This document summarizes a presentation on business model design, discovery, reinvention and innovation. It covers several topics:
- Different frameworks for analyzing and designing business models.
- The concepts of uncertainty vs. risk and how the lean startup approach aims to turn uncertainties into risks through testing hypotheses.
- Business model innovation, including risk-driven and ecosystem-based approaches.
- Case examples are discussed like the iPod's minimum viable ecosystem approach to building out complementary elements.
The Penta Model illustrates an integrative framework for Strategic Positioning, including all major Strategy Models. The Penta Model alpha includes 11 Strategic Choices for the Competing Factors (how-to-win). The Penta Model beta includes 11 Strategic Choices for the Market Boundaries (where-to-play).
Read the LinkedIn Pulse article for the description of the Penta Model.
https://www.linkedin.com/pulse/strategic-choices-strategy-models-mihai-ionescu
The Penta Model illustrates an integrative framework for Strategic Positioning, including all major Strategy Models. The Penta Model alpha includes 11 Strategic Choices for the Competing Factors (how-to-win). The Penta Model beta includes 11 Strategic Choices for the Market Boundaries (where-to-play).
Read the LinkedIn Pulse article for the description of the Penta Model.
https://www.linkedin.com/pulse/strategic-choices-strategy-models-mihai-ionescu
Creating Enterprise Value from Business Architectureiasaglobal
This presentation will cover the Why (Value) and How (Execution) of a Business Architecture program. You will understand how you can lead your enterprise towards its vision by planning for key Business Capabilities that will get you there.
EFQM European Foundation Of Quality Management - Radar ModelShashank Varun
The RADAR logic is a dynamic assessment framework and powerful management tool that provides a structured approach to questioning the performance of an organisation. At the highest level, RADAR logic states that an organisation needs to: Determine the Results it is aiming to achieve as part of its strategy.
Management Consulting Toolkit with Great Powerpoint PresentationsAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Management Consulting Toolkit with Great Powerpoint Presentations | Created By ex-McKinsey & Deloitte Consultants.
Re-Positioning the value of the architecture practiceCraig Martin
In an increasingly competitive landscape, organisations are becoming more aware how important it is to develop business services models that are aligned to customer values. Organisations that are not able to take a customer focused perspective are losing footing in the market as they attempt to understand what it means to architect for the customer.
Topics include:
- The Pressures caused by Disruption
- Performance and Expectation Gaps at the CxO level
- Improving Architecture Value
- Discipline Confusion
- Unifying the Enterprise
- Architecture Services Design
- Architecture Demand Analysis
This is a preview of the Complete Business Frameworks Reference Guide/Toolkit. The full document can be downloaded here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
The Complete Business Frameworks Reference Guide is a very comprehensive document with over 300+ slides--covering 50 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms, such as McKinsey, Bain, BCG, Booz, Monitor Group, Deloitte, Accenture, IBM, E&Y, LEK, AT Kearney, Roland Berger, Oliver Wyman, and others.
INCLUDED FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Core Competence Analysis
16. Cost Structure Analysis
17. Customer Experience
18. Customer Satisfaction Analysis
19. Customer Value Proposition
20. Fiaccabrino Selection Process
21. Financial Ratios Analysis
22. Gap Analysis
23. Industry Attractiveness & Business Strength Assessment
24. Key Purchase Criteria
25. Key Success Factors (KSF)
26. Market Sizing & Share
27. McKinsey 7-S
28. Net Present Value
29. PEST Analysis
30. Porter Competition Strategies
31. Porter's Five Forces
32. Portfolio Strategies
33. Price Elasticity
34. Product Life Cycle
35. Product Substitution
36. Relative Cost Positioning
37. Rogers' Five Factors
38. Scenario Techniques
39. Scoring Models
40. Segment Attractiveness
41. Segmentation & Targeting
42. Six Thinking Hats
43. Stakeholder Analysis
44. Strengths & Weaknesses Analysis
45. Structure-Conduct-Performance (SCP)
46. SWOT Analysis
47. SWOT Strategies
48. Treacy / Wiersema Market Positioning
49. Value Chain Analysis
50. Venkat Matrix
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This comprehensive presentation contains 30 common frameworks, models and tools for strategic planning.
A detailed summary is provided for each strategy framework, model or tool.
The frameworks in this deck span across the key domains of strategic planning. They include stakeholder analysis, internal analysis, environmental analysis, industry analysis, market analysis, competitive analysis, strategy development and strategy implementation.
