔ focus on de-segmentation
focus on attributes
(of customers and products)
↔ focus on circumstances
(needs and the job done)
86. focus on existing assets ↔ start anew, or use existing assets in a
new way
single product or service ↔ total solution, bundling
functional appeal ↔ emotional appeal and experiences
focus on product ↔ focus on function fulfilled and the
job-to-be-done
build new features ↔ raise, reduced, create, eliminate
selectively
87. conventional customer interface ↔ (co-creating) experiences
easy to do business with
↔
conventional pricing strategic pricing of the masses
(either to cover cost or benchmarked against (benchmarked against substitutes and alternative
competitors) industries)
cost-plus thinking ↔ price-minus thinking; target costs
integrate activities ↔ network (with customers, suppliers,
partners, alliances)
low fit of activities
(internally and externally)
↔ high fit of activities
(internally and externally)
92. • Set the context
• Guide the process in a participative and fair way
• Clearly communicate reasons, and expectations
• Questioning attitude • Educate employees
• Rewards success and failure, punishes inaction • Variety (internal and external)
• Shield creative teams from distractions and pressure
• Tolerates mistakes • Collaboration
• Appreciate distinctiveness in people and their thinking
• Slack is welcomed • Educated in regard to the strategy and
• Welcome change
skills needed
• Supports risk taking and change • Ask itself what it does to promote or inhibit innovation
• Supports teamwork and collaboration and how to get rid of these obstacles.
People
Culture Leadership
Are you ready for
Business Model
Innovation?
Systems Structure
• Support the process of strategic • Fast and flat
innovation Processes • Small units
• Enable collaboration • Encourages collaboration
• Enable the use and creation of • Fast and unbureaucratic • Autonomous teams at the
knowledge • Decentralized decision making front line
• Reward risk taking and action • Support idea generation,
• Used to create relationships with experimentation and execution
customers
• Metrics & rewards support
innovation
102. ̲ Dynamic Capabilities (i.e. activities,
processes and routines) leading to Business
Model Innovation.
̲ Managerial capabilities for creating,
developing and leading these capabilities.
103. “The difficulty lies not
in the new ideas,...
…but in escaping from
the old ones.”
John Maynard Keynes