Building Invincible Companies With Effective Business Portfolio Management
Alex will discuss how you can manage a portfolio of products successfully. How can you invent new business models (explore), improve existing ones (exploit), and manage them all across the organization (manage)? How should you visualize your business model portfolio, in order to be prepared for the future?
You will learn how to map the exploration of new business ideas and test them in a simple and practical way. You will learn how to manage and improve the businesses and products you already have, understand how much profit existing business models generate and point out any synergies/conflicts between your models.
From Idea to Business with Lean Startup & the Progress Board Strategyzer
This deck shows how you get from idea to business by using the business model canvas and lean startup methodologies. It introduces the Progress Board, a new tool that brings it all together.
Venture Builder / Start-up Factory Model One-slider Infographic Floyd DCosta
Deploying a venture builder / start-up factory model to smartly develop and scale a set of innovative ventures.
A structured, experimental, iterative approach to craft value and generate returns
Building Invincible Companies With Effective Business Portfolio Management
Alex will discuss how you can manage a portfolio of products successfully. How can you invent new business models (explore), improve existing ones (exploit), and manage them all across the organization (manage)? How should you visualize your business model portfolio, in order to be prepared for the future?
You will learn how to map the exploration of new business ideas and test them in a simple and practical way. You will learn how to manage and improve the businesses and products you already have, understand how much profit existing business models generate and point out any synergies/conflicts between your models.
From Idea to Business with Lean Startup & the Progress Board Strategyzer
This deck shows how you get from idea to business by using the business model canvas and lean startup methodologies. It introduces the Progress Board, a new tool that brings it all together.
Venture Builder / Start-up Factory Model One-slider Infographic Floyd DCosta
Deploying a venture builder / start-up factory model to smartly develop and scale a set of innovative ventures.
A structured, experimental, iterative approach to craft value and generate returns
Testing Business Ideas by David Bland & Alex Osterwalder Peerasak C.
"This new Strategyzer book builds upon the Business Model Canvas and Value Proposition Canvas by integrating Assumptions Mapping and other powerful lean startup-style experiments." The Strategyzer
Free download: https://www.strategyzer.com/emails/testing-business-ideas-preview-free-download
To buy: https://www.strategyzer.com/books/testing-business-ideas-david-j-bland ; Amazon.com: Testing Business Ideas (9781119551447): David J. Bland, Alexander Osterwalder: Books https://amzn.to/2Pg7foy
A presentation on The Art of Pitching by Kashyap Pandya - Founder & Director of Syncoro Ventures Pvt Ltd. The presentation covers the key points to be included in your pitch deck while presenting it to the prospective investors.
Building Startups: the "3rd co-founder model"eFounders
Among the myriad of types of structures breeding startups (incubators, accelerators, etc.), a new successful model has emerged: the startup studio. Brand new, this model is already controversial, as show the announced IPO of Rocket Internet. Here is how we see the startup studio model: as being a 3rd co-founder. You can reed the full version on our blog: http://efounders.co/blog/startup-studio-the-3rd-co-founder-model/
Gorilla Labs is a Venture builder (startup studio) designed to internalize ideation, rapidly iterate MVPs, and deploy accelerated go-to-market strategies for commercialization using Lean Startup methodology.
Co-founded by 2 INSEAD MBAs (Class of 2015)
Nikhil Jacob
Rubens Nigoghossian
More about venture builders:
http://venturebeat.com/2015/01/18/how-venture-builders-are-changing-the-startup-model/
What is a startup studio?
http://upstart.bizjournals.com/multimedia/interactives/2015/04/what-the-heck-is-a-startup-factory.html
Author's blog on experience in the Southeast Asia venture capital ecosystem
http://theventurevault.com/
Full Program & Tools to Accelerate an Internal Innovation Project - by Board ...Board of Innovation
By Board of Innovation (www.boardofinnovation.com) -
Full program & tools available. A step by step approach to accelerate an internal innovation project in your company.
Organisational Best Practices of Startup Studios Tobi Gutmann
Based upon two reserach papers, I share some high-level organisational best practices of startup studios (also called company builders, venture studios, startup foundry, etc.)
A data monetization framework from Accenture Interactive. Three questions your company should answer to start realizing revenue opportunities from your data.
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.
Digital Transformation Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Digital Transformation Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation Toolkit. It includes all the Frameworks, Tools & Templates required to successfully undertake the Digital Transformation of your organization.This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Venture Studios - The Future of Venture Capital and Startup CreationJazeerJamal3
This white paper provides a comprehensive analysis
of the venture studio model, highlighting its key
operational elements and distinguishing it from
other ecosystem enablers. Through this analysis,
readers will gain a thorough understanding of the
venture studio model's potential to transform the
entrepreneurial landscape. The paper aims to
demonstrate the effectiveness of the venture studio
model and showcase how it can serve as a
game-changing innovation engine.
Eric Ries, Author/Speaker/Consultant, The Lean Startup500 Startups
Presentation by Eric Ries (Author/Speaker/Consultant, The Lean Startup) at the 'Lean Startup, Lean Investor' event on November 3, 2010 (Produced by 500 Startups & Nokia/Nokia Growth Partners)
Business Plan and Entrepreneurship Toolkit - Framework, Best Practices and Te...Aurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Consultants and Entrepreneurs, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Entrepreneurship Toolkit. It includes all the Frameworks, Tools & Templates required to build, run and scale your own Business and excel as an Entrepreneur. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Phil Dillard, Black Ant, @PhilD0210
The objective of the Lean Startup 101 training is to introduce the concepts, terminology and approaches — and, to help organizations overcome resistance accepting the new approach so that exploration and learning can begin. This practical, interactive session will provide a solid foundation for advanced sessions, including the Lean Startup 201 & 301. This training is designed for practitioners in both the enterprise and in startups who are relatively new to the Lean Startup approach or who are seeking a quick refresher. Lean Startup 101 is a perfect way to kick off your week of Lean Startup!
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
The business model workshop is a 2-day learning experience about designing and implementing profitable growth engines. With today's fast moving business environment, organizations need a way to sense and respond to both threats and opportunities in a dynamic way. The business model workshop introduces participants to business model thinking and the methods/tools they need to maximize profitable growth. The business model workshop introduces a new tool called the Value Exchange Map, which works with the Business Model Canvas. Both together provide a kind of business model "stereo vision".
Slash | The Venture Builder Playbook (5 may2021)Slash
Talk delivered to tech and corporate community on the Venture Builder Playbook.
We covered:
1) Why Venture Building is the new "growth" strategy for corporates worldwide
2) Flavors of Venture Building
3) The Venture Builder Playbook (at a high level)
Sales Decks for Founders - Founding Sales - December 2015 Peter Kazanjy
Presentation on "sales decks for founders" covering the best way to present your new technology product to a business-to-business buyer.
Presentation is an adaption of a chapter from Founding Sales (book on technology sales for founders and other first-time sellers): https://twitter.com/FoundingSales
Chapter excerpt here: http://firstround.com/review/building-your-best-sales-deck-starts-here/
Testing Business Ideas by David Bland & Alex Osterwalder Peerasak C.