INCLUDED FRAMEWORKS, MODELS & TOOLS:
1. Power/Interest Grid
2. VRIO Framework
3. Porter's Value Chain
4. PESTEL Analysis
5. BCG Growth/Share Matrix
6. GE-McKinsey Matrix
7. Porter's Five Forces
8. Industry Life Cycle Model
9. Competitive Profile Matrix
10. SWOT Analysis
11. Porter's Generic Strategies
12. Value Disciplines Model
13. Ansoff Matrix
14. BCG Strategy Palette
15. Blue Ocean Strategy
16. Greiner's Growth Model
17. McKinsey's Three Horizons of Growth
18. Disruptive Innovation (Christensen)
19. Value Proposition Canvas
20. Business Model Canvas
21. Core Competencies Model (Hamel & Prahalad)
22. Risk Management Process
23. Probability-Impact Matrix
24. Big Hairy Audacious Goal (BHAG)
25. Vision, Mission & Values
26. SMART Objectives
27. Hoshin Planning
28. Balanced Scorecard
29. McKinsey's 7-S Framework
30. Kotter's 8-Step Process for Leading Change
These frameworks and templates are used in many strategy consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any strategic planning challenge that can arise in your organization.
The level of detail varies by framework, depending on the nature of the model or tool. Examples and templates are provided.
Political and Cultural awareness is one of the key leadership skills required to manage projects successfully. August NC PMI leadership meeting focused on "Building a Culture of Collaboration". Heather A. Yurko, Cultural Architect, Cisco Systems, talked about how enterprises focus on building collaborative cultive and leveage for project success.
Creating Enterprise Value from Business Architectureiasaglobal
This presentation will cover the Why (Value) and How (Execution) of a Business Architecture program. You will understand how you can lead your enterprise towards its vision by planning for key Business Capabilities that will get you there.
EFQM European Foundation Of Quality Management - Radar ModelShashank Varun
The RADAR logic is a dynamic assessment framework and powerful management tool that provides a structured approach to questioning the performance of an organisation. At the highest level, RADAR logic states that an organisation needs to: Determine the Results it is aiming to achieve as part of its strategy.
Management Consulting Toolkit with Great Powerpoint PresentationsAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Management Consulting Toolkit with Great Powerpoint Presentations | Created By ex-McKinsey & Deloitte Consultants.
Re-Positioning the value of the architecture practiceCraig Martin
In an increasingly competitive landscape, organisations are becoming more aware how important it is to develop business services models that are aligned to customer values. Organisations that are not able to take a customer focused perspective are losing footing in the market as they attempt to understand what it means to architect for the customer.
Topics include:
- The Pressures caused by Disruption
- Performance and Expectation Gaps at the CxO level
- Improving Architecture Value
- Discipline Confusion
- Unifying the Enterprise
- Architecture Services Design
- Architecture Demand Analysis
This is a preview of the Complete Business Frameworks Reference Guide/Toolkit. The full document can be downloaded here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
The Complete Business Frameworks Reference Guide is a very comprehensive document with over 300+ slides--covering 50 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms, such as McKinsey, Bain, BCG, Booz, Monitor Group, Deloitte, Accenture, IBM, E&Y, LEK, AT Kearney, Roland Berger, Oliver Wyman, and others.
INCLUDED FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Core Competence Analysis
16. Cost Structure Analysis
17. Customer Experience
18. Customer Satisfaction Analysis
19. Customer Value Proposition
20. Fiaccabrino Selection Process
21. Financial Ratios Analysis
22. Gap Analysis
23. Industry Attractiveness & Business Strength Assessment
24. Key Purchase Criteria
25. Key Success Factors (KSF)
26. Market Sizing & Share
27. McKinsey 7-S
28. Net Present Value
29. PEST Analysis
30. Porter Competition Strategies
31. Porter's Five Forces
32. Portfolio Strategies
33. Price Elasticity
34. Product Life Cycle
35. Product Substitution
36. Relative Cost Positioning
37. Rogers' Five Factors
38. Scenario Techniques
39. Scoring Models
40. Segment Attractiveness
41. Segmentation & Targeting
42. Six Thinking Hats
43. Stakeholder Analysis
44. Strengths & Weaknesses Analysis
45. Structure-Conduct-Performance (SCP)
46. SWOT Analysis
47. SWOT Strategies
48. Treacy / Wiersema Market Positioning
49. Value Chain Analysis
50. Venkat Matrix
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This comprehensive presentation contains 30 common frameworks, models and tools for strategic planning.
A detailed summary is provided for each strategy framework, model or tool.
The frameworks in this deck span across the key domains of strategic planning. They include stakeholder analysis, internal analysis, environmental analysis, industry analysis, market analysis, competitive analysis, strategy development and strategy implementation.
