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Welcome
Strategy Tools - in Action
#FEIEMEA
#STFTNG
Christian Rangen
Partner
Co-Founder
Elisabeth Øvstebø
Managing Partner
Co-Founder
Inger Hanne Vikshåland
Consultant
Head o...
The buildingblocks ofinnovativeorganizations
Map out your company; Why; What, How, using a 1 – 6 scale
.....
Cut costs and
defend the core
business
Let’s analyzeI want to see the financials
Your typical Board of Directors
or ...
Cost-cutting$$$
Transformational
capacity
Legacy core
business
Shifting strategy
.....runs 2000+ business model
experiments per year
‘’We plant
seeds that
may take
7+ years
to bear fruits’’
‘‘…if we needed
financial results in
2-3 years, most of
our things would
never have
happened’’
3 kinds of innovation Clay Christensen, Harvard
Efficiency
-based
innovations
LEAN, Simplify
Cut costs, Downsizing,
Frees up, preserves capital
STEP: Statoil Technical
Ef...
Performance –
improving
innovations
Improve what already is
Product upgrades
Limited use of capital
iPhone 6+
Market
-creating
innovations
Create new business models+
Create new customers
Put capital to use
Most value is created
Sha...
…most understand …many think about ….few grasp
Get yours at www.strategytoolsforthenextgeneration.com/threelevels
Three Levels of Business Models by Christian Rangen and...
Get yours at www.strategytoolsforthenextgeneration.com/threelevels
Three Levels of Business Models by Christian Rangen and...
Get yours at www.strategytoolsforthenextgeneration.com/threelevels
Three Levels of Business Models by Christian Rangen and...
‘’Tesla’s
business
model
defies all
logic’’
- CNN, 2013 !
Get yours at www.strategytoolsforthenextgeneration.com/threelevels
Three Levels of Business Models by Christian Rangen and...
Design a structure for
transformation
”The problem is
NOT
new ideas”
The problem is
the system,
processes,
methods, tools
and resource
allocation.
…it’s the HOW of
the organization
How can you build
an architecture of
transformation?
M + S + M
M + S + M
Architecture
Money + Structure + Mandate
Architecture
Money
#1	
  	
  
We	
  have	
  easy	
  access	
  to	
  minor	
  investment	
  funds	
  	
  
for	
  new	
  ideas	
  and	
  ...
Structure
#3	
  	
  
We	
  have	
  a	
  unit	
  (person,	
  team,	
  department)	
  responsible	
  
	
  for	
  en>rely	
  ...
Mandate
#5	
  	
  
We	
  have	
  an	
  explicit	
  growth	
  ambi>on	
  from	
  	
  
the	
  Board	
  of	
  Directors	
  an...
Transformational
capacity
Legacy core
business
Your turn;
Designing a
transformation
Thanks for joining
Leave
your
e-mail,
and we’ll
send you
slides
and tools
Christian Rangen
Partner
Co-Founder
Elisabeth Øvstebø
Managing Partner
Co-Founder
Inger Hanne Vikshåland
Consultant
Head o...
Strategy & innovation cunsulting company
Contact
www.engage-innovate.com
christian@engage-innovate.com
Twitter: @engageinn...
www.innovationdock.no
Connect with us on social media
Facebook.com/engageinnovate	
  
@engageinnovate	
  //	
  @vikshaaland	
  	
  
Vikshaaland	...
World’s
greatest
Books
…
Norwegian
online
bookstore
Books
Amazin
g
service
CD
‘’19
types’
’
Marke
t
Place
CLou
d
Kindle
Ap...
Connect with us on social media
Facebook.com/engageinnovate	
  
@engageinnovate	
  //	
  @vikshaaland	
  	
  
Vikshaaland	...
Front End of Innovation Worlshop: Strategy tools - in action. Basic version
Front End of Innovation Worlshop: Strategy tools - in action. Basic version
Front End of Innovation Worlshop: Strategy tools - in action. Basic version
Front End of Innovation Worlshop: Strategy tools - in action. Basic version
Front End of Innovation Worlshop: Strategy tools - in action. Basic version
Front End of Innovation Worlshop: Strategy tools - in action. Basic version
Front End of Innovation Worlshop: Strategy tools - in action. Basic version
Front End of Innovation Worlshop: Strategy tools - in action. Basic version
Front End of Innovation Worlshop: Strategy tools - in action. Basic version
Front End of Innovation Worlshop: Strategy tools - in action. Basic version
Front End of Innovation Worlshop: Strategy tools - in action. Basic version
Front End of Innovation Worlshop: Strategy tools - in action. Basic version
Front End of Innovation Worlshop: Strategy tools - in action. Basic version
Front End of Innovation Worlshop: Strategy tools - in action. Basic version
Front End of Innovation Worlshop: Strategy tools - in action. Basic version
Front End of Innovation Worlshop: Strategy tools - in action. Basic version
Front End of Innovation Worlshop: Strategy tools - in action. Basic version
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Front End of Innovation Worlshop: Strategy tools - in action. Basic version

Strategy and innovation is changing. The world needs new strategy tools. We design tools to make strategy & innovation happen at your company. This hands-on workshop will give you five new tools for Strategic innovation, Business model innovation, Innovation mindset and Innovation mapping, with case studies on Tesla Motors, Google and Amazon. This action-driven workshop will provide you with emerging tools for strategic innovation. You will apply these to your ongoing innovation challenges – and put the tools to work in your own organization. Master new tools to change how your company works on innovation. Take-away your personal toolkit and "Dream Bigger: Your Personal Innovation Sketchbook"

Led by Christian Rangen, Elisabeth Ovstebo and Inger Hanne Vikshaland
Founders, Engage // Innovate & authors, Strategy Tools for the Next Generation.

Front End of Innovation Worlshop: Strategy tools - in action. Basic version

  1. 1. Welcome
  2. 2. Strategy Tools - in Action #FEIEMEA #STFTNG
  3. 3. Christian Rangen Partner Co-Founder Elisabeth Øvstebø Managing Partner Co-Founder Inger Hanne Vikshåland Consultant Head of Marketing & Events
  4. 4. The buildingblocks ofinnovativeorganizations
  5. 5. Map out your company; Why; What, How, using a 1 – 6 scale
  6. 6. ..... Cut costs and defend the core business Let’s analyzeI want to see the financials Your typical Board of Directors or Top Managemement teams
  7. 7. Cost-cutting$$$
  8. 8. Transformational capacity Legacy core business
  9. 9. Shifting strategy
  10. 10. .....runs 2000+ business model experiments per year
  11. 11. ‘’We plant seeds that may take 7+ years to bear fruits’’
  12. 12. ‘‘…if we needed financial results in 2-3 years, most of our things would never have happened’’
  13. 13. 3 kinds of innovation Clay Christensen, Harvard
  14. 14. Efficiency -based innovations LEAN, Simplify Cut costs, Downsizing, Frees up, preserves capital STEP: Statoil Technical Efficiency Program
  15. 15. Performance – improving innovations Improve what already is Product upgrades Limited use of capital iPhone 6+
  16. 16. Market -creating innovations Create new business models+ Create new customers Put capital to use Most value is created Shackleton, Zaptec, 1 billion
  17. 17. …most understand …many think about ….few grasp
  18. 18. Get yours at www.strategytoolsforthenextgeneration.com/threelevels Three Levels of Business Models by Christian Rangen and Elisabeth Øvstebø is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License. Three Levels of Business Models Swing for the fences M ap outyourfuture revenue stream s Consulting Milk & Bread % of your revenue:................................................ Truly audacious, mind-blowing, amazing, wow business ideas can be found here. With a very high risk/reward profile, 7 or even 9 out of 10 of these will fail. But the ones who make it will make up for the failed ones. Often, these projects require significant work to pitch to clients and parters, who often don’t get it the first few times. But once successful, these will push industry innovation and attract attention far outside the current client and partner base. Genuine knowledge workers dream of working here. % of your revenue:.................................................... More challenging and interesting projects can be found here. These carry somewhat higher risk, but also higher income streams. There’s always a degree of uncertainy on behalf of the consultants if and how this work is possible. These projects require some creative thinking to solve. % of your revenue:.................................................... Is the steady, long-term, low-risk cash flows. Pays the rent and salaries. We can budget these income streams well in advance with a high degree of certainty. Often, this is repetitive, low-innovation work. For knowledge workers, this can, over time, sometimes become boring. 1 2 3
  19. 19. Get yours at www.strategytoolsforthenextgeneration.com/threelevels Three Levels of Business Models by Christian Rangen and Elisabeth Øvstebø is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License. Three Levels of Business Models Swing for the fences M ap outyourfuture revenue stream s Consulting Milk & Bread % of your revenue:................................................ Truly audacious, mind-blowing, amazing, wow business ideas can be found here. With a very high risk/reward profile, 7 or even 9 out of 10 of these will fail. But the ones who make it will make up for the failed ones. Often, these projects require significant work to pitch to clients and parters, who often don’t get it the first few times. But once successful, these will push industry innovation and attract attention far outside the current client and partner base. Genuine knowledge workers dream of working here. % of your revenue:.................................................... More challenging and interesting projects can be found here. These carry somewhat higher risk, but also higher income streams. There’s always a degree of uncertainy on behalf of the consultants if and how this work is possible. These projects require some creative thinking to solve. % of your revenue:.................................................... Is the steady, long-term, low-risk cash flows. Pays the rent and salaries. We can budget these income streams well in advance with a high degree of certainty. Often, this is repetitive, low-innovation work. For knowledge workers, this can, over time, sometimes become boring. 1 2 3
  20. 20. Get yours at www.strategytoolsforthenextgeneration.com/threelevels Three Levels of Business Models by Christian Rangen and Elisabeth Øvstebø is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License. Three Levels of Business Models Swing for the fences M ap outyourfuture revenue stream s Consulting Milk & Bread % of your revenue:................................................ Truly audacious, mind-blowing, amazing, wow business ideas can be found here. With a very high risk/reward profile, 7 or even 9 out of 10 of these will fail. But the ones who make it will make up for the failed ones. Often, these projects require significant work to pitch to clients and parters, who often don’t get it the first few times. But once successful, these will push industry innovation and attract attention far outside the current client and partner base. Genuine knowledge workers dream of working here. % of your revenue:.................................................... More challenging and interesting projects can be found here. These carry somewhat higher risk, but also higher income streams. There’s always a degree of uncertainy on behalf of the consultants if and how this work is possible. These projects require some creative thinking to solve. % of your revenue:.................................................... Is the steady, long-term, low-risk cash flows. Pays the rent and salaries. We can budget these income streams well in advance with a high degree of certainty. Often, this is repetitive, low-innovation work. For knowledge workers, this can, over time, sometimes become boring. 1 2 3
  21. 21. ‘’Tesla’s business model defies all logic’’ - CNN, 2013 !
  22. 22. Get yours at www.strategytoolsforthenextgeneration.com/threelevels Three Levels of Business Models by Christian Rangen and Elisabeth Øvstebø is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License. Three Levels of Business Models Swing for the fences M ap outyourfuture revenue stream s Consulting Milk & Bread % of your revenue:................................................ Truly audacious, mind-blowing, amazing, wow business ideas can be found here. With a very high risk/reward profile, 7 or even 9 out of 10 of these will fail. But the ones who make it will make up for the failed ones. Often, these projects require significant work to pitch to clients and parters, who often don’t get it the first few times. But once successful, these will push industry innovation and attract attention far outside the current client and partner base. Genuine knowledge workers dream of working here. % of your revenue:.................................................... More challenging and interesting projects can be found here. These carry somewhat higher risk, but also higher income streams. There’s always a degree of uncertainy on behalf of the consultants if and how this work is possible. These projects require some creative thinking to solve. % of your revenue:.................................................... Is the steady, long-term, low-risk cash flows. Pays the rent and salaries. We can budget these income streams well in advance with a high degree of certainty. Often, this is repetitive, low-innovation work. For knowledge workers, this can, over time, sometimes become boring. 1 2 3
  23. 23. Design a structure for transformation
  24. 24. ”The problem is NOT new ideas”
  25. 25. The problem is the system, processes, methods, tools and resource allocation.
  26. 26. …it’s the HOW of the organization
  27. 27. How can you build an architecture of transformation?
  28. 28. M + S + M
  29. 29. M + S + M Architecture
  30. 30. Money + Structure + Mandate Architecture
  31. 31. Money #1     We  have  easy  access  to  minor  investment  funds     for  new  ideas  and  new  ventures         #2     As  a  company,  we  are  truly  great     at  making  explora>ve  investments      
  32. 32. Structure #3     We  have  a  unit  (person,  team,  department)  responsible    for  en>rely  new  business  development       #4     We  have  a  corporate  structure  for  early  ventures,     strategy  experiments,  growth,  spin-­‐ins,     spin-­‐outs  for  new  businesses  
  33. 33. Mandate #5     We  have  an  explicit  growth  ambi>on  from     the  Board  of  Directors  and  Top  Management         #6     We  have  a  license  to  think  big,  dream  big    and  take  calculated  strategic  risks      
  34. 34. Transformational capacity Legacy core business
  35. 35. Your turn; Designing a transformation
  36. 36. Thanks for joining Leave your e-mail, and we’ll send you slides and tools
  37. 37. Christian Rangen Partner Co-Founder Elisabeth Øvstebø Managing Partner Co-Founder Inger Hanne Vikshåland Consultant Head of Marketing & Events
  38. 38. Strategy & innovation cunsulting company Contact www.engage-innovate.com christian@engage-innovate.com Twitter: @engageinnovate Visit us at Innovation Dock
  39. 39. www.innovationdock.no
  40. 40. Connect with us on social media Facebook.com/engageinnovate   @engageinnovate  //  @vikshaaland     Vikshaaland     @engageinnovate  //  @ingerhanne     #STFTNG #FEIEMEA
  41. 41. World’s greatest Books … Norwegian online bookstore Books Amazin g service CD ‘’19 types’ ’ Marke t Place CLou d Kindle Apps Strea ming Buy autho rs World’ s 2nd largest Fresh
  42. 42. Connect with us on social media Facebook.com/engageinnovate   @engageinnovate  //  @vikshaaland     Vikshaaland     @engageinnovate  //  @ingerhanne     #STFTNG #FEIEMEA

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