"This new Strategyzer book builds upon the Business Model Canvas and Value Proposition Canvas by integrating Assumptions Mapping and other powerful lean startup-style experiments." The Strategyzer
Free download: https://www.strategyzer.com/emails/testing-business-ideas-preview-free-download
To buy: https://www.strategyzer.com/books/testing-business-ideas-david-j-bland ; Amazon.com: Testing Business Ideas (9781119551447): David J. Bland, Alexander Osterwalder: Books https://amzn.to/2Pg7foy
A presentation on The Art of Pitching by Kashyap Pandya - Founder & Director of Syncoro Ventures Pvt Ltd. The presentation covers the key points to be included in your pitch deck while presenting it to the prospective investors.
Building Startups: the "3rd co-founder model"eFounders
Among the myriad of types of structures breeding startups (incubators, accelerators, etc.), a new successful model has emerged: the startup studio. Brand new, this model is already controversial, as show the announced IPO of Rocket Internet. Here is how we see the startup studio model: as being a 3rd co-founder. You can reed the full version on our blog: http://efounders.co/blog/startup-studio-the-3rd-co-founder-model/
Gorilla Labs is a Venture builder (startup studio) designed to internalize ideation, rapidly iterate MVPs, and deploy accelerated go-to-market strategies for commercialization using Lean Startup methodology.
Co-founded by 2 INSEAD MBAs (Class of 2015)
Nikhil Jacob
Rubens Nigoghossian
More about venture builders:
http://venturebeat.com/2015/01/18/how-venture-builders-are-changing-the-startup-model/
What is a startup studio?
http://upstart.bizjournals.com/multimedia/interactives/2015/04/what-the-heck-is-a-startup-factory.html
Author's blog on experience in the Southeast Asia venture capital ecosystem
http://theventurevault.com/
Full Program & Tools to Accelerate an Internal Innovation Project - by Board ...Board of Innovation
By Board of Innovation (www.boardofinnovation.com) -
Full program & tools available. A step by step approach to accelerate an internal innovation project in your company.
Organisational Best Practices of Startup Studios Tobi Gutmann
Based upon two reserach papers, I share some high-level organisational best practices of startup studios (also called company builders, venture studios, startup foundry, etc.)
A data monetization framework from Accenture Interactive. Three questions your company should answer to start realizing revenue opportunities from your data.
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.
Digital Transformation Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Digital Transformation Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation Toolkit. It includes all the Frameworks, Tools & Templates required to successfully undertake the Digital Transformation of your organization.This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Venture Studios - The Future of Venture Capital and Startup CreationJazeerJamal3
This white paper provides a comprehensive analysis
of the venture studio model, highlighting its key
operational elements and distinguishing it from
other ecosystem enablers. Through this analysis,
readers will gain a thorough understanding of the
venture studio model's potential to transform the
entrepreneurial landscape. The paper aims to
demonstrate the effectiveness of the venture studio
model and showcase how it can serve as a
game-changing innovation engine.
Eric Ries, Author/Speaker/Consultant, The Lean Startup500 Startups
Presentation by Eric Ries (Author/Speaker/Consultant, The Lean Startup) at the 'Lean Startup, Lean Investor' event on November 3, 2010 (Produced by 500 Startups & Nokia/Nokia Growth Partners)
Business Plan and Entrepreneurship Toolkit - Framework, Best Practices and Te...Aurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Consultants and Entrepreneurs, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Entrepreneurship Toolkit. It includes all the Frameworks, Tools & Templates required to build, run and scale your own Business and excel as an Entrepreneur. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Phil Dillard, Black Ant, @PhilD0210
The objective of the Lean Startup 101 training is to introduce the concepts, terminology and approaches — and, to help organizations overcome resistance accepting the new approach so that exploration and learning can begin. This practical, interactive session will provide a solid foundation for advanced sessions, including the Lean Startup 201 & 301. This training is designed for practitioners in both the enterprise and in startups who are relatively new to the Lean Startup approach or who are seeking a quick refresher. Lean Startup 101 is a perfect way to kick off your week of Lean Startup!
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
The business model workshop is a 2-day learning experience about designing and implementing profitable growth engines. With today's fast moving business environment, organizations need a way to sense and respond to both threats and opportunities in a dynamic way. The business model workshop introduces participants to business model thinking and the methods/tools they need to maximize profitable growth. The business model workshop introduces a new tool called the Value Exchange Map, which works with the Business Model Canvas. Both together provide a kind of business model "stereo vision".
Slash | The Venture Builder Playbook (5 may2021)Slash
Talk delivered to tech and corporate community on the Venture Builder Playbook.
We covered:
1) Why Venture Building is the new "growth" strategy for corporates worldwide
2) Flavors of Venture Building
3) The Venture Builder Playbook (at a high level)
Sales Decks for Founders - Founding Sales - December 2015 Peter Kazanjy
Presentation on "sales decks for founders" covering the best way to present your new technology product to a business-to-business buyer.
Presentation is an adaption of a chapter from Founding Sales (book on technology sales for founders and other first-time sellers): https://twitter.com/FoundingSales
Chapter excerpt here: http://firstround.com/review/building-your-best-sales-deck-starts-here/
Slide del talk tenuto all'interno dell'iniziativa "Rinascita Digitale".
Oggetto del talk: Innovazione del Modello di business, Epicentri di Innovazione, 10 Types of Innovation e alcuni casi reali
Presented by:Tony Redpath
Vice President, Partner Programs
MaRS Discovery District
Part of the Ontario Post Doctoral Fellowship Networking Event.
7 October 2008
How to turn a guesstimate business model canvas into a fact-based one, and co...Agile Tour Beirut
The risk of failure is high for businesses trying to get and keep clients, and for startups at any stage. What if there was a way to minimize that risk? The Business Model Canvas is quickly becoming the standard in how business models are designed. But a Business Model Canvas is often based on assumptions. Executing a business model based on assumptions will likely lead to failure. In this workshop/talk, we'll cover an agile step-by-step process to identify those assumptions, validate them, and end up with a business model based on facts. This is an opportunity for leadership teams to really get the essence of using this agile process to maximize their chances of success.
There are many models for engaging in corporate venturing and innovation. But how can we expand the models we think of when we think of "strategic partnerships"? And what practices can we engage in so these initiatives aren't conducted as isolated engagements but as ones that can centrally influence the business? Drawing on lessons learned and experiences from PARC today, CEO Steve Hoover will share cases and specific innovation practices we can engage in, particularly for moving ideation to impact, optimizing for timing especially under uncertainty, and for influencing the entire organization.
PARC presented this talk during the "Innovation Storytelling: Nurturing The Seeds of Innovation, Case Study Illustrations" segment at the IBF Corporate Venturing and Innovation Partnering conference on February 7, 2012.
Attended by corporate investors, new business development executives, venture capitalists, private equity investors, mergers & acquisition executives, institutional investors, technology transfer experts, licensing executives, investment bankers, corporate counsel, as well as CTOs, CIOs, CEOs and CFOs of emerging growth companies, this annual International Business Forum event shares strategies to gain a competitive advantage through corporate venturing and innovation initiatives. Over two days, attendees will have an opportunity to share B2B alliance models, investment approaches, strategies to capture technology innovation from external sources, and insights on ways to enhance their corporate venturing initiatives.
