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The Business Innovator
- 1. The Business Innovator Chapter 1
- 2. Situation … Your organization resized for effectiveness and growth is higher on the top management agenda
- 3. Your growth strategy is set and … Situation … business propositions identified
- 4. Meanwhile competition is making progress!
- 5. Who takes the challenge to realize growth from the new business propositions? Situation … “Find me a person to send on a quest … …to go through the valley (of death) and bring me the gold”
- 6. The person is: our business innovator and (s)he prepared the quest ... Transition into commersialisation - h2 accelerate The business innovator 1. Set up of a team with key resources and skills
- 7. 2. Build and improve the business model canvas Transition into commersialisation - h2 accelerate The business innovator To identify possible gaps and overlaps KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATION CUSTOMER SEGMENTS What key activities do you need to perform and how easily can you do this? What kind of relations do your client expect and which kind do you maintain? What can partners do to leverage your business model (better, at lower cost)? Which of your customer’s problems do you solve and which needs are satisfied? What are your customer’s needs, problems, desires, and ambitions? CHANNELS KEY RESOURCES What key resources does your business model require? Through which means do your clients want to be reached and which means do you utilize? COST STRUCTURE REVENUE STREAMS What is the cost structure of your business model and is this in line with the core values of the business model? What value are your customers willing to pay for and what is the preferred payment mechanism?
- 8. 3. Improved the value proposition on key customer benefits Transition into commersialisation - h2 accelerate The business innovator value attributes
- 9. Transition into commersialisation - h2 accelerate The business innovator But the route is new for our organisation ... ... the previous time the person left. We can not afford to have (another) failure!
- 10. … the business innovator and the team have to overcome several hurdles hurdles
- 11. Changes in buy-in by key stakeholders and key resources hurdles
- 12. hurdles … changes in valuepropositiondue to changedmarket and better fit to user needs
- 13. Overcome changes in people commitment and required capabilities hurdles
- 14. Adapt to changes in business operations
- 15. … and of course keep funding
- 16. There was no goldenkey but … an experienced team with the right tools Business model generation tool Value proposition development tool Breakdown chart of deliverables Dependencies chart Risk and mitigation dashboard Innovation capability checklist Readiness assessment approach Checklist with dominant success drivers Support team to access additional knowledge and experience Roadmap ‘proposition to launch’
- 17. Leading to tangible results Betterneeds fit withcustomerexperiencechain Bettermarket entry/launch Improved fit with target groupthusbetterreaprewards /value Betterinsight -> lessiterations / rework Implemented the innovation & growth strategy Better fit with customer needs and market value Improved financial returns through reduced time to value Developed competence of involved people Progress in applied new technology Successful move (diversification or defensive) Implemented (re)new business model Successful introduction and operations support Improved innovation capabilities, less iterations and rework
- 18. Do you have all of these ? Successful value proposition Business innovator and team Support of experienced team An approach which suits your organization Consumer cooperation Add new capabilities Management of the most dominant innovation success drivers Adequate decision making and focus Clear business model
- 19. .. to share is the next story Ardo Huisman THANK YOU Let me knowwhich part of the ‘puzzle’ interestsyou most ….
Editor's Notes
- Managing the downturn organization are now at the end of cost cutting. They are optimizing the organization for effectiveness. The world outside is still changing and competition is making progress – now what? Board and management teams sit together and try to find new growth from new initiatives providing future business. So the strategy is set, theme’s are defined, Ideas get creatively generated and ideas are translated to concepts.
- Managing the downturn organization are now at the end of cost cutting. They are optimizing the organization for effectiveness. The world outside is still changing and competition is making progress – now what? Board and management teams sit together and try to find new growth from new initiatives providing future business. So the strategy is set, theme’s are defined, Ideas get creatively generated and ideas are translated to concepts.
- Managing the downturn organization are now at the end of cost cutting. They are optimizing the organization for effectiveness. The world outside is still changing and competition is making progress – now what? Board and management teams sit together and try to find new growth from new initiatives providing future business. So the strategy is set, theme’s are defined, Ideas get creatively generated and ideas are translated to concepts.
- Innovationcapabilty checklistRoadmap ‘proposition to launch’Breakdown of deliverablesBusiness model generation toolDependencieschartRisk and mitigation dashboardChecklist with dominant successdriversReadinessassessmentValuepropositiondevelopment toolSupport team to accessadditionalknowledge and experience
- Improve and implement the innovation & growth strategyCollect the Financial returnsDeveloped competence of involved peopleProgress in applied new technologySuccesfull move (diversification or defensive)New and improved business and operations based on (re)new business model because people are ready to support and deliver the new product(s)/servicesSuccessful introduction and transition from buss oppty to new resultsIntroduced new way of working / innovation capabilities to do it next time