INCLUDED FRAMEWORKS, MODELS & TOOLS:
1. Power/Interest Grid
2. VRIO Framework
3. Porter's Value Chain
4. PESTEL Analysis
5. BCG Growth/Share Matrix
6. GE-McKinsey Matrix
7. Porter's Five Forces
8. Industry Life Cycle Model
9. Competitive Profile Matrix
10. SWOT Analysis
11. Porter's Generic Strategies
12. Value Disciplines Model
13. Ansoff Matrix
14. BCG Strategy Palette
15. Blue Ocean Strategy
16. Greiner's Growth Model
17. McKinsey's Three Horizons of Growth
18. Disruptive Innovation (Christensen)
19. Value Proposition Canvas
20. Business Model Canvas
21. Core Competencies Model (Hamel & Prahalad)
22. Risk Management Process
23. Probability-Impact Matrix
24. Big Hairy Audacious Goal (BHAG)
25. Vision, Mission & Values
26. SMART Objectives
27. Hoshin Planning
28. Balanced Scorecard
29. McKinsey's 7-S Framework
30. Kotter's 8-Step Process for Leading Change
These frameworks and templates are used in many strategy consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any strategic planning challenge that can arise in your organization.
The level of detail varies by framework, depending on the nature of the model or tool. Examples and templates are provided.
Political and Cultural awareness is one of the key leadership skills required to manage projects successfully. August NC PMI leadership meeting focused on "Building a Culture of Collaboration". Heather A. Yurko, Cultural Architect, Cisco Systems, talked about how enterprises focus on building collaborative cultive and leveage for project success.
Some of the key headings of this presentation:
Ecosystem business models are behind most startups
Apple GDP: The iOS ecosystem has grown to $180B
Android GDP: an ecosystem valued at $260B
How did Apple, Google build ecosystem empires? What can history teach us?
Apple, Google emerged out of the ashes of 20+ dead platforms.
- Apple / Google built ecosystems, not just platforms
- iOS, Android built app ecosystems with superior economics
To compete, challengers have to achieve the impossible...
This presentation is based on the top seller book "Business Model Generation" by Alex Osterwalder and Yves Pigneur. This book introduces the Business Model Canvas, the world's leading tool in creating and analyzing business models. This great tool allows you to sketch out your business model visually without starting with a scary business plan.
You can take my online course which covers more content, examples, quizzes, challenges and provides a certificate of completion.
Get course discounts and learn more:
www.playtactic.com
I hope you find this beneficial and good luck on your business model ;)
Value Proposition for scientific inventiontakehill2013
Seminar about "value proposition for scientific invention" for Federal Lab researchers at NIST. The primary purpose of this presentation was really not to turn NIST scientists to entrepreneurs, but rather build awareness of entrepreneur thinking and commercial language, when transferring scientific inventions from Lab to Market.
How to create secure, convenient and easy to manage homes?
Only those solutions will survive that can ensure the highest level of security and easy integration for third-parties.
New Care Models - the story so far, pop up uni, 2pm, 3 september 2015NHS England
Expo is the most significant annual health and social care event in the calendar, uniting more NHS and care leaders, commissioners, clinicians, voluntary sector partners, innovators and media than any other health and care event.
Expo 15 returned to Manchester and was hosted once again by NHS England. Around 5000 people a day from health and care, the voluntary sector, local government, and industry joined together at Manchester Central Convention Centre for two packed days of speakers, workshops, exhibitions and professional development.
This year, Expo was more relevant and engaging than ever before, happening within the first 100 days of the new Government, and almost 12 months after the publication of the NHS Five Year Forward View. It was also a great opportunity to check on and learn from the progress of Greater Manchester as the area prepares to take over a £6 billion devolved health and social care budget, pledging to integrate hospital, community, primary and social care and vastly improve health and well-being.
More information is available online: www.expo.nhs.uk
Everyone is talking about smart homes - connected living! We have issues about security and usability, but will these problems stop the adoption of this technology? Can we do anything about it?
This was a presentation I gave to a group of marketers in October 2015.
Creative Commons Open Business Models, Case Studies, & FindingsPaul_Stacey
Presentation given at Open Education Conference 2015 in Vancouver British Columbia, November 19, 2015.
Description: In March of 2015, with support from the Hewlett Foundation, Creative Commons launched an open business model initiative aimed squarely at showing how Creative Commons licenses can, and are, used by business, nonprofits and governments. This initiative emerged out of a need to show how organizations and creators can produce OER and other Creative Commons licensed works in a way that generates social good in sustainable and financially sound ways.
Creative Commons open business model initiative is being done in an interactive community-based way using an open business model canvas and an online community for sharing and discussion. Creative Commons directly collaborates with organizations using a process that supports both autonomous and collaborative design, development of open business model designs, and ensuing analysis of the results.
In this panel presentation, organizations who worked with Creative Commons to generate an open business model will share their experience. They will describe their motivations, explain how they engaged in the Creative Commons open business model process, outline what they learned, and reveal new opportunities and directions they took as a result.
Creative Commons will describe the tools and processes it used and how those tools and processes evolved and changed through community interaction. Latest versions of tools and process will be compared to starting ones and made available to all participants. Analysis insights from both panel organizations and Creative Commons will be shared.
Creative Commons will outline open business models lessons learned, the types and categories of open business models that emerged, and summarize key findings. Next steps, opportunities for participation and future plans will be described.
Attendees of this session will gain:
- an understanding of the open business model initiative and process
- hands on access to the open business model canvas and other tools they can use to develop their own open business model
- knowledge and insights into how open business models work
- strategies and tactics they can incorporate into their own open business model initiative
- the opportunity to get involved in the initiative in an open and collaborative way
University-Industry/Business Ecosystem Presentation 1st april 2012Todd Davey
The presentation shows an ecosystem model created during the largest study into cooperation between European HEIs and business. The study was made by the Science-to-Business Marketing Research Centre in Münster, Germany (S2BMRC) for the DG Education and Culture at the European Commission (EC) during 2010 and 2011. Furthermore, the results not only provide a benchmark for European UBC, but also to outline potential reasons, influencing factors, drivers and barriers to UBC as well as offering recommendations for the future. The model has been practically and scientifically validated.
For more information go to: www.ub-cooperation.eu or contact Todd Davey - davey@fh-muenster.de
Transforming innovation into reality, pop up uni, 12.00, 3 september 2015NHS England
Expo is the most significant annual health and social care event in the calendar, uniting more NHS and care leaders, commissioners, clinicians, voluntary sector partners, innovators and media than any other health and care event.
Expo 15 returned to Manchester and was hosted once again by NHS England. Around 5000 people a day from health and care, the voluntary sector, local government, and industry joined together at Manchester Central Convention Centre for two packed days of speakers, workshops, exhibitions and professional development.
This year, Expo was more relevant and engaging than ever before, happening within the first 100 days of the new Government, and almost 12 months after the publication of the NHS Five Year Forward View. It was also a great opportunity to check on and learn from the progress of Greater Manchester as the area prepares to take over a £6 billion devolved health and social care budget, pledging to integrate hospital, community, primary and social care and vastly improve health and well-being.
More information is available online: www.expo.nhs.uk
This presentation was developed for the Australian Innovation Festival 2010. It is a model used in consulting activities where we support clients in the development and assessment of alternate business models. Consider using key assessment parameters.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/growth-strategy-208
All businesses face the challenge of achieving sustainable growth. Growth is commonly inhibited by a lack of breakthrough ideas, balancing cost-out and margin trade-offs, and execution challenges.
This business framework document discusses growth strategy. It includes business concepts and analysis models utilized by top tier management consulting firms. It frames the various horizons of the "growth challenge," and dives into various strategy frameworks for growth--from Porter's Five Forces to Blue Ocean. This detailed document also includes case examples, a full growth strategy initiative breakdown, and tabulation of key growth strategy work products.
Topics breakdown:
*Growth challenges
*Traditional strategy thinking ( Porter?s Five Forces)
*Modern strategy thinking ( Blue Ocean Strategy)
*A growth strategy project initiative (project approach, design, frameworks & analytics, deliverables)
*Case examples
Business Architecture as an Approach to Connect Strategy & ProjectsEnterprise Architects
Helen Palmer @helenmpal hosted interactive sessions at the October 2015 IIBA professional development days in Melbourne and Brisbane.
The presentation titled "Business Architecture as an Approach to Connect Strategy & Projects" covers a high level introduction to the discipline of Business Architecture and the platform it provides for effectively executing Business Strategy. Helen provided insights into how Business Architecture is positioned within the wider context of Enterprise Architecture and how the value it delivers can improve greatly with an increase in the mandate from the business. The presentation also gives an overview of some of the key artifacts and models used in defining a Business Architecture.
Enterprise Architects offers IIBA members an exclusive discount on our (IIBA endorsed) Applied Business Architecture: 4 Day Course
http://enterprisearchitects.com/courses/business-architecture/applied-business-architecture/
You can reach out to one of our learning services consultants at training@enterprisearchitects.com to find out more.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 100 different business excellence frameworks comprising key strategy, marketing, sales, finance, operations, innovation, IT, technology management, leadership, organization, change and HR models.
The latest updates and additions include frameworks such as SHRM Competency Model, ISO 31000:2018 Risk Management, EFQM (2019), ITIL 4, COBIT 2019, PMBOK 6, Data Management Maturity (DMM) Model, IT4IT Reference Architecture (V2.1), TBM Taxonomy (V3.0) and TOGAF Standard (V9.2) among others.
The frameworks are organized into seven categories:
1. Strategy & Organization
2. Finance & Governance
3. Marketing & Sales
4. Operations, Supply Chain Management & Procurement
5. Innovation & Technology Management
6. Leadership, Change & HR
7. IT Management
The business model innovation process: a temporal perspectiveNiamh O Riordan
This presentation reports on a proposal to view business model innovation as a process that was recently presented at the Australasian Conference on Information Systems
International Target Operating Model DesignChris Oddy
International Target Operating Model Design
Chris Oddy
SLIDE 1
• A Plan is only of value if it is successfully implemented
• A good Strategy is important… A Great Operating Model is more beneficial
• A Target Operating Model ensures everyone is aligned and knows what to do
SLIDE 2
What is an Operating Model?
• A breakdown of a business into its key components
• A framework for how an organization operates in terms of people, processes and technology
• A basis for formulating strategy and making informed decisions
What Is a Target Operating Model?
• A structure that dictates how the business should be organized
• A target state informed by strategy and opportunities for optimization
• An operational design that depicts how business objectives will be achieved
• A basis for developing operational improvement and transformation plans
• A framework that enables goal congruence
SLIDE 3
Why is a Target Operating Model Important?
• Without a Target Operating Model operations often evolve and do not fully align to the business vision and strategy
– This approach might work initially, however it has significant associated risk
– Clients and products are added, new markets are entered and acquisitions are integrated.
– People, processes and technologies build and a complicated web of inefficient and ineffective systems and processes is created
• A Target Operating Model based on the business strategy often leads to a significant competitive advantage:
– Faster decision making in areas such as launching new products, services and partnerships
– Improved client service through greater roles and responsibility definition across the organization
– Better investments as they can more easily be assessed and prioritized based on business impact
– Reduced risk from a more controlled and stable operating environment
– Higher colleague engagement and alignment from clearer strategic execution plans
– Greater long-term operational efficiency and optimization
• Businesses without a Target Operating Model typically:
– Deploy increasingly greater resources simply to manage the issue resolution and operational deficiencies.
– Decisions are slow due to the lack of clarity as to how to implement strategies
– Costs of adapting technology and processes increase exponentially
SLIDE 4
Where does the Target Operating Model Fit In?
• A Corporate Strategy must be reflected in a Target Operating Model for the Strategy to be successfully implemented
• The Target Operating Model comes below the vision and corporate strategy and above the operational planning and execution.
• The Target Operating Model can be created in layers
• The Target Operating Model for corporate, country and function level operations must be aligned and congruent with the Corporate Strategy
SLIDE 5 and 6
Focus Areas for Transformation and Optimization
1. Client Valu
Ken Fulmer's visit to IIBA Canberra Branch
October 2018
Covering both Soft and Hard/Technical skills for a BA
Hard Skills:
1 - Understand Strategic Imperatives
2 - Customer Experience
3 - Business Process
4 - Embrace Agility
5 - Continuous Stakeholder Collaboration
6 - DATA – Evidence Based Decisions
7 - Understand Technology
Soft Skills
S1 - Infuse Customer Empathy
S2 - Envision the Outcome
S3 - Own the product and the outcome
S4 - Value
S5 –Enable Smart Decisions
S6 – LEARN Continuously
S7 – Change & Engagement
This is a capability introduction document for Continuous Improvement and Innovation By Alan Cay Culler and Richard W. Taylor of the Results-Alliance LLC
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
This presentation was used to introduce Enterprise Architecture, Introduction to how to perform an Enterprise Architecture Assessment followed by TechSharp introduction.
Deliverables in the presentation is not clear, the slides represent what was shown as part of the demo.
List of deliverables:
Application Rationalization framework
Portfolio Analysis framework
Road Map
Current state analysis
Target State establishing process
System Context
System Landscape
SBAC 2018 keynote By Prof. Mohan Sawhney, Kellogg School of ManagementFounding Fuel
Dr. Mohanbir Sawhney of Kellogg School of Management, delivered the keynote address at the SPJIMR Business - Academia Conclave 2018. The topic of the keynote was how large companies could engage with startups
A presentation at The 2015 Copenhagen Business School Symposium on High-Frequency Trading. Robert Almgren, President and Head of Research at Quantitative Brokers (New York)
A presentation at The 2015 Copenhagen Business School Symposium on High-Frequency Trading. Björn Hagströmer, Associate Professor in Finance at Stockholm Business School, Stockholm University
A presentation at The 2015 Copenhagen Business School Symposium on High-Frequency Trading. Bjørn Sibbern, President of Nasdaq Copenhagen, Senior Vice President and Global Head of Nasdaq’s Commodities business
A session at the CBS Competitiveness Day 2015 - This presentation will give an overview of how service business models can provide opportunities for driving competitiveness of Danish industry. The presentation is based on the ongoing applied research project 'Driving Competitiveness through Servitization’ which is supported by The Danish Industry Foundation. The project focuses on service strategies of manufacturers and is carried out in collaboration with a number of Danish companies.
A session at the CBS Competitiveness Day 2015 and a part of the Smart Solutions for Innovative Cities Conference, organized by the Innovation Centre Denmark.
A session at the CBS Competitiveness Day 2015 - Profitabel top- og bundlinjevækst står øverst på de fleste virksomheders agenda – og det er oplagt at starte med at indhøste restpotentialerne blandt virksomhedernes nuværende kunder. Udfordringen for mange virksomheder er dog, at de mangler viden om, hvor restpotentialer skal findes, så man kan prioritere og målrette salgsindsatsen derefter. Denne session præsenterer et værktøj der kan sikre virksomhederne et sådant indblik i på kunde- og produktniveau og gennemgår de resultater, der er opnået fra pilotimplementeringerne.
A session at the CBS Competitiveness Day 2015 - The session launches the new book. The authors introduce the key tools from the book, offer an overview of the customer challenge and how to master it.
A session at the CBS Competitiveness Day 2015 - Professor Louise Mors will present initial findings from a study on board dynamics collaborating with Margarethe Wiersema (Professor at UC Irvine). The study will draw on initial interviews conducted with board members in Denmark, Norway and the US aiming to reach a better understanding of the structure and interactions on boards; especially with an interest in how or if female board members have an influence on these dynamics.
Gender Roles and Board Dynamics in a Competitive Environment (Louise Mors)
Business Model Design: Discovery, Re-invention & Innovation - Stoyan Tanev
1. Business Model Design: Discovery, Re-invention & Innovation
Stoyan Tanev, Associate Professor
Department of Technology and Innovation
Faculty of Engineering
University of Southern Denmark
Odense
tan@iti.sdu.dk
2. 2
Agenda
•
Building business models (the Tower of Babel)
•
Business model frameworks
•
(N = 1; R = G) requirements for business innovation
•
Discovery or reinvention and innovation
–
Uncertainty vs risk framework
–
Lean startup approach (discovery)
–
Business model innovation frameworks
•
Risk-driven business models
•
Wide lens approach
3. 3
Building the Tower of Babel
•
A business model has two important functions
–
It must create value within the value chain network
–
it must capture a piece of value for the focal firm in that network
“Building a business model is like building the Tower of Babel”
Alexander Osterwalder
by Pieter Bruegel the Elder (1563)
4. 4
How?
•
How to find or design a business model that is stronger than competitors’ business models?
5. Good question, however …
•
How does the context of questioning influence the answer to the above question?
•
Is there any difference in designing the business models of new startups and existing firms?
•
How about the design of business models associated with new entrepreneurial projects in established firms?
•
Two emerging contexts of questioning
–
Lean startup approach (Blank, HBR, 2013; Ries, 2011)
–
Business model re-invention or innovation (Johnson et al., HBR, 2008; Johnson, 2010; Girotra & Netessine, 2014)
–
Temporal aspect of the distinction
5
6. 6
Business model frameworks
•
Provide logic of how to reach profitability as well as structure and language to talk about it
•
Go beyond idle talk
•
Help build products for which customers pay
•
Used to systematically describe, challenge, design, validate, test or invent ways to make money
•
Aim to be intuitive, yet comprehensive enough to capture the nuances of business operations
7. TIMG 5002 7
Four business model frameworks
Four-box framework:
Seizing the White Space
Six-function framework:
Open Innovation
Nine building blocks:
Business Model Canvas
Four-factor framework:
Business Model Discovery
Johnson, 2010
Chesbrough & Rosenbloom, 2002
Osterwalder & Pigneur, 2010
Muegge, 2012
http://www.timreview.ca/article/545
1) Customer value proposition
2) Profit formula
3) Key resources
4) Key processes
1) Value proposition
2) Market segment
3) Value chain
4) Cost structure/profit potential
5) Value network
6) Competitive strategy
1) Customer segments
2) Value propositions
3) Channels
4) Customer relationships
5) Revenue streams
6) Key resources
7) Key activities
8) Key partnerships
9) Cost structure
1) Importance (pain point)
2) Stakeholder value propositions
3) Profit formula
4) Capabilities (these include resources and processes)
8. Nenonen & Storbacka framework (2010)
8
Design principles
Resources
Capabilities
Market
Market & customer definition
•market definition
•firm’s market position
•market or channel strategy
•target customers
•market segmentation
Customers and brands
Market and customer management
•market making and shaping
•sales and account management
•customer experience management
•customer relationship management
•customer service management
Offering
Offering design
•offering components
•offering configurations Earnings logic
•profit from its operations
•pricing logic
•cost & asset structure
Technology
•Intellectual property rights
Offering management
•product/service development
•product/category management
•R&D
Operations
Operations design
•Make-or-buy decisions
•Modularity of production processes
Firm’s infrastructure
•physical & ICT
•geographical coverage Suppliers and partners
•raw material suppliers
•channel / research / production partners
Sourcing, production & delivery
•Supply chain management
•Manufacturing and assembly
•Management of the delivery channel
•Invoicing of delivered offerings
Management
Management system
•organizational structure
•roles and responsibilities
•remuneration
Human and financial resources
•Future competence supply
Management and leadership
•planning and control processes
•human resource development
•firm’s strategy process
9. Nenonen & Storbacka framework (2010)
9
Design principles
Resources
Capabilities
Market
Market & customer definition
•market definition
•firm’s market position
•market or channel strategy
•target customers
•market segmentation
Customers and brands
Market and customer management
•market making and shaping
•sales and account management
•customer experience management
•customer relationship management
•customer service management
Offering
Offering design
•offering components
•offering configurations Earnings logic
•profit from its operations
•pricing logic
•cost & asset structure
Technology
•Intellectual property rights
Offering management
•product/service development
•product/category management
•R&D
Operations
Operations design
•Make-or-buy decisions
•Modularity of production processes
Firm’s infrastructure
•physical & ICT
•geographical coverage Suppliers and partners
•raw material suppliers
•channel / research / production partners
Sourcing, production & delivery
•Supply chain management
•Manufacturing and assembly
•Management of the delivery channel
•Invoicing of delivered offerings
Management
Management system
•organizational structure
•roles and responsibilities
•remuneration
Human and financial resources
•Future competence supply
Management and leadership
•planning and control processes
•human resource development
•firm’s strategy process
10. Is there a best BM framework?
•
The one that can help you best in conceptualizing your business context
•
There is no business model framework fatalism
–
No single best framework the adoption of which would predefine the success of a business case
•
Nenonen & Storbacka (2010) argue for the importance of
–
Internal configurational fit of the business model elements
–
External configurational fit of the busines model to the business models of the partners
–
Independently of the business model framework
•
The application of one and the same business model framework can lead to different performance depending on the degree of configurational fit
10
11. A new context for business model design
•
Value is based on unique, personalized experiences of consumers
–
focus on one consumer experience at a time, even if serving 100 million consumers
–
(N = 1) pillar
•
No firm is big enough in scope and size to satisfy the experiences of one consumer at a time
–
access to global resources from a wide variety of other big and small firms
–
(R = G) pillar
11
Prahalad & Krishnan, The New Age of Innovation, 2008
12. The new house of innovation 12
Prahalad & Krishnan, The New Age of Innovation, 2008
13. (N = 1; R = G) framework for capability building
13
Prahalad & Krishnan, The New Age of Innovation, 2008
16. Uncertainty vs risk framework
16
UNCERTAINTY
RISK
Technology uncertainty:
•
Whether the product functions as promised
•
meeting the delivery time-table
•
the vendor provides quality service
•
product side-effects
•
technology makes the existing one obsolete
Market uncertainty:
•
What are the needs to be met by the technology
•
how these needs would change
•
adoption of industry standards
•
speed of innovation
•
market size
Competitive uncertainty:
•
Newly emerging competitors;
•
new competitive product offerings;
•
new ways and tools used by others to compete
Execution risk
Co-innovation risk
Adoption chain risk
Adner, 2012
Yadav, Swami & Pal, Vikalpa 31(2), 57-74, 2006
Tanev & Rasmussen (2014)
Global operations uncertainty
17. Lean startup business model discovery
•
An entrepreneur is someone who turns uncertainties into risks
•
“Lean startups are human institutions designed to create new products and services under conditions of extreme uncertainty” - (Ries, 2011)
•
“A temporary organization designed to search for a repeatable and scalable business model” - Blank (2013)
•
Lean: “the biggest waste is creating a product or service that nobody needs”
21. How does lean relate to global? Lean Global Startup Approach?
•
Lean Global Startup – Tanev & Rasmussen (2014)
•
The lean start-up approach is inherently related to the relational / global business aspects of a new firm
–
Choosing the operational focus, activities, internal resources, capabilities and assets it is best at
–
Looking for complementary external resources and partnerships to complement the internal ones
•
Emergent nature of business model formulation
•
Early iternationalization challenges
–
Relevance of location in the business model – Onetti (2012)
•
Effectuation entrepreneurial approach – Sarasvathy (2001)
–
Technology business environments enhance the convergence of lean and global uncertainty issues
–
Explicit link between effectuation and born global firms
Andersson (2011)
22. 22
Slide 22
Steps to find a business model that is stronger than competitors’ models
(1) State assertions
(2) Validate assertions
(3) Learn
(1) State assertions
(2) Validate assertions
(3) Learn
Persevere
Pivot
Persevere
Pivot
23. 23
Use assertions as a driver
•
An assertion is a cause-effect statement about what a startup will do and what will happen as a result
–
“If startup does this, then this result will happen”
•
Examples
–
Value propositions for key stakeholders
–
Target customers who are most willing to pay
–
Growth formula
•
Each assertion is an untested hypothesis about how the startup will make money in a better way than competitors
•
As soon as feasible, build a minimum viable product (MVP) to test assertions
24. 24
Slide 24
Include minimum viable product in test process as soon as it is feasible
•
The minimum viable product (MVP) is that version of the product that enables the maximum amount of validated learning with the minimum amount of effort and the least amount of development time (Ries, 2011, p. 77).
•Build MVP that incorporates assertions: validated already and new ones
25. 25
Slide 25
Persevere or pivot
•
If logic is working, persevere with a new iteration that either refines assertions (by making changes) or emphasizes some of them (if the assertion is validated “as is”)
•
If the ideas are not working, pivot to a new logic with different assertions
26. 26
Slide 26
From prototypes to “awesome” products
•
Theoretical prototype
–
Expresses your idea as a well-structured mental image in which you outline the general shape of the solution
•
Virtual prototype
–
If I had to sell the solution today, how could I fake it in a way that feels realistic?
•
Minimum viable prototype (not product?)
–
A product having the minimum feature set required to work as a stand alone product while still solving a core problem
•
Minimum awesome product
–
A product that customers can not resist, a product that customers love, a product that is awesome
Furr & Dyer, 2014
27. Risk-driven business model innovation
•
Two major types of risk in business models
–
Information risks
•
A feature of the business model that requires to make decision without sufficient information
–
Incentive alignment risks
•
Risks arising when the incetives imposed by an emerging business model lead to actions that clash with the broader interests of a value chain
•
Four types of interventions that could enhance a business model by changing the
–
What, When, Who, Why (4Ws)
–
Link between operations management and BM literature
Girorta & Netessine, 2014
28. Business model innovation matrix
28
What
When
Who
Why
Select focused vs flexible business model
Delay decisions as much as possible
Transfer decision to best informed players
Change the profit or revenue streams to align incentives
Change the scope of decisions
Change the sequence of decisions
Tranfer decison rights to the party best able to tolerate the consequences
Synchronize the differing time horizons
Hedge or complement decisions with each other
Split decisions to obtain partial information before the decision is completed
Move the consequences (costs) of the decision to the arty that benefits the most
Pursue a strategy of vertical integration
30. A wide lens: seeing the hidden traps
•
An ecosystem view uncovers hidden traps
•
Two distinct types of risk
–
Co-innovation risk
–
Adoption chain risk
30
Ron Adner, The Wide lens, 2012
35. 5 Levers of Ecosystem Reconfiguration
35
Ron Adner, The Wide lens, 2012
36. Better place: Ecostystem Reconfigured
Separate:
Car from the battery
Combine:
Battery + charging infrastructure + software
Relocate:
The company manages transactions with power providers
Add:
Battery switch stations + energy management system
Subtract:
Eliminates the need for a smart grid infrastructure to solve overload problems.
36
Ron Adner, The Wide lens, 2012
37. Principles for sequencing the successful construction of ecosystems
•
Minimum Viable Ecosystem (MVE)
–
the smallest configuration of elements that can be brought together and still create unique commercial value
•
Staged Expansion
–
the order in which additional elements can be added to the MVE so that
•
each new element benefits from the system already in place
•
each new element increases the value creation potential for the subsequent element to be added
•
Ecosystem Carryover
–
the process of leveraging elements that were developed in the construction of one ecosystem to enable the construction of a second ecosystem
37
Ron Adner, The Wide lens, 2012