Business model design is a strategic skill that creates a competitive advantage for the entrepreneur who masters it. As our industry morphs into its next iteration, equipping yourself with the mindset and toolset to evolve your business is a critical precursor to creating deeper value for your customers. In this mini-workshop, you'll be introduced to the Business Model Canvas tool, and guided through prototyping future versions of your own firm. Come with a pen/paper or your laptop, and leave with a way to innovate your firm and its services.
Shared November 2015 at SleeterCon in Las Vegas, Nevada.
Business model design is a strategic skill that creates a competitive advantage for the entrepreneur who masters it. As our industry morphs into its next iteration, equipping yourself with the mindset and toolset to evolve your business is a critical precursor to creating deeper value for your customers. In this mini-workshop, you'll be introduced to the Business Model Canvas tool, and guided through prototyping future versions of your own firm. Come with a pen/paper or your laptop, and leave with a way to innovate your firm and its services.
Shared November 2015 at SleeterCon in Las Vegas, Nevade.
My slide about Business Design & Business Model Canvas used in the event "STARTUP IS MY WAY".
This is a 1-day event for students and young entrepreneurs hosted by H-FARM (6th of December 2016).
There is a shift happening. One that puts our user at the center of our business like never before. Discover how to go from "Are we building the right thing?" to "Are we building it right?" and build the foundation for your digital ecosystem.
Design for Business Impact - Increase Your ROI & VelocityChloë Bregman, CSPO
In this age of business, the speed and quality of a company’s execution matters more than ever before. Design has earned a seat at the executive table and in part because of this designers need the tools to articulate their business impact. It’s important to design in such a way that realistically looks at the potential impact (ROI) and creates consistent design velocity for a company. It’s important that we set certain expectations when setting up a company to increase our chances of success.
In this talk, Chloë will teach you how to optimize the design process to rapidly ship products. We will explore what ROI and design velocity are then look at how a growth mindset and power of not knowing are the key to acceleration. Based on this key we will discuss the culture, team structure, processes, technology and tools that empower us to generate business impact. We all want to be more effective at our jobs. You will come away with a framework to help you design as an individual, team leader or organization.
Who is this talk for:
Designers who want to understand how they can think about design to achieve their goals faster in a more powerful way as well as articulate the value of and advocate for what they are working on to people outside of the design team.
Design managers, executives and senior level designs interested in manifesting team environments that create high quality design work while maximizing the impact of design on the business.
Startup founders who want to incorporate design thinking into their organization in a way that catalyzes the realization of business goals across all areas of the organization.
Business Model Innovation and Design at TodaiYves Pigneur
This talk aims at presenting the Business Model Canvas for designing, assessing and challenging business models. Business model innovation and industry changes will be illustrated with examples such as Nespresso, SunEdisson, and AirBnB. Design thinking attitude will also be emphasized for exploring and prototyping business models. Finally, the synergy between the business model canvas, lean startup and customer development will be briefly presented for testing business models.
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Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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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.
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/
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
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Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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.
2. Map your business,
idea, or innovation
strategyzer.com
Gain Creators
Pain Relievers Pains
Gains
Products
& Services
Customer
Job(s)
The Value Proposition Canvas
Value Proposition Customer Segment
strategyzer.comThe makers of Business Model Generation and Strategyzer
Copyright Business Model Foundry AG
Map your product
and service
TEST
BUSINESS
DESIGN
D
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D
ecid
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D
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D
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Assess
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strategyzer.com/invincible
Written by
Alex Osterwalder
Yves Pigneur
Fred Etiemble
Alan Smith
Designed by
Chris White
Trish Papadakos
You’re holding a guide to the world’s best business models.
Use it to inspire your own portfolio of new ideas and reinventions.
Design a culture of innovation and transformation to become…
This book integrates with
Business Model Generation,
Value Proposition Design,
& Testing Business Ideas
International Bestsellers
40+ Languages
Series
The
Invincib e
Company
The Culture Map
Outcomes
Beta
Behaviours
Enablers/Blockers
copyright: Strategyzer AG & Dave Gray, 2015
The makers of Business Model Generation and Strategyzer
dave gray:
davegrayinfo.com strategyzer.com
A Change Management Tool
Designed by: Date: Iteration:Designed for:
Manage your BM portfolio &
create an innovation culture
3. 1. Constantly Reinvent itself
2. Compete on Superior
Business Models
3. Transcend
Industry Boundaries
The Invincible Company
4. NEW TOOLS IN THE INVINCIBLE COMPANY
Culture MapPortfolio Map
EXPLOIT
EXPLORE
Death & Disruption Risk
Return
Exploit
rn
siness idea
mpany if it
uccessful.
Return
How lucrative a business area
is for the company.
Death & Disruption Risk
Exploit
1 3
nnovation Risk
he risk that a (convincing)
usiness idea is going to fail.
isk is high when there is little
vidence beyond slides and
preadsheets to support the
uccess chances of an idea. Risk
ecreases with the amount of
vidence that supports the desir-
bility, feasibility, viability, and
daptability of a business idea.
Death & Disruption Risk
The risk that a business is
going to die or get disrupted.
Risk is high when a business
is either emerging and still
vulnerable, or when a business
is under threat of disruption
from technology, competition,
regulatory changes, or other
trends. Risk decreases with the
moats protecting your business.
Business Model Patterns
different invent patterns
t new ventures and
anies can apply to build
etitive business models.
pattern so that you can
a reference library.
ration
o highlight a pattern
outline the company’s
del—just show how
ular pattern to build
e business model.
business model might
atterns.
Each pattern has two or
more different flavors.
These are variations of a
particular pattern to help
you understand different
ways to apply the pattern
in question.
Legen
– Gree
– Busin
Patte
– Case
Illust
– Patte
Build
– Optio
Build
– Origi
Mod
– Othe
Mod
5. 1. Portfolio Management
2. Competing on Business Model Patterns
3. Establishing an Innovation Culture
AGENDA
12. The leading cloud
peripheral player [...]
A place where I could
be a big fish in a small
pond.
“
- Bracken Darrell, CEO of Logitech
13. Return
+
ExpectedReturn
Death & Disruption Risk
Return
Exploit
Explore Innovation Risk
The risk that a (convincing)
business idea is going to fail.
Risk is high when there is little
evidence beyond slides and
spreadsheets to support the
Expected Return
How lucrative a business idea
could be for the company if it
turned out to be successful.
Death & Disruption Ris
The risk that a business is
going to die or get disrupte
Risk is high when a busines
is either emerging and still
vulnerable, or when a busin
is under threat of disruption
from technology, competitio
regulatory changes, or othe
trends. Risk decreases with
Return
How lucrative a business area
is for the company.
Death & Disruption Risk
Death & Disruption Risk
Return
Exploit
Innovation Risk
The risk that a (convincing)
business idea is going to fail.
Risk is high when there is little
evidence beyond slides and
spreadsheets to support the
Death & Disruption Risk
The risk that a business is
going to die or get disrupted.
