2. Outcome
If a Pain reliever or Gain creator doesn't Fit
anything, it may not be creating customer
value. Don't worry if not all pains/gains are
checked – you can't satisfy them all. Ask
yourself, how well does your Value Proposi-
tion really fit your Customer?
71
The
Business Model Canvas
helps you
create value for your business
The
Value Proposition Canvas
helps you
create value for your customer
zoom out
zoom in
The
External Environment
describes the space
where you create
Visualiser vos
modèles d’affaires
Concevoir et tester vos
produits & services
Gérer votre portfolio &
créer une culture d’innovation 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
3. L’entreprise
1. Se réinvente régulièrement
2. Innove par de nouveaux
modèles d’affaires
3. Transcende les frontières
invincible
4. NOUVEAUX OUTILS DE L’ENTREPRISE INVINCIBLE
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
13
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
ifferent invent patterns
t new ventures and
nies can apply to build
etitive business models.
pattern so that you can
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
– Origin
Mode
– Othe
Mode
5. 1. Gérer un portfolio d’innovation
2. (Ré-)inventer son modèle d’affaires
3. Etablir une culture d’innovation
AGENDA POUR AUJOURD’HUI
11. Le principal acteur des
périphériques du cloud“- Bracken Darrell, CEO of Logitech
12. Retour
+
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.
Risque de mort ou de disruption
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
-
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%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
$1’323B
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
$1’323B
SMART
$50M
-44%
CREATIVITY &
PRODUCTIVITY GAMING
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%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
$1’323B
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
$1’323B
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
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
MING
8M
+32%
-10%
MUSIC
$507M
+42%
DEO
23B
MING
8M
+32%
-10%
MUSIC
$507M
+42%
DEO
23B
MING
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
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
$1’323B
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%
MUSIC
$507M
-10%
MUSIC
$507M
-10%
MUSIC
$507M
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%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
$1’323B
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
$1’323B
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
SMART
$50M
-44%
Améliorer
Acquérir
Désinvestir
Return
Explore
↓
A still belongs to the portfolio,
reinforced by B,
B exists outside the portfolio
The activity of partnering with an
outside business to strengthen
one or more of your business
models.
Invest
A exists, outside the portfolio
↓
A partly belongs to the portfolio
The decision to invest fully or
partially in an outside business
to bolster your portfolio.
Improve
A belongs to the portfolio
↓
A is transformed into B,
inside the portfolio
The activity of renovating an
outdated business model to
shift it toward a new, more
competitive business model.
↓
A still exists but outside the
portfolio
The activity of disengaging from
one of your business models. This
can either be in the form of selling
it to another company, to inves-
tors, or to the current manage-
ment (management buyout).
Dismantle
A belongs to the portfolio
↓
A is killed
The activity of ending and
disintegrating a business.
Investir
2019
14. EXPLOIT
EXPLORE
Trajectoire
Découverte
Validation
Accéleration
Épreuve des faits
Pivot
Retourattendu
+
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 & Disruptio
The risk that a busine
going to die or get dis
Risk is high when a bu
is either emerging and
vulnerable, or when a
is under threat of disr
from technology, com
regulatory changes, o
trends. Risk decrease
moats protecting you
Return
How lucrative a business area
is for the company.
-
Death & Disruption Risk
Return
Exploit
plore 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
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.
urn
lucrative a business area
r the company.
Risque d’innovation
ARCH
15. TEST
12
1Design
Design the Team
p. 207
Shape the Idea
p. 207
TEST
DESIGN
Ideate
Prototype
Assess
Learn
D
ecide
Hypothesize
Experiment
Discovery
Augmenter le retour attendu
Réduire le risque d’innovation
Créer
Prototyper
Evaluer Formuler des hypothèses
Réaliser des expériencesApprendre
EXPLORE
Design & Test
16. SEARCH & TEST EXECUTE
PROGRESS
Réduction du risque
Financement
TEST
EXPLORE
Design & Test
17. Ping An Finance Center; Shenzhen, China / KPF. Image Courtesy of CTBUH
Illustration — Ping An
18. Death & Disruption Risk
Innovation Risk
ExpectedReturn
Return
-
-
+
+
The Portfolio Map
EXPLORE/EXPLOIT
Exploit Portfolio
Explore Portfolio
LIFE
INSURANCE
CASUALTY
INSURANCE
BANKING
ASSET
MGT
1.7 m
illiards
10%
de leurs revenus chaque année
19. “Risk taking is strongly encouraged,
and failure isn’t stigmatized.
— Jessica Tan, Co-CEO Ping An
20. Death & Disruption Risk
Innovation Risk
ExpectedReturn
Return
-
-
+
+
The Portfolio Map
EXPLORE/EXPLOIT
Exploit Portfolio
Explore Portfolio
LIFE
INSURANCE
CASUALTY
INSURANCE
BANKING
ASSET
MGT
TRANSFÉRER
CRÉER
TEST
haoFang
Immobilier
haoChe
Voitures
d’occasion
ARRÊTER
Ping An est passée de la 462ème place en
2008 à la 29ème dix ans plus tard dans le
classement des Fortune Global 500
haoFang
Immobilier
haoChe
Voitures
d’occasion
21. “La ligne est fine entre vision
et hallucination
– Steve Blank, entrepreneur & author
22. 5.9% 2.5% 1.1% 0.4%
25.3%
64.8%
Return Distribution in U.S. Venture Capital
(2004 - 2013) (2009-2018)
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 investissements sur
10 perdent de l’argent
4 sur 1000
font un carton
3 sur 10
rapportent
STARTUPs
24. 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
Accelerator Program
PHASE 1
200 équipes (3 mois, €120’000)
PHASE 2
60 équipes (€300’000)
70% échecs
75% échecs
15 business
EXPLORE
<10% Success
vous ne
pouvez pas choisir les
gagnants sans avoir les
perdants !!!
PHASE 3
2019
26. EXPLOIT
EXPLORE
Augmenter le retour attendu
Réduire le risque d’innovation
EXPLORE
Design & Test
12
1Design
Design the Team
p. 207
Shape the Idea
p. 207
TEST
DESIGN
Ideate
Prototype
Assess
Learn
D
ecide
Hypothesize
Experiment
Discovery
DESIGN
TEST
27. Business Model Pattern
ve business models.
ern so that you can
erence library.
tion
ghlight a pattern
ne the company’s
—just show how
pattern to build
siness model.
iness model might
ns.
you understand different
ways to apply the pattern
in question.
‣Une configuration reproductible de différents
blocs du BMC pour renforcer le modèle
d’affaires d'une organisation
DESIGN
30. 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
Design
INVENT
Exploration
34. Ils ont bâti un avantage concurrentiel
avec des ressources clés difficiles ou
impossible à copier par les concurrents
Resource Castles
35. RESOURCE
COST
VP THAT
DEPENDS ON
PROTECTED
RESOURCE
HARD
TO COPY
RESOURCE
rce
s
etitive
th key
t are
possible TRIGGER QUESTION
Partenaires clés Activités clés Value Proposition Segments de clientsRelation-client
Ressources clés Canaux
Structure de coûts Flux de revenus
UNE PROPOSITION
DE VALEUR BASÉE
SUR LA RESSOURCE
UNE RESSOURCE
DIFFICILE À COPIER
COÛTS DE LA
RESSOURCE
Resource Castles
TRIGGER QUESTION
Comment pouvons-nous faire de ressources difficiles
à imiter un pilier de notre modèle d’affaires?
36. RESOURCE
COST
VP THAT
DEPENDS ON
PROTECTED
RESOURCE
HARD
TO COPY
RESOURCE
Partenaires clés Activités clés Value Proposition Segments de clientsRelation-client
Ressources clés Canaux
Structure de coûts Flux de revenus
UNE PROPOSITION
DE VALEUR BASÉE
SUR LA RESSOURCE
UNE RESSOURCE
DIFFICILE À COPIER
COÛTS DE LA
RESSOURCE
Resource Castles
20’000
composants chimiques
37. Partenaires Activités clés Proposition de valeur Segment de clientsRelation client
Ressources clés Canaux
Structure de coûts Flux de revenus
PROPOSITION
DE VALEUR
CANAL
DIRECT
SEGMENT
DE CLIENTS
Channel
Kings
TRIGGER QUESTION
Comment pourrions-nous augmenter l'accès au marché et
créer des canaux solides et directs vers nos clients finaux?
40. partenaires clés activités clés relation client segments clients
canauxressources clés
flux de revenustructure de coûts
proposition
de valeur
PROPOSITION
DE VALEUR
SEGMENT
DE CLIENTS
CANAL
DIRECT
13
2
5
6
4
Produits de
rasage pour
hommes
Relation
directe
Vidéos virales
(Youtube)
marketing
Innovant
Abonnements
personnalisés
Marque
Magasin
en ligne
notez la séquence complète de 7 lettres (a…) correspondant aux nombres
Marché de
masse masculin
a
b
c
d
e
f
g
abcdef
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
-
IMPROVE
Exploitation
A
B
Improve
44. De produit
à service récurrent
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
QUESTIONS FOR LEADERS
Comment pourrions-nous augmenter les revenus
récurrents et prévisibles en fournissant un service,
plutôt qu'en vendant un produit?
46. De produit
à service récurrent
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
48. EXPLORE
Retour
+
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 & Disru
The risk that a bu
going to die or ge
Risk is high when
is either emergin
vulnerable, or wh
is under threat o
from technology,
Return
How lucrative a business area
is for the company.
Risque de mort et de disruption
Death & Disruption Risk
Return
Exploit
e 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.
e a business area
mpany.
-
EXPLOITATION
2009
Améliorer
49. Fleet Management
Avec le Fleet Management, nous
gérons vos outils, vous pouvez vous
concentrer sur votre activité.
[…] ON!Track pour assurer le suivi
de votre matériel sur chantier
Hilti offre un service de location et de
gestion en ligne d’un parc d’outils
51. SERVICE
REVENUE
RÉCURRENT
CLIENTS
a
b
c
d
e
f
g
notez la séquence complète de 7 lettres (a…) correspondant aux nombres
1
2
3
4
5
7
6
Responsables
“logistique”
Abonnement
Inventaire
des outils
Coût du
service
Accès en
ligne
Gérer
les parcs
Gestion d’un
parc d’outils
52. “Les revenus récurrents du service
nous ont aidés à stabiliser nos
activités pendant la crise financière
lorsque la plupart des entrepreneurs
n’achetaient pas de nouveaux outils
- Christoph Loos, CEO of Hilti
53. 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
IMPROVE
Shift Patterns
Library
55. - Henrik Poulsen, CEO of Ørsted
“Nous devons accélérer la
transformation énergétique, du
fossil aux renouvelable, et aider à
protéger notre planète pour les
générations futures
https://orsted.com/en/media/newsroom/news/2019/01/orsted-is-the-worlds-most-sustainable-energy-company
56. From Dedicated
to Multi Usage Resource
From Volatil 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
Sales force
Reduced
cost due to
government
subsidies
Renewable
energy
(wind farms)
Value-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
Government
Higher prices
(green energy
premium)Fixed pricing
for renewable
energy
From Low-Tech
to High-Tech
From oil/gas/coal
to green energy
75%
of energy produced
from renewables
Green share of generation increased
81%
reduction in CO2
emissions
Reduced carbon emissions from
58. ‣trouver la bonne idée
‣exécuter le plan
‣contrôler les résultats
‣éviter l’échec
‣prédire le futur
sur base du passé
l’innovation est compliquée dans les entreprises
car elles croient souvent qu’il suffit de
59. EXPLOIT
Death & Disruption Risk -
Return
+
EXPLORE
Innovation Risk -
ExpectedReturn
+
INVENT/IMPROVE
The Portfolio Map
?
‣ trouver la bonne idée
‣ exécuter le plan
‣ contrôler les résultats
‣ éviter l’échec
‣ prédire le futur
sur base du passé
ARCH
60. “L'échec peut être le début
de quelque chose de beau
- Ayse Birsel Seck, designer & innovator
62. “Si vous voulez comprendre une
culture, vous devez la cartographier
Dave Gray, author and entrepreneur
63. DEFINITION
The Culture Map
politiques, processus, systèmes de récompense, rituels,…
Quels résultats souhaitons-
nous obtenir?
Quels comportements nous
permettront d'atteindre les
résultats souhaités?
Qu'est-ce qui facilite ou bloque
ces comportements?
64. Ce que vous voulez «récolter»
dans un jardin (fruits)
Éléments qui permettent à un jardin
de s'épanouir (eau, engrais)
Le cœur de votre 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.
DESIGN
“Cultiver la culture
d'entreprise comme un
jardin”
66. quel type de comportement une
culture d'innovation requiert-elle?
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
Envie
d’inventer &
d’être pionnier
Choix de
carrière dans
l’innovation
Mesure
systématique du
risque
comportements
67. quels résultats attend-on
d'une culture de l'innovation?
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 and Outcomes
Résistant aux
changements/
perturbations
Rétention des
talents dans
l'innovation
Risque
d'innovation
réduit
résultats
quel type de comportement une
culture d'innovation requiert-elle?
68. Qu'est-ce qui bloque aujourd'hui
le développement d'une culture
Lean Startup?
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 focus court
terme du
leadership
X Système derécompenses axésur l'exécution
X indicateurs de
performance de
l'exécution
bloqueurs
71. Ré-affecter 75% des ressources
des anciennes activités aux
nouvelles opportunités de
croissance!
“
- Bracken Darrell, CEO of Logitech
72. EXPLORE
ExpectedReturn
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.
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 busine
is under threat of disruption
from technology, competition
regulatory changes, or other
trends. Risk decreases with t
moats protecting your busine
Return
How lucrative a business area
is for the company.
Innovation Risk
Death & Disruption Risk
Return Exploit
Explore
13
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.
pected Return
w lucrative a business idea
d be for the company if it
ed 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.
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
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
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MUSIC
$507M
+42%
VIDEO
$1’323B
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
$1’323B
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
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
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
$1’323B
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
$1’323B
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
+42%
VIDEO
$1’323B
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
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
+42%
VIDEO
$1’323B
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
+10%
GAMING
$648M
+32%
-10%
+42%
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
VIDEO
$259M
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
+42%
VIDEO
$259M
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
SMART
$50M
-44%
CREATIVITY &
PRODUCTIVITY
$1’323B
+10%
GAMING
$648M
+32%
-10%
+42%
VIDEO
$259M
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323M
GAMING
$648M
+32%
-10%
+42%
VIDEO
$259M
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323M
GAMING
$648M
+32%
-10%
+42%
VIDEO
$259M
SMART
$50M
-44%
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
CREATIVITY &
PRODUCTIVITY
$1’323M
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%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
+42%
VIDEO
$1’323B
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
+42%
VIDEO
$1’323B
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
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%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
$1’323B
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
$1’323B
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
$1’323B
SMART
$50M
-44%
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%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
$1’323B
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
$1’323B
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
SMART
$50M
-44%
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%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
$1’323B
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
$1’323B
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
$1’323B
SMART
$50M
-44%
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%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
$1’323B
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
$1’323B
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
$1’323B
SMART
$50M
-44%
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%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
$1’323B
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
$1’323B
SMART
$50M
-44%
+10%
CREATIVITY &
PRODUCTIVITY
$1’323B
GAMING
$648M
+32%
-10%
MUSIC
$507M
+42%
VIDEO
$1’323B
SMART
$50M
-44%
73. INNOVATION CULTURE
Organizational Design
Bridge
to the core
Rewards
and incentives
Legitimacy
and power
Légitimité et pouvoir
Liens avec le coeur de métier
Récompenses et incitations
Legitimacy
and power
74. ?
Combien de temps votre directeur
(CEO) consacre-t-il personnellement à
l’innovation business chaque semaine?
POLL #2
82. 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
1
1
1
1
1
1
1
1
1
3
3
3
3
3
3
3
3
3
5
5
5
5
5
5
5
5
5
2
2
2
2
2
2
2
2
2
4
4
4
4
4
4
4
4
4
ASSESSMENT
Innovation Culture Readiness
84. 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
13
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
ifferent invent patterns
t new ventures and
nies can apply to build
etitive business models.
pattern so that you can
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
– Origin
Mode
– Othe
Mode
NOUVEAUX OUTILS DE L’ENTREPRISE INVINCIBLE