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Gamechangers: Digital Reinvention

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Summary of Peter Fisk's workshop for Dimension Data at IE Business School on 19-20 June 2018 ... Exploring the opportunities to reinvent business in a digital world, inspiring by the Gamechangers ... More at www.theGeniusWorks.com or email peterfisk@peterfisk.com

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Gamechangers: Digital Reinvention

  1. 1. www.ftiecla.com GAMECHANGERSEXPLORING THE OPPORTUNITIES FOR DIGITAL REINVENTION peterfisk@peterfisk.com @geniusworks www.theGeniusWorks.com
  2. 2. www.ftiecla.com “Gamechangers” for Dimension Data … 18-19 June 2018 at IE Business School 0800 1015 1200 1500 1000 1145 1400 1600 Game changing … Learning from the world’s most innovative businesses World changing … New opportunities to grow and innovate in a fast and digital world Mind changing … New ways to win in today’s incredible world Be the change … What should we do? • Change drivers, pow er shifts • Em erging m arkets, new audiences • Disruptive tech, exponential im pact • New assets, Ideas and netw orks • Think bigger, different … 10x not 10% • M oonshots … thinking 10x better • W hat is the big problem to solve? • How could w e see things different? • 10 types of innovation • Learning from 100 disruptive innovators • Audacious, intelligent and collaborative • Parallels to “copy, adapt, paste” • Changing the w hy, w ho, w hat, how • Future back v now forw ards • Horizon planning, changes priorities • O utside in v Inside out • Custom er fram ing, changing context • The pow er of new business m odels • How do w e see the future? • How could our m arkets change? • How could our business change? • How should w e lead the future? • W hat should I do differently? • Disruptors … breaking the rules • W hat are the rules, inside/outside? • How could you reinvent the rules? • 23andM e, changing healthcare • Am azon, changing retail • Nintendo Labo, digital but hum an • W hatsApp, the pow er of ideas • G oogle, changing the am bition • Airbnb, finding a higher purpose • Harley Davidson, getting em otional • Tesla, creating new m arket m odels • Netflix, creating new business m odels • G lossier, the pow er of com m unities • Crystal Know s, the pow er of data • Adidas, digital and doing good • Zespri, innovating the m arketspace • Udacity, changing the rules • ARM Technologies, using partners • Business m odels … new w ays to w in • W hat are new revenue m odels? • How w ould w e do differently? • Future as your com petitive advantage • M arkets as innovation playgrounds • Business as agile ecosystem s • Leaders w ith a grow th m indset • Be the change • Future com pass … w ays to change • W hat could w e do collectively? • W hat w ill I do individually?
  3. 3. www.ftiecla.com Weliveinanincredibletime
  4. 4. www.ftiecla.com Weliveinanincredibletime Morechangeinthenext 10years Thaninthelast 250years
  5. 5. www.ftiecla.com What will 2030looklike?
  6. 6. www.ftiecla.com The rise of machines, cities, humanity …
  7. 7. www.ftiecla.com … the end of computers, oil, glaciers
  8. 8. www.ftiecla.com What will thefuturelook like?