Risk is high when a business
is either emerging and still
vulnerable, or when a business
is under threat of disruption
from technology, competition,
regulatory changes, or other
trends. Risk decreases with the
rea
-
+10%
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$1’323B
GAMING
$648M
+32%
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The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
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MUSIC
$507M
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$1’323B
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$1’323B
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$50M
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$1’323B
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Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
GAMING
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$507M
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$1’323B
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$648M
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Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
SMART
$50M
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$648M
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The Business Model Canvas
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Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
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The Business Model Canvas
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Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
CREATIVITY &
PRODUCTIVITY
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The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
+10%
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Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
+10%
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$1’323B
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$648M
+32%
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$1’323B
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$648M
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$648M
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$507M
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$50M
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Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
+10%
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$1’323B
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$648M
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$507M
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$1’323B
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$1’323B
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CREATIVITY &
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Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
+10%
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$1’323B
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$648M
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$1’323B
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$648M
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$507M
+42%
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$1’323B
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$50M
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Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
+10%
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$1’323B
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$648M
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Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
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$648M
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Improve
A
B
Acquire
A
A
A
A
Divest
15. EXPLOIT
EXPLORE
SEARCH
Design / Test
nd
Process of
ign
Post-search
Evolve
The heart of Value Proposition Design is about applying
Tools to the m
essy Search for value propositions that
custom
ers want and then keeping them
aligned with what
custom
ers want in Post-search.
Value Proposition Design shows you how
to use the Value
Proposition Canvas to Design and Test great value propo-
sitions in an iterative search for what custom
ers want. Value
proposition design is a
never-ending process in which you
need to Evolve your value proposition(s) constantly to keep
it relevant to custom
ers.
Manage the m
essy and nonlinear
process of value proposition design and
reduce risk by system
atically applying
adequate tools and processes.
Progress
Desig
n Squig
gle
adapted
from
Dam
ien Newm
an, Central
STRATEGYZER.COM
/VPD
/INTRO
XIII
EXPLORE
Innovation Journey
ExpectedReturn
+
ExpectedReturn
Innovation Risk
Death & Disruption Risk
Return
Exploit
Explore
1 3
Innovation Risk
The risk that a (convincing)
business idea is going to fail.
Risk is high when there is little
evidence beyond slides and
spreadsheets to support the
success chances of an idea. Risk
decreases with the amount of
evidence that supports the desir-
ability, feasibility, viability, and
adaptability of a business idea.
Expected Return
How lucrative a business idea
could be for the company if it
turned out to be successful.
Death & Disruption Risk
The risk that a business is
going to die or get disrupted.
Risk is high when a business
is either emerging and still
vulnerable, or when a business
is under threat of disruption
from technology, competition,
regulatory changes, or other
trends. Risk decreases with the
moats protecting your business.
Return
How lucrative a business area
is for the company.
-
Innovation Risk
Death & Disruption Risk
Return
Exploit
Explore Innovation Risk
The risk that a (convincing)
business idea is going to fail.
Risk is high when there is little
evidence beyond slides and
spreadsheets to support the
success chances of an idea. Risk
decreases with the amount of
evidence that supports the desir-
ability, feasibility, viability, and
adaptability of a business idea.
eturn
a business idea
he company if it
be successful.
Death & Disruption Risk
The risk that a business is
going to die or get disrupted.
Risk is high when a business
is either emerging and still
vulnerable, or when a business
is under threat of disruption
from technology, competition,
regulatory changes, or other
trends. Risk decreases with the
moats protecting your business.
Return
How lucrative a business area
is for the company.
Innovation Risk
16. EXPLOIT
EXPLORE
12
1Design
Design the Team
p. 2 0 7
Shape the Idea
p. 2 0 7
TEST
DESIGN
Ideate
Prototype
Assess
Learn
D
ecide
Hypothesize
Experiment
Discovery
Increase Expected Return
Reduce Innovation Risk
Ideate
Prototype
Assess Hypothesize
ExperimentLearn
EXPLORE
Design and Test
17. EXPLORE
EXPLOITExpectedReturn
+
ExpectedReturn
Death & Disruption Risk
Return
Exploit
Explore Innovation Risk
The risk that a (convincing)
business idea is going to fail.
Risk is high when there is little
evidence beyond slides and
spreadsheets to support the
success chances of an idea. Risk
decreases with the amount of
evidence that supports the desir-
ability, feasibility, viability, and
adaptability of a business idea.
Expected Return
How lucrative a business idea
could be for the company if it
turned out to be successful.
Death & Disruption Risk
The risk that a business is
going to die or get disrupted.
Risk is high when a business
is either emerging and still
vulnerable, or when a business
is under threat of disruption
from technology, competition,
regulatory changes, or other
trends. Risk decreases with the
moats protecting your business
Return
How lucrative a business area
is for the company.
-
Death & Disruption Risk
Return
Exploit
Innovation Risk
The risk that a (convincing)
business idea is going to fail.
Risk is high when there is little
evidence beyond slides and
spreadsheets to support the
Death & Disruption Risk
The risk that a business is
going to die or get disrupted.
Risk is high when a business
is either emerging and still
vulnerable, or when a business
is under threat of disruption
from technology, competition,
regulatory changes, or other
trends. Risk decreases with the
ness area
Innovation Risk
A
Ideate
A
B
Pivot
A
Retire
A
Persevere
Transfer
A A
EXPLORE
Actions
18. “Failure can be the beginning
of something beautiful
- Ayse Birsel Seck, designer & innovator
19. Question for You
How many $100k innovation
projects does it take to
produce a mega success?
20. EXPLORE
projects
EXPLOITExpectedReturn
+
ExpectedReturn
Death & Disruption Risk
Return
Exploit
Explore Innovation Risk
The risk that a (convincing)
business idea is going to fail.
Risk is high when there is little
evidence beyond slides and
spreadsheets to support the
success chances of an idea. Risk
decreases with the amount of
evidence that supports the desir-
ability, feasibility, viability, and
adaptability of a business idea.
Expected Return
How lucrative a business idea
could be for the company if it
turned out to be successful.
Death & Disruption Risk
The risk that a business is
going to die or get disrupted.
Risk is high when a business
is either emerging and still
vulnerable, or when a business
is under threat of disruption
from technology, competition,
regulatory changes, or other
trends. Risk decreases with the
moats protecting your business
Return
How lucrative a business area
is for the company.
-
Death & Disruption Risk
Return
Exploit
Innovation Risk
The risk that a (convincing)
business idea is going to fail.
Risk is high when there is little
evidence beyond slides and
spreadsheets to support the
Death & Disruption Risk
The risk that a business is
going to die or get disrupted.
Risk is high when a business
is either emerging and still
vulnerable, or when a business
is under threat of disruption
from technology, competition,
regulatory changes, or other
trends. Risk decreases with the
ness area
Innovation Risk
250
66% failures
1 Mega
Success
Funnel
somewhat
successful33%
?
