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L'entreprise invincible

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L'entreprise invincible

  1. 1. Construire des entreprises @AlexOsterwalder @YPigneur #4 invincibles Comment gérer un portefeuille de modèles d’affaires, réduire le risque d’innovation et instaurer une culture d’innovation résilientes
  2. 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. 3. L’entreprise 1. Se réinvente régulièrement 2. Innove par de nouveaux modèles d’affaires 3. Transcende les frontières invincible
  4. 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. 5. 1. Gérer un portfolio d’innovation 2. (Ré-)inventer son modèle d’affaires 3. Etablir une culture d’innovation AGENDA POUR AUJOURD’HUI
  6. 6. 1 Gérer un portfolio d’innovation
  7. 7. THE EXPLORE/EXPLOIT CONTINUUM Un outil pour visualiser et analyser les deux collections de modèles d’affaires
  8. 8. Risque de disruption Risque d’innovation Retourattendu Retour - - + + Portfolio d’exploitation Portfolio d’exploration THE EXPLORE/EXPLOIT CONTINUUM The Portfolio Map INVENTER AMÉLIORER
  9. 9. Portfolio d’exploitation
  10. 10. Illustration — Logitech
  11. 11. Le principal acteur des périphériques du cloud“- Bracken Darrell, CEO of Logitech
  12. 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
  13. 13. Portfolio d’exploration
  14. 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. 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. 16. SEARCH & TEST EXECUTE PROGRESS Réduction du risque Financement TEST EXPLORE Design & Test
  17. 17. Ping An Finance Center; Shenzhen, China / KPF. Image Courtesy of CTBUH Illustration — Ping An
  18. 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. 19. “Risk taking is strongly encouraged, and failure isn’t stigmatized. — Jessica Tan, Co-CEO Ping An
  20. 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. 21. “La ligne est fine entre vision et hallucination – Steve Blank, entrepreneur & author
  22. 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
  23. 23. Illustration — Bosch
  24. 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
  25. 25. 2 (Ré-)inventer son modèle d’affaires
  26. 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. 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
  28. 28. Librairies de patterns Shift Patterns Invent Patterns EXPLORATION EXPLOITATION
  29. 29. Invent Patterns
  30. 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
  31. 31. Pattern Modèle d’affaires INVENT Invent Patterns Business Model Canvas
  32. 32. Backstage Disruption • Resource Castles • Activity Differentiators • Scalers Profit Formula Disruption • Revenue Differentiators • Cost Differentiators • Margin Masters Frontstage Disruption • Market Explorers • Channel Kings • Gravity Creators 226 Shift Pattern Library EPICENTERS Invent Patterns Library
  33. 33. ? CHAT WINDOW Qu'ont en commun ces trois modèles d’affaires?
  34. 34. Ils ont bâti un avantage concurrentiel avec des ressources clés difficiles ou impossible à copier par les concurrents Resource Castles
  35. 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. 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. 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?
  38. 38. Exercice — Dollar Shave Club 2012
  39. 39. ? CHAT WINDOW Comment définiriez-vous le modèle d’affaires de Dollar Shave Club en utilisant le modèle «Channel Kings»? 2 min
  40. 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
  41. 41. Shift Patterns
  42. 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
  43. 43. Shift Pattern Nouveau BM BM existant IMPROVE Shift Patterns
  44. 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?
  45. 45. Illustration - Michelin
  46. 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
  47. 47. [sources: Mark W. Johnson, photo: Hilti.com] Exercice — HILTI
  48. 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. 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
  50. 50. ? CHAT WINDOW comment changer le modèle d’affaires d’Hilti pour l’adapter à la location d’outils? 2 min
  51. 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. 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. 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
  54. 54. From oil/gas/coal to green energy
  55. 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. 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
  57. 57. 3 Etablir une culture d’innovation
  58. 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. 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. 60. “L'échec peut être le début de quelque chose de beau - Ayse Birsel Seck, designer & innovator
  61. 61. INNOVATION CULTURE The Culture Map Outcomes Behaviours Enables/ Blockers
  62. 62. “Si vous voulez comprendre une culture, vous devez la cartographier Dave Gray, author and entrepreneur
  63. 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. 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”
  65. 65. INNOVATION CULTURE Designing an Exploration Culture
  66. 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. 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. 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
  69. 69. INNOVATION CULTURE Leadership Support Resource allocation Portfolio management Strategic guidance Orientation stratégique Allocation des ressources Gestion de portefeuille Allocation des ressources
  70. 70. Illustration — Logitech
  71. 71. Ré-affecter 75% des ressources des anciennes activités aux nouvelles opportunités de croissance! “ - Bracken Darrell, CEO of Logitech
  72. 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 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 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. 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. 74. ? Combien de temps votre directeur (CEO) consacre-t-il personnellement à l’innovation business chaque semaine? POLL #2
  75. 75. 0-10%67% 10-25%16% 25-50%10% > 50%7% Combien de temps consacre personnellement votre CEO à l’innovation chaque semaine? Est-il possible d’avoir un CEO ambidextre ?
  76. 76. Je consacre 40% à 60% de mon temps à l'innovation“ - Bracken Darrell, CEO of Logitech CEO entrepreneurial
  77. 77. Legitimacy, Power and Bridge to the Core EXPLOITEXPLORE ORGANIZATIONAL DESIGN Org Chart Chief Entrepreneur CEO Chief Entrepreneur
  78. 78. EXPLOITEXPLORE Chief Entrepreneur Jessica Tan Peter Ma Legitimacy, Power and Bridge to the Core ORGANIZATIONAL DESIGN Org Chart
  79. 79. INNOVATION CULTURE Innovation Practice Skills development Process management Innovation tools Outils d'innovation Gestion du processus Développement des compétences
  80. 80. Portfolio Guidance Innovation Tools Corporate Identity Triangle Portfolio Map Culture Map Innovation Metrics Test Card Learning Card Learning CardTest Card Business Environment Map Business Model Canvas Value Proposition Canvas
  81. 81. SCORING Innovation Culture Readiness Leadership Support Organizational design Innovation Practices
  82. 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
  83. 83. ? POLL #3 Êtes-vous prêt(e) pour l’innovation ?
  84. 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

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