  9. 9. www.ftiecla.com What will thefuturelook like? 2030 2020 2022 2024 2026 2028 Asteroidminingtakesoff Driverlesscarsnowdominate 3dprintedfoodisnormal HyperlooplaunchesinMumbai Micro-proteinsbecomepopular VerticalfarminginArab/Africa DNAprofilingforeveryone Brainascontroldevice LifeonMars 8bnpeopleonEarth Indiaislargestnation Arcticicecapmelts Carbonfuelsarebanned Chinaislargesteconomy SagradaFamiliafinished Saudisleadersinspace Educationdominatesonline Firstasteroidlanding 2029 2027 2025 2023 2021 Wirelesselectricityinhomes
  10. 10. www.ftiecla.com
  11. 11. www.ftiecla.com Virtual worldbecomesreal
  12. 12. www.ftiecla.com SophiaisthenewSaudi
  13. 13. www.ftiecla.com Facebooklaunches $199AR
  14. 14. www.ftiecla.com GMinCruisecontrol
  15. 15. www.ftiecla.com3Dprintedhomesfor $4000
  16. 16. www.ftiecla.com Alibaba’sbigdata”citybrain”
  17. 17. www.ftiecla.comAmazon’sinterfacevision
  18. 18. www.ftiecla.com $99toprofileyour DNA
  19. 19. www.ftiecla.com
  20. 20. www.ftiecla.comTheworld’slargest sports event
  21. 21. www.ftiecla.com Disney’sStar WarsHotels
  22. 22. www.ftiecla.com MagicLeap’scinematicVR
  23. 23. www.ftiecla.com NintendoLabomadebycardboard
  24. 24. www.ftiecla.com
  25. 25. www.ftiecla.comPlatformstakeyour further
  26. 26. www.ftiecla.com Starship’srobot deliveries
  27. 27. www.ftiecla.com China’s Ofobikesharing
  28. 28. www.ftiecla.com Unlimitedexecjet travel
  29. 29. www.ftiecla.com Amazon’slocal surprises
  30. 30. www.ftiecla.com Anythingispossible
  31. 31. www.ftiecla.com Havingabigger vision +genius
  32. 32. www.ftiecla.com Teslaisnowbigger thanFord
  33. 33. www.ftiecla.com Xiaomi, thenewAppleHyperloopredefineslandtravel
  34. 34. www.ftiecla.com SpaceXredefinesspacetravel
  35. 35. www.ftiecla.com Rocket LabinNewZealand
  36. 36. www.ftiecla.com Battery-powered, 3D-printed, $5m
  37. 37. www.ftiecla.com
  38. 38. www.ftiecla.com DisruptiveTechnologies Energy andEnvironment EconomicsandPolitics Social andHealth
  39. 39. www.ftiecla.com Disruptive Technologies Network revolution 3D printing and materials Cloud and IOT AI and automation Robotics Genetics and nanotech Blockchain and platforms
  40. 40. www.ftiecla.com Disruptive Technologies Digital footprint erasers Asteroid mining Human head transplants Conversation interfaces Space solar power
  41. 41. www.ftiecla.com Energy and Environment Energy mix Renewables Security and supply Water and food Resource scarcity Climate change Space
  42. 42. www.ftiecla.com Energy and Environment EIA Future Energy Outlook
  43. 43. www.ftiecla.com Economics and Politics Asia matures, focus on ICASA New middle classes Customers in driving seat Global and local Education and skills Low interest, high debt Local beats global
  44. 44. www.ftiecla.com Economics and Politics Global Opportunity & Risk Map
  45. 45. www.ftiecla.com Social and Wellness Population growth Ageing Inequality Urbanisation and cities Overcoming fear Rebuilding trust Health and wellness
  46. 46. www.ftiecla.com Social and Wellness Population and Demographics
  47. 47. www.ftiecla.com Tectonicshifts +genius
  48. 48. www.ftiecla.com East Small West Big +genius ProfitVolume
  49. 49. www.ftiecla.com Consumer Pull Individual Business Push Average +genius
  50. 50. www.ftiecla.com ImaginationCapability +genius TalentExperience ExponentialImprovement
  51. 51. www.ftiecla.com Exponential growth
  52. 52. www.ftiecla.com Agricultural Revolution Industrial Revolution Light bulb Moon landing World Wide Web Human Genome 8000 years 120 years 90 years 22 years 9 years Human progress Exponential growth
  53. 53. www.ftiecla.com Fingernail Notebook Hand House Earth 3 folds Thickness of folder paper 7 folds 10 folds 17 folds 30 folds Exponential growth
  54. 54. www.ftiecla.com Amazon’sbigger vision
  55. 55. www.ftiecla.com Amazon’sbigger vision
  56. 56. www.ftiecla.com
  57. 57. www.ftiecla.com Amazon’sbigger vision
  58. 58. www.ftiecla.com
  59. 59. www.ftiecla.com Amazon’sbigger vision
  60. 60. www.ftiecla.com Ideasthat spread
  61. 61. www.ftiecla.com Networksthat multiply
  62. 62. www.ftiecla.com +genius Acceleratingideasandnetworks
  63. 63. www.ftiecla.com Technology+Society=Impact
  64. 64. www.ftiecla.com +genius
  65. 65. www.ftiecla.com Moonshot Factory
  66. 66. www.ftiecla.com
  67. 67. www.ftiecla.com
  68. 68. www.ftiecla.com Whybe10%better? Whenyoucouldbe10x better?