EXPLORE
21. 5.9% 2.5% 1.1% 0.4%
25.3%
64.8%
Return Distribution in U.S. Venture Capital
(2004 - 2013)
Source: Correlation Ventures (data from VentureSource and other)
0 - 1.0x 1.0 - 5.0x 5.0 - 10.0x 10.0 - 20.0x 20.0 - 50.0x 50.0x +
Return Groupings
70%
60%
50%
40%
30%
20%
10%
0%
%ofFinancings
6 out of 10 investments
lose money
4 out of 1000
are home runs
3 out of 10 makes
some money
STARTUPs
23. The Bosch Accelerator Program has allowed
Bosch to implement a fast, structured, and
capital-efficient process for validating business
models at scale and has led to the establishment
of a Bosch-wide innovation portfolio
DR. UWE KIRSCHNER
VP Business Model Innovation, Bosch Management Consulting
“
Accelerator Program
24. EXPLOIT
EXPLORE
ExpectedReturn
+
ExpectedReturn
Death & Disruption Risk
Return
Exploit
Explore Innovation Risk
The risk that a (convincing)
business idea is going to fail.
Risk is high when there is little
evidence beyond slides and
spreadsheets to support the
success chances of an idea. Risk
decreases with the amount of
evidence that supports the desir-
ability, feasibility, viability, and
adaptability of a business idea.
Expected Return
How lucrative a business idea
could be for the company if it
turned out to be successful.
Death & Disruption Risk
The risk that a business is
going to die or get disrupted.
Risk is high when a business
is either emerging and still
vulnerable, or when a business
is under threat of disruption
from technology, competition,
regulatory changes, or other
trends. Risk decreases with the
moats protecting your business
Return
How lucrative a business area
is for the company.
-
Death & Disruption Risk
Return
Exploit
Innovation Risk
The risk that a (convincing)
business idea is going to fail.
Risk is high when there is little
evidence beyond slides and
spreadsheets to support the
Death & Disruption Risk
The risk that a business is
going to die or get disrupted.
Risk is high when a business
is either emerging and still
vulnerable, or when a business
is under threat of disruption
from technology, competition,
regulatory changes, or other
trends. Risk decreases with the
ness area
Innovation Risk
Accelerator Program
PHASE 1
200 teams (3 months, €120’000)
PHASE 2
60 teams (€300’000)
70% fail
75% fail
15 businesses
EXPLORE
Bosch
You can’t pick the
winner without investing
in the losers!!!
26. ‣A repeatable configuration of different
business model building blocks to strengthen
an organization’s overall business model
Business Model Pattern
particular pattern to help
you understand different
ways to apply the pattern
in question.
– Business Model
Pattern
– Case
Illustration
– Pattern
Building Blocks
– Optional Pattern
Building Blocks
– Original Business
Model Blocks
– Other Business
Model Blocks
29. EXPLOITExpectedReturn
+
ExpectedReturn
Death & Disruption Risk
Return
Exploit
Explore Innovation Risk
The risk that a (convincing)
business idea is going to fail.
Risk is high when there is little
evidence beyond slides and
spreadsheets to support the
success chances of an idea. Risk
decreases with the amount of
evidence that supports the desir-
ability, feasibility, viability, and
adaptability of a business idea.
Expected Return
How lucrative a business idea
could be for the company if it
turned out to be successful.
Death & Disruption Risk
The risk that a business is
going to die or get disrupted.
Risk is high when a business
is either emerging and still
vulnerable, or when a business
is under threat of disruption
from technology, competition,
regulatory changes, or other
trends. Risk decreases with the
moats protecting your business
Return
How lucrative a business area
is for the company.
-
Death & Disruption Risk
Return
Exploit
Innovation Risk
The risk that a (convincing)
business idea is going to fail.
Risk is high when there is little
evidence beyond slides and
spreadsheets to support the
Death & Disruption Risk
The risk that a business is
going to die or get disrupted.
Risk is high when a business
is either emerging and still
vulnerable, or when a business
is under threat of disruption
from technology, competition,
regulatory changes, or other
trends. Risk decreases with the
ness area
Innovation Risk
Business
Design
SEARCH
(INVENT)
INVENT
Explore Portfolio
33. They created a competitive
advantage with key resources
that are difficult or impossible
for competitors to copy
Resource Castles
34. RESOURCE
COST
VP THAT
DEPENDS ON
PROTECTED
RESOURCE
HARD
TO COPY
RESOURCE
rce
s
etitive
th key
t are
possible TRIGGER QUESTION
Key Partners Key activities Value Proposition Customer SegmentCustomer
Relationship
Key Resources Channels
Cost Structure Revenue Streams
Resource
Castles
Build
Moats
36. - James Dyson,
inventor & founder of Dyson
“The key to success is
failure… Success is made
of 99 percent failure.
37. RESOURCE
COST
VP THAT
DEPENDS ON
PROTECTED
RESOURCE
HARD
TO COPY
RESOURCE
RESOURCE
COST
VP THAT
DEPENDS ON
PROTECTED
RESOURCE
HARD
TO COPY
RESOURCE
PREMIUM
CONSUMER
APPLIANCES
High-end
mass market
Research &
development
R&D
Costs
100 million machines as of 2017
Premium
Price
Intellectual
proprietary
& patents
$700 Vs $40
Resource
Castles
IP Castle
Build
Moats
Key Partners Key activities Value Proposition Customer SegmentCustomer
Relationship
Key Resources Channels
Cost Structure Revenue Streams
6x
more
investment
in R&D than
competitors,
on average.³⁸
Dyson's R&D
Investment
Average Competitor
Investment
38. TRIGGER QUESTION
How could we make difficult-to-
copy resources a key pillar of our
business model?
ASSESSMENT QUESTION FOR LEADERS
Do we own key resources that are difficult
or impossible to copy and which give us a
significant competitive advantage?
Resource
Castles
Build
Moats
RESOURCE
COST
VP THAT
DEPENDS ON
PROTECTED
RESOURCE
HARD
TO COPY
RESOURCE
Resource
Castles
Build
Moats
Build a competitive
advantage with key
resources that are
difficult or impossible
to copy by competitors.
TRIGGER QUESTION
How could we make difficult-to-copy resources a key pillar of our business model?
Our key resources are
significantly inferior to
Our key resources can’t easily be copied or
emulated for the next couple of years and
Assesment Question
Do we own key resources that are difficult or impossible to copy and which
give us a significant competitive advantage?
+3+2+20-1-2-3
40. Frontstage
Market Explorers: How large and
attractive is the untapped market
potential we are going after?
+10−1−2 +3+2−3
Channel Kings: Do we have large-
scale and, ideally, direct access to our
end-customer?
+10−1−2 +3+2−3
Gravity Creators: How easy or difficult
is it for our customers to leave or switch
to another company?
+10−1−2 +3+2−3
Backstage
Resource Castles: Do we own key
resources that are difficult or impossible
to copy and which give us a significant
competitive advantage?
+10−1−2 +3+2−3
Activity Differentiators: Do we create
significant value for customers because
we perform and configure activities in
disruptively innovative ways?
+10−1−2 +3+2−3
Scalers: How rapidly and how easily can
we grow our business model without sub-
stantial additional resources and activities
(e.g., building infrastructure, finding talent)?
+10−1−2 +3+2−3
Profit Formula
Revenue Differentiators: Do we use strong
revenue streams and pricing mechanisms to
monetize value creation for customers?
+10−1−2 +3+2−3
Cost Differentiators: Is our cost structure
conventional or disruptive?
+10−1−2 +3+2−3
Margin Monsters: Do we have strong
margins from low costs and high prices?
+10−1−2 +3+2−3
Assessment Questions for Leaders
Frontstage
Market Explorers: How large and
attractive is the untapped market
potential we are going after?
+10−1−2 +3+2−3
Channel Kings: Do we have large-
scale and, ideally, direct access to our
end-customer?
+10−1−2 +3+2−3
Gravity Creators: How easy or difficult
is it for our customers to leave or switch
to another company?
+10−1−2 +3+2−3
Backstage
Resource Castles: Do we own key
resources that are difficult or impossible
to copy and which give us a significant
competitive advantage?
+10−1−2 +3+2−3
Activity Differentiators: Do we create
significant value for customers because
we perform and configure activities in
disruptively innovative ways?
+10−1−2 +3+2−3
Scalers: How rapidly and how easily can
we grow our business model without sub-
stantial additional resources and activities
(e.g., building infrastructure, finding talent)?
+10−1−2 +3+2−3
Profit Formula
Revenue Differentiators: Do we use strong
revenue streams and pricing mechanisms to
monetize value creation for customers?
+10−1−2 +3+2−3
Cost Differentiators: Is our cost structure
conventional or disruptive?
+10−1−2 +3+2−3
Margin Monsters: Do we have strong
margins from low costs and high prices?
+10−1−2 +3+2−3
Assessment Questions for Leaders
Frontstage
Market Explorers: How large and
attractive is the untapped market
potential we are going after?
+10−1−2 +3+2−3
Channel Kings: Do we have large-
scale and, ideally, direct access to our
end-customer?
+10−1−2 +3+2−3
Gravity Creators: How easy or difficult
is it for our customers to leave or switch
to another company?
+10−1−2 +3+2−3
Backstage
Resource Castles: Do we own key
resources that are difficult or impossible
to copy and which give us a significant
competitive advantage?
+10−1−2 +3+2−3
Activity Differentiators: Do we create
significant value for customers because
we perform and configure activities in
disruptively innovative ways?
+10−1−2 +3+2−3
Scalers: How rapidly and how easily can
we grow our business model without sub-
stantial additional resources and activities
(e.g., building infrastructure, finding talent)?
+10−1−2 +3+2−3
Profit Formula
Revenue Differentiators: Do we use strong
revenue streams and pricing mechanisms to
monetize value creation for customers?
+10−1−2 +3+2−3
Cost Differentiators: Is our cost structure
conventional or disruptive?
+10−1−2 +3+2−3
Margin Monsters: Do we have strong
margins from low costs and high prices?
+10−1−2 +3+2−3
Assessment Questions for Leaders
Backstage
Disruption
Profit Formula
Disruption
Frontstage
Disruption
attern Library
Value
Proposition Shifts
p. XXX From Product to
Recurring Service
p. XXX From Low-Tech to High-Tech
p. XXX From Sales to Platform
Frontstage
Driven Shifts
p. XXX From Niche Market
to Mass Market
p. XXX From B2B to B2(B2)C
p. XXX From Low Touch
to High Touch
Profit Formu
Driven Shifts
p. XXX From High C
p. XXX From Transa
to Recurring
p. XXX From Conve
to Contraria
Backstage
Driven Shifts
p. XXX From Dedicated Resources
to Multi-Usage Resources
p. XXX From Asset Heavy
to Asset Light
p. XXX From Closed to Open
(Innovation)
ASSESSMENT
Questions for Leaders
42. EXPLORE
Return
+
xpectedReturn
Death & Disruption Risk
Return
Exploit
Explore Innovation Risk
The risk that a (convincing)
business idea is going to fail.
Risk is high when there is little
Expected Return
How lucrative a business idea
could be for the company if it
turned out to be successful.
Death & Disruptio
The risk that a busines
going to die or get disr
Risk is high when a bu
is either emerging and
vulnerable, or when a
is under threat of disru
from technology, comp
Return
How lucrative a business area
is for the company.
Death & Disruption Risk
Death & Disruption Risk
Return
Exploit
Innovation Risk
The risk that a (convincing)
business idea is going to fail.
Risk is high when there is little
evidence beyond slides and
spreadsheets to support the
success chances of an idea. Risk
Death & Disruption Risk
The risk that a business is
going to die or get disrupted.
Risk is high when a business
is either emerging and still
vulnerable, or when a business
is under threat of disruption
from technology, competition,
regulatory changes, or other
trends. Risk decreases with the
moats protecting your business.
ess area
-
A
B
Improve
GROW
(IMPROVE)
IMPROVE
Exploit Portfolio
44. 226
Shift Pattern Library
Value
Proposition Sh
p. XXX From Product
Recurring Ser
p. XXX From Low-Tec
p. XXX From Sales to
Frontstage
Driven Shifts
p. XXX From Niche M
to Mass Mark
p. XXX From B2B to B
p. XXX From Low Tou
to High Touch
Backstage
Driven Shift
• From Dedicated to Multi-Usage
• From Asset Heavy to Asset Light
• From Closed to Open (innovation)
Profit Formula Driven Shift
• From High Cost to Low Cost
• From Transactional to recurring revenue
• From Conventional to Contrarian
Frontstage
Driven Shift
• From Niche to Mass Market
• From B2B to B2(B2)C
• From Low to High Touch
Value Proposition Shift
• From Product to Service
• From Low-Tech to High-Tech
• From Sales to Platform
EPICENTERS
Shift Pattern Library
45. From Product
to Recurring Service
SALES
CHANNEL
PRODUCT-
RELATED COST
PRODUCT-
RELATED
ACTIVITIES
∗
PRODUCT
CUSTOMER
SEGMENT
SALES
PRODUCT-
RELATED
RESOURCES
Original product business model
Recurring service pattern
CUSTOMER
SEGMENT
Original product business model
CUSTOMER
SEGMENT
Recurring service pattern
231
is the shift from manufacturing (and/or buying) and selling products toward providing a
recurring service. Selling products on a transactional basis requires a continuous effort for
every sale and it is often unpredictable. Recurring services require upfront customer acqui-
sition costs that lead to recurring revenues. Revenues become more predictable and grow
exponentially, because you build on top of a continuously growing base of customers.
predictable revenues by providing
a recurring service, rather than
selling a product?
Upfront acquisition costs per
customer might be higher,
but revenues become more
predictable and the lifetime
value of customers often
increases. Product and/or
technology innovation can
often provide the foundation
for new services.
EXAMPLE
HILTI
to Recurring Service
COST OF
SERVICE
SERVICE
DELIVERY
CHANNELS
GET CUSTOMER
TO USE SERVICE
UPFRONT
CUSTOMER
ACQUISITION
COST
RECURRING
REVENUE
CUSTOMER
SEGMENT
∗
SERVICE
SERVICE
PROVISIONING
SERVICE
RESOURCES
STRATEGIC REFLECTION
How might we grow recurring and predictable
revenues by providing a recurring service,
rather than selling a product?
46. [sources: Mark W. Johnson, photo: Hilti.com]
Illustration — HILTI
Hilti shifted from selling high quality tools
to selling tool fleet management services
47. “The big benefit of recurring service
revenues helped us to stabilize our
business during the financial crisis,
a time when most contractors
wouldn’t purchase new equipment
- Christoph Loos, CEO of Hilti
48. From Product to Recurring Service
2000 2003
Sales
force
Customer
acquisition costs
Tool
manufacturing
& distribution
High
quality
tools
Builders
Transactional
Transactional
tool sales
1 From Product to Recurring
Service and Revenues
Managers of building companies have a lot
more to worry about than just buying tools.
Hilti recognizes that in 2000 and starts offering
to track, repair, replace, and upgrade the
whole tool fleet for their clients. This increases
their productivity by ensuring they always
have the right tools, properly maintained and
reliable at all times. Hilti allows customers to
lease the tools through a monthly subscription
rather than paying for them upfront – enabling
predictability of costs for building company
managers and recurring revenues for Hilti.
2 From Product-Related
Activities to Service
Provisioning
Hilti evolves its key activities
from its core of manufacturing
and sales to fleet manage-
ment activities that enable
tool tracking, repairing,
replacement, and upgrading.
3 From Sales Channel to
Service Delivery Channels
Hilti retrains its sales force to speak to execu-
tives rather than project managers, and about
logistics and efficiency rather than tools. It
adds new online service channels to the tradi-
tional sales channel, raising awareness about
the service, helping fleet customers access
their inventory online, and enabling them to
access Hilti easily in case of a problem with
their tools.
4 From a Product to a Service Cost Structure
Hilti’s cost structure adapts to this new service
orientation with new fleet management costs.
To date, this shift has added over CHF1 billion
worth of receivable volume to Hilti’s balance
sheet. Even customer acquisition costs (CAC)
increase, due to the longer sales and contract-
ing process with building company managers.
The CAC, however, is now a one-time cost,
leading to recurring revenues and opportuni-
ties for additional revenues with the long-term
relationship.
2
3
4
1
Service-focused
sales & marketing
Fleet
management Tool fleet
management
Construction
company
managers
Monthly
service
revenue
Fleet
management
infrastructure
Inventory
of tools
Online
Fleet
management
costs
Long-term
contracts
Sales
force
Customer
acquisition
costs
Tool manufacturing
& distribution
High
quality
tools
BuildersTransactional
Transactional
tool sales
From the original product model...
…to new recurring service model
Recurring service pattern
From Product
to Recurring Services
SHIFT PATTERN
50. - Henrik Poulsen, CEO of Ørsted
“We must dramatically accelerate
the transformation of the world's
energy systems from fossil fuels
to renewables to help protect our
planet for future generations
https://orsted.com/en/media/newsroom/news/2019/01/orsted-is-the-worlds-most-sustainable-energy-company
51. From Dedicated
to Multi Usage Resource
From Transactional
to Recurring Revenues
Oil/gas/coal-
fired plant
operations
Government
CapEx
Oil/gas/coal-
fired plant
Commodity-based
pricing (variable)
Oil/gas/
coal-fired
plants
Oil/gas/
coal-based
energy
Sales force
Energy
distribution
Offshore
know-how
Energy
consumers
(residential
and
commercial)
Energy
distributors
Multiple Shift
Patterns
Energy
distribution
CapEx
Salesforce
Reduced
cost due to
government
subsidies
Renewable
energy
(wind farms)
V alue-based
relationship
(sustainability) Energy
consumers
(residential and
commercial)
Energy
distributors
Offshore
know-how
Wind
farms
Wind farm
operations
Wind farm
production and
operations
Wind turbine
manufacturers
G overnment
Higher prices
(green energy
premium)Fixed pricing
for renewable
energy
From Low-Tech
to High-Tech
From oil/gas/coal
to green energy
53. ‣find the right idea
‣execute the plan
‣check the results
‣avoid failure
‣predict the future
based on the past
Innovation is complicated in companies
because they often believe that:
54. EXPLOIT
Death & Disruption Risk -
Return
+
EXPLORE
Innovation Risk -
ExpectedReturn
+
INVENT/IMPROVE
The Portfolio Map ‣ find the right idea
‣ execute the plan
‣ check the results
‣ avoid failure
‣ predict the future
based on the past
?
55. Your exploitation culture
cherishes the management,
systematic improvement, and
growth of existing business
Your exploration culture cultivates
the creation, discovery, validation,
and acceleration of new ideas that
are foreign to an organization
Cultivate Explore and Exploit
Under One Roof
57. “If you want to understand a
culture, you need to map it.
- Dave Gray, author and entrepreneur
58. The Culture Map
Outcomes
Beta
Behaviours
Enablers/Blockers
copyright: Strategyzer AG & Dave Gray, 2015
The makers of Business Model Generation and Strategyzer
dave gray:
davegrayinfo.com strategyzer.com
A Change Management Tool
Designed by: Date: Iteration:Designed for:
What enables and blocks
us from our goals?
What behaviors will
allow us to achieve
our desired outcomes?
What are our
desired outcomes?
DEFINITION
The Culture Map
policies, processes, reward systems, rituals, …
59. “Cultivate corporate
culture like a garden” What you want to “harvest”
from a garden (fruits)
Elements that allow a garden
to flourish (water, fertilizer)
The heart of your culture
The Culture Map
Outcomes
The concrete positive or negative
quences resulting from people’s
Behaviors
How do individual and teams ac
themselves within the company?
they do or say? How do they inte
What patterns do you notice?
Enablers/Blockers
The levers that lead to positive o
behaviors inside your company.
“If you want to understand
culture, you need to map it.”
DEFINITION
The Culture Map
Together with Dave Gray, Strategyzer developed
the Culture Map as a tool to design better-
performing companies. The Culture Map is a
practical, simple, and visual tool to understand,
design, test, and manage the corporate culture
you want to bring to fruition in your organization.
In this book we use the Culture Map to map
and design an innovation culture.
62. what kind of behavior does an
innovation culture require?
Outcomes
Behaviors
Enablers / Blockers
Team Behavior
eas based on evidence
ot their opinions or
. Risk and uncertainty
atically measured and
heap and quick experi-
ime and costs increase
ence and decreasing
accumulate skills over
nd learn and grow from
ct.
Culture Map: Innovation Culture Blockers
Leadership
Support
Organizational
Design
Innovation
Practice
Leaders provide
guidance for
innovation
Eagerness
to invent
and pioneer
Innovators
& executors
collaborate
Ideas cho-
sen based
on evidence
People grow inno
skills over sev-
eral projectsCEO spends 40%+
time on innovation
Innovation
funnel reviewed
every quarter
Start with
cheap
experiments
People choose
innovation as
a career path
Systematic
measurement
of risk reduction
Inno & growth
integral part of
strategy
Resilient to
change and
disruption
Company assets
leveraged for
future growth
New growth engines
Retention and
leverage of
innovation talent Reduced
innovation risk
Higher return
on R&D
Inno on agenda
of important
meetings
Nobody gets
fired for
experimenting
INNOVATION CULTURE
Behaviors
Eagerness
to invent
and pioneer
People choose
innovation as
a career path
Systematic
measurement
of risk reduction
63. what kind of behavior does an
innovation culture require?
which outcomes do we expect
from an innovation culture?
Outcomes
Behaviors
Enablers / Blockers
Team Behavior
eas based on evidence
ot their opinions or
. Risk and uncertainty
atically measured and
heap and quick experi-
ime and costs increase
ence and decreasing
accumulate skills over
nd learn and grow from
ct.
Culture Map: Innovation Culture Blockers
Leadership
Support
Organizational
Design
Innovation
Practice
Leaders provide
guidance for
innovation
Eagerness
to invent
and pioneer
Innovators
& executors
collaborate
Ideas cho-
sen based
on evidence
People grow inno
skills over sev-
eral projectsCEO spends 40%+
time on innovation
Innovation
funnel reviewed
every quarter
Start with
cheap
experiments
People choose
innovation as
a career path
Systematic
measurement
of risk reduction
Inno & growth
integral part of
strategy
Resilient to
change and
disruption
Company assets
leveraged for
future growth
New growth engines
Retention and
leverage of
innovation talent Reduced
innovation risk
Higher return
on R&D
Inno on agenda
of important
meetings
Nobody gets
fired for
experimenting
INNOVATION CULTURE
Outcomes
Resilient to
change and
disruption
Retention and
leverage of
innovation talents Reduced
innovation risk
64. what blocks the development of
a Lean Startup culture today?
Outcomes
Behaviors
Enablers / Blockers
Practice
ession in itself, just like
or operations. You don’t
ight, but with experience
g a substantial team
heir sole job description
nization from develop-
novation practice. Just
r operations, innovation
sses, key performance
d culture.
Leaders provide
guidance for
innovation
Inno & growth
integral part of
strategy
Reduced
innovation risk
Company assets
leveraged for
future growth
New growth engines
Retention and
leverage of
innovation talent
Resilient to
change and
disruption
Higher return
on R&D
Eagerness
to invent
and pioneer
Innovators
& executors
collaborate
Ideas cho-
sen based
on evidence
Inno on agenda
of important
meetings
People grow inno
skills over sev-
eral projectsCEO spends 40%+
time on innovation
Innovation
funnel reviewed
every quarter
Nobody gets
fired for
experimenting
Start with
cheap
experiments
People choose
innovation as
a career path
Systematic
measurement
of risk reduction
Locked
into current
business
model
Innovationis seen as a
black box
General fear
of failure
Innovation
lacks power
Rewards systemgeared toward
execution
Short-term/
quarterly focus
of leadership Lack of skills,
knowledge,
and experience
Lack of
innovation
strategy
Linear
processes
Execution
KPIs
Lack of access
to customers
The highest
paid person
selects ideas
Bureaucracy
slowing down
innovation
Culture Map: Innovation Culture Blockers
INNOVATION CULTURE
Blockers
X Short term/
Quarterly focus of
leadership
X Rewards systemgeared toward
execution
X Execution
KPIs
65. what enables the development
of an innovation culture?
INNOVATION CULTURE
Enablers
Outcomes
Behaviors
Enablers / Blockers
sign
Power: the status that
tion and teams working
within the organization.
e: the access that growth
s to resources and
business and the part-
ng businesses build with
entives: a dedicated
at differs from manage-
ns and is tailored
n around growth and
e
the application and
f-the art innovation con-
at are practiced across
ons.
ment: dedicated innova-
d metrics that measure
k and uncertainty from
usiness.
ent: the existence of
tion skills and experience
zation, from professional
o existing business units.
Resource
allocation
Portfolio
Management
Strategic
Guidance
Bridge
to the core
Rewards
and incentives
Legitimacy
and power
Skills
development
Process
management
Innovation
tools
Organizational
Design
Leadership
Support
Innovation
Practice
Bridge
to the core
Legitimacy
and power
74. BEGINNER
We have little
to no experience
with this topic
We have
some
experience
INTERMEDIATE
We regularly
work this way,
but not systematically
We
frequently
work this
way
WORLD CLASS
Our practice is
used as a case study
for others to learn from
Leadership
Support
Strategic
Guidance Leadership does not provide
explicit strategic guidance for innovation
There is some strategic guidance for innovation but
not everybody in the company knows it
Leadership provides strategic innovation guidance
at important meetings and everybody knows it
Resource
Allocation Resources for innovation are
bootstrapped or on an ad-hoc project basis
Resources for innovation are available, but they are
not substantial and not protected
Resources for innovation are institutionalized and
leaders commit at least 50% of their time to innovation
Portfolio
Management Leadership is
mainly focused on
improving the core business
We make some investments to
explore the future and new business models,
but it's not systematic
Leadership is eager to pioneer and invests in a
large innovation pipeline of small bets of which the
best get follow-up investments
Organizational
Design
Legitimacy
and Power Innovation projects are skunk work
and outside official channels
Innovation is officially in the org chart,
but lacks power and influence
Innovation is at the very top of the org chart
and has power and influence
Bridge to
the Core Innovation teams have limited or no access to cus-
tomers, resources, and skills of the core business
The core business and innovation teams
collaborate, but there are conflicts
There are clear policies that help innovation teams
and the core business collaborate as equal partners
Rewards
and
Incentives Innovation does not have a dedicated incentive
system that differs from the core business
We have some incentives in place to encourage
innovation and reward it differently from execution
Innovation has a dedicated incentive system that
rewards experimentation and new value creation
Innovation
Practice
Innovation
Tools We do not use business model, lean startup,
or design thinking tools for innovation
Business model, lean startup, or design thinking
tools are used in pockets of the organization
Business model, lean startup, or design thinking
tools are widely adopted and mastered
Process
Management Our processes are linear and
requiredetailed business plans with
financial projections
We occasionally use iterative processes
and systematic business experiments
to test business ideas
Our processes are optimized for innovation
and we systematically measure the reduction
of risk in new ideas
Innovation
Skills We don’t hire for innovation skills and experience
and don’t develop them
We occasionally hire experienced innovation talent
and train some specialized staff in innovation
We hire and develop world class innovation talent
with extensive experience across the organization
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ASSESSMENT
Innovation Culture Readiness
75. NEW TOOLS IN THE INVINCIBLE COMPANY
Culture MapPortfolio Map
EXPLOIT
EXPLORE
Death & Disruption Risk
Return
Exploit
rn
siness idea
mpany if it
uccessful.
Return
How lucrative a business area
is for the company.
Death & Disruption Risk
Exploit
1 3
nnovation Risk
he risk that a (convincing)
usiness idea is going to fail.
isk is high when there is little
vidence beyond slides and
preadsheets to support the
uccess chances of an idea. Risk
ecreases with the amount of
vidence that supports the desir-
bility, feasibility, viability, and
daptability of a business idea.
Death & Disruption Risk
The risk that a business is
going to die or get disrupted.
Risk is high when a business
is either emerging and still
vulnerable, or when a business
is under threat of disruption
from technology, competition,
regulatory changes, or other
trends. Risk decreases with the
moats protecting your business.
Business Model Patterns
different invent patterns
t new ventures and
anies can apply to build
etitive business models.
pattern so that you can
a reference library.
ration
o highlight a pattern
outline the company’s
del—just show how
ular pattern to build
e business model.
business model might
atterns.
Each pattern has two or
more different flavors.
These are variations of a
particular pattern to help
you understand different
ways to apply the pattern
in question.
Legen
– Gree
– Busin
Patte
– Case
Illust
– Patte
Build
– Optio
Build
– Origi
Mod
– Othe
Mod