  69. 69. www.ftiecla.com What is 10times better for you?
  70. 70. www.ftiecla.com GAMECHANGERSEXPLORING THE OPPORTUNITIES FOR DIGITAL REINVENTION peterfisk@peterfisk.com @geniusworks www.theGeniusWorks.com
  71. 71. www.ftiecla.com “Gamechangers” for Dimension Data … 18-19 June 2018 at IE Business School 0800 1015 1200 1500 1000 1145 1400 1600 Game changing … Learning from the world’s most innovative businesses World changing … New opportunities to grow and innovate in a fast and digital world Mind changing … New ways to win in today’s incredible world Be the change … What should we do? • Change drivers, pow er shifts • Em erging m arkets, new audiences • Disruptive tech, exponential im pact • New assets, Ideas and netw orks • Think bigger, different … 10x not 10% • M oonshots … thinking 10x better • W hat is the big problem to solve? • How could w e see things different? • 10 types of innovation • Learning from 100 disruptive innovators • Audacious, intelligent and collaborative • Parallels to “copy, adapt, paste” • Changing the w hy, w ho, w hat, how • Future back v now forw ards • Horizon planning, changes priorities • O utside in v Inside out • Custom er fram ing, changing context • The pow er of new business m odels • How do w e see the future? • How could our m arkets change? • How could our business change? • How should w e lead the future? • W hat should I do differently? • Disruptors … breaking the rules • W hat are the rules, inside/outside? • How could you reinvent the rules? • 23andM e, changing healthcare • Am azon, changing retail • Nintendo Labo, digital but hum an • W hatsApp, the pow er of ideas • G oogle, changing the am bition • Airbnb, finding a higher purpose • Harley Davidson, getting em otional • Tesla, creating new m arket m odels • Netflix, creating new business m odels • G lossier, the pow er of com m unities • Crystal Know s, the pow er of data • Adidas, digital and doing good • Zespri, innovating the m arketspace • Udacity, changing the rules • ARM Technologies, using partners • Business m odels … new w ays to w in • W hat are new revenue m odels? • How w ould w e do differently? • Future as your com petitive advantage • M arkets as innovation playgrounds • Business as agile ecosystem s • Leaders w ith a grow th m indset • Be the change • Future com pass … w ays to change • W hat could w e do collectively? • W hat w ill I do individually?
  72. 72. www.ftiecla.comHowdoyouseeyour world?
  73. 73. www.ftiecla.com Thinkdifferent
  74. 74. www.ftiecla.com RATIONAL ANALYTICAL FOCUSED
  75. 75. www.ftiecla.com EMOTIONAL INTUITIVE CONNECTED
  76. 76. www.ftiecla.com EMOTIONAL INTUITIVE CONNECTED RATIONAL ANALYTICAL FOCUSED
  77. 77. www.ftiecla.comIntelligence+Imagination
  78. 78. www.ftiecla.com LEFT BRAIN + RIGHT BRAIN
  79. 79. www.ftiecla.comIdeasworld
  80. 80. www.ftiecla.com What isinnovation? +genius
  81. 81. www.ftiecla.com Business model Finance Networking 2. Networking enterprise’s structure/ value chain 1. Business model how the enterprise makes money Channel Delivery Brand Customer experience 10. Customer experience how you create an overall experience for customers 9. Brand how you express your offering’s benefit to customers Core process Process Enabling process 3. Enabling process assembled capabilities 4. Core process proprietary processes that add value 6. Product system extended system that surrounds an offering Product performance Offering Product system Service 7. Service how you service your customers 5. Product performance basic features, performance and functionality 8. Channel how you connect your offerings to your customers 10typesof innovation
  82. 82. www.ftiecla.com Volume of innovation efforts Last 10 years Business model Finance Networking Channel Delivery Brand Customer experience Core process Process Enabling process Product performance Offering Product system Service 10typesof innovation
  83. 83. www.ftiecla.com Business model Finance Networking Channel Delivery Brand Customer experience Core process Process Enabling process Product performance Offering Product system Service Cumulative value creation Last 10 years 10typesof innovation
  84. 84. www.ftiecla.com
  85. 85. www.ftiecla.comMexico1968
  86. 86. www.ftiecla.com
  87. 87. www.ftiecla.com“Gamechangers” …brandsshakingupeverymarket right now! es 1. 23 & Me 2. Aravind 3. CVS Health 4. Editas 5. Intuitive Surgical 6. Narayana Hosp 7. OneOme 8. Organova 9. PatientsLikeMe 10. Second Sight 1. Amazon 2. Aussie Farmers 3. Casper 4. Etsy 5. Glossier 6. Positive Luxury 7. Rapha 8. Supreme 9. Trader Joe’s 10. Warby Parker 1. Apple 2. Beauty’in 3. DJI 4. Go Pro 5. Lego 6. Method 7. Natura 8. Nike+ 9. Oculus Rift 10. Renova 1. Alibaba 2. ARM 3. Darktrace 4. Google X 5. Huawei 6. Magic Leap 7. Raspberry Pi 8. Reliance Jio 9. Samsung 10. Tencent 1. Aeromobil 2. Air Asia 3. Airbnb 4. Emirates 5. HyperloopOne 6. Kulula 7. Ofo 8. RedBus 9. Uber 10. Zipcars 1. 3DHubs 2. Aerofarms 3. Braskem 4. Corning 5. Dyson 6. Local Motors 7. Space X 8. Syngenta 9. Tata 10. Tesla 1. Ava Winery 2. Brewdog 3. GrameenDanone 4. Graze 5. HelloFresh 6. Juan Valdez 7. LA Organic 8. Moa Beer 9. Nespresso 10. Zespri 1. 1Atelier 2. Agua Bendita 3. Fenty Beauty 4. Jonny Cupcake 5. Patagonia 6. RentTheRunway 7. Shang Xia 8. Stitch Fix 9. Threadless 10. Tom’s 1. Aspiration 2. Comm Bank 3. Fidor 4. First National 5. Moven 6. M-Pesa 7. Square 8. Umpqau 9. Zidisha 10. Zhong An 1. Buzzfeed 2. ByteDance 3. FanDual 4. Dalian Wanda 5. Live Nation 6. Netflix 7. Red Bull 8. Udacity 9. Ushahida 10. ViceMedia futureproduct futurefashion futurefood futurehealth futuretech futuremakersfuturebank futuretravel T h e N/S American brands European brands African/Arab brands Asia/Pacific brands futuremedia 1. Ashoka 2. IBM Watson 3. IDEO 4. Janicki BioEnergy 5. Kickstarter 6. Li & Fung 7. Planetary Resrcs 8. Scanadu 9. VIPKid 10. WeWork 1. Bitcoin 2. City FC 3. Collectivity 4. e-Estonia 5. ParkRun 6. Patreon 7. PewDiePie 8. Social Capital 9. The Muse 10. You futureservice futurebrands © Peter Fisk 2018 peterfisk@peterfisk.com www.theGeniusWorks.com futurestore
  88. 88. www.ftiecla.com audacious Google X 23 and Me Syngenta Tesla Motors
  89. 89. www.ftiecla.com Amazon Fidor Bank Scanadu Intuitive Surgical intelligent
  90. 90. www.ftiecla.comLi and Fung Tencent Alibaba 3DHubs networked
  91. 91. www.ftiecla.comAirbnb Nike+ Lego Threadless collaborative
  92. 92. www.ftiecla.comDisney Moven Juan Valdez Cafe Change Why enabling Raspberry Pi
  93. 93. www.ftiecla.com M-Pesa
  94. 94. www.ftiecla.com
  95. 95. www.ftiecla.com
  96. 96. www.ftiecla.com ARMARM
  97. 97. www.ftiecla.com
  98. 98. www.ftiecla.com
  99. 99. www.ftiecla.com
  100. 100. www.ftiecla.com Udacity
  101. 101. www.ftiecla.com Nanodegreesinthefuture
  102. 102. www.ftiecla.com
  103. 103. www.ftiecla.com Adidas Parley
  104. 104. www.ftiecla.com
  105. 105. www.ftiecla.com
  106. 106. www.ftiecla.com Howcouldyou‘changeyour game’?
  107. 107. www.ftiecla.com ©PeterFisk2013 Gamechangers.pro ChangeWHY
  108. 108. www.ftiecla.com +genius Rocket’sCreativeBeer
  109. 109. www.ftiecla.com +genius LoveRaw’s wellbeingfood
  110. 110. www.ftiecla.com ©PeterFisk2013 Gamechangers.pro ChangeWHO
  111. 111. www.ftiecla.com +genius Lululemon’s YogaBeer for women
  112. 112. www.ftiecla.com +genius Coco&Lucasfoodandstories
  113. 113. www.ftiecla.com ©PeterFisk2013 Gamechangers.pro ChangeWHAT
  114. 114. www.ftiecla.com NewZealand’sMoaBeer
  115. 115. www.ftiecla.com +genius Jimini’s cricket snacks
  116. 116. www.ftiecla.com ©PeterFisk2013 Gamechangers.pro ChangeHOW
  117. 117. www.ftiecla.com +genius Beer 52bySubscription
  118. 118. www.ftiecla.com +genius HelloFreshMealKits
  119. 119. www.ftiecla.com ChangetheGame © GeniusWorks 2018 www.theGeniusWorks.com Who Why What How
  120. 120. www.ftiecla.com
  121. 121. www.ftiecla.com
  122. 122. www.ftiecla.com
  123. 123. www.ftiecla.com
  124. 124. www.ftiecla.com GAMECHANGERSEXPLORING THE OPPORTUNITIES FOR DIGITAL REINVENTION peterfisk@peterfisk.com @geniusworks www.theGeniusWorks.com
  125. 125. www.ftiecla.com “Gamechangers” for Dimension Data … 18-19 June 2018 at IE Business School 0800 1015 1200 1500 1000 1145 1400 1600 Game changing … Learning from the world’s most innovative businesses World changing … New opportunities to grow and innovate in a fast and digital world Mind changing … New ways to win in today’s incredible world Be the change … What should we do? • Change drivers, pow er shifts • Em erging m arkets, new audiences • Disruptive tech, exponential im pact • New assets, Ideas and netw orks • Think bigger, different … 10x not 10% • M oonshots … thinking 10x better • W hat is the big problem to solve? • How could w e see things different? • 10 types of innovation • Learning from 100 disruptive innovators • Audacious, intelligent and collaborative • Parallels to “copy, adapt, paste” • Changing the w hy, w ho, w hat, how • Future back v now forw ards • Horizon planning, changes priorities • O utside in v Inside out • Custom er fram ing, changing context • The pow er of new business m odels • How do w e see the future? • How could our m arkets change? • How could our business change? • How should w e lead the future? • W hat should I do differently? • Disruptors … breaking the rules • W hat are the rules, inside/outside? • How could you reinvent the rules? • 23andM e, changing healthcare • Am azon, changing retail • Nintendo Labo, digital but hum an • W hatsApp, the pow er of ideas • G oogle, changing the am bition • Airbnb, finding a higher purpose • Harley Davidson, getting em otional • Tesla, creating new m arket m odels • Netflix, creating new business m odels • G lossier, the pow er of com m unities • Crystal Know s, the pow er of data • Adidas, digital and doing good • Zespri, innovating the m arketspace • Udacity, changing the rules • ARM Technologies, using partners • Business m odels … new w ays to w in • W hat are new revenue m odels? • How w ould w e do differently? • Future as your com petitive advantage • M arkets as innovation playgrounds • Business as agile ecosystem s • Leaders w ith a grow th m indset • Be the change • Future com pass … w ays to change • W hat could w e do collectively? • W hat w ill I do individually?
  126. 126. www.ftiecla.com +genius Futureback1
  127. 127. www.ftiecla.com
  128. 128. www.ftiecla.com ThinkingfromtheFutureBack ©PeterFisk2015 Moredetailsinthenew“Gamechangers”book
  129. 129. www.ftiecla.com ©PeterFisk2015 Moredetailsinthenew“Gamechangers”book +genius 2023 2018 Futureback Nowforward Start fromthefutureback
  130. 130. www.ftiecla.com © GeniusWorks 2018 www.theGeniusWorks.comwww.theGeniusWorks.com Growthhorizons
  131. 131. www.ftiecla.com © GeniusWorks 2018 www.theGeniusWorks.com Vision1 Vision2 Vision3 Growthhorizons
  132. 132. www.ftiecla.com © GeniusWorks 2018 www.theGeniusWorks.com Activity1 Activity2 Activity3 Growthhorizons
  133. 133. www.ftiecla.com VisionActivityResult VisionActivityResult VisionActivityResult Growthhorizons
  134. 134. Airbnb
  135. 135. +genius What does Airbnbmean?
  136. 136. www.ftiecla.com Business narrow view Business narrow view Consumer broader view Business Consumer Outsidein2
  137. 137. +genius Beingthecustomer
  138. 138. HarleyDavidson
  139. 139. HarleyOwnersGroup
  140. 140. 30elements of value
  141. 141. www.ftiecla.com Thecustomer’sworld
  142. 142. www.ftiecla.com
  143. 143. Umpqua…Reinventingthebank
  144. 144. Umpqua Bank
  145. 145. Sell Product s $ Deliver Services $$ Enabling Experiences $$$$$ Addmorevalue3
  146. 146. JuanValdez Cafe
  147. 147. JuanValdez Cafe
  148. 148. JuanValdez Cafe
  149. 149. Commodit y product Branded product Personal service Branded experience Customer’s experience Distinctive design Empathetic delivery Integrated journey Enabling more 2c coffee beans 20c branded coffee $2 coffee in store $20 lunch with friends Addedvaluethrough differentiation Added value through relevance Customer’sexperience
  150. 150. Redefinebusiness4
  151. 151. Drawabusinessmodel of Google Netflix
  152. 152. Netflix
  153. 153. +genius Tesla
  154. 154. +genius
  155. 155. +genius
  156. 156. +genius Nespresso
  157. 157. Airbnb
  158. 158. Uber
  159. 159. eBay
  160. 160. Donut selling Low priced core than sell extras Ryanair SAP Affiliate selling Helping others to sell products Amazon Pinterest Auction platform Selling other products to highest bid Ebay Elance Barter goods Exchange goods, no money Pay/Tweet Barterbook Cash advance Customer pays before goods made Dell Groupon Cross selling Sell adjacent products to sell more Tchibo Shell Crowd funding Financed by fans as first consumers Pebble Brainpool Crowd sourcing Ideas from customers for reward Threadless P&G Digital Formats Turning physical into digital goods Netflix Dropbox Direct selling Brand sold direct to customer FirstDirect AussieFarm selling Customer buys more than product Harley Dav Red Bull Flatrate pricing Single fee or subscrip. for unlimited use Netflix Sandals Fractional Ownership Customers each own shares Netjets Homebuy Franchise brand Licensing format for a fee and % Spar Lufthansa Freemium payment Free basic then charge for premium Skype Spotify Guarantee avaiiable Availability becomes key promise Netjets Hilti Guarantee replace Builds trust in quality and loyalty Timberland Tumi revenue Alternative sources, eg advertising Google Metro Ingredient branding Branded part other brand proposition Goretex Intel Integrated supply Efficiency through supply chain Zara ExxonMobil Brand Curator Bringing together best brands Fab Pos.Luxury Functional specialist Adding one expert step to others PayPal Trust-e Data Leverage Reselling aggregated customer data Facebook 23andMe License brand License brand or patent IP Ed Hardy ARM Unique Format Lock-in to compatible formats HP iTunes Longtail range Offer huge range to many niches Amazon iTunes Mass Customise Make it personal for each person Dell BMW No Frills Simple and minimal spec at lower cost Southwest Accor Open Source Make IP available to everyone Android Tesla Solution Integrator Connecting all sources and partners Li & Fung Accenture Payper use Payment metered by use or time Zipcars Azuri Tech Paywhat youwant Customer choose the price Radiohead Panera Shared use Customers buy same product Airbnb RelayRides Peerto Peer Customers buy from customers Craigslist Zopa Results based Price based on agreed outcomes Rolls Royce Xerox Razorand Blade Low price core, high price refills Gillette Nespresso Rentdon’t buy Time based fee for period of use Xerox Regus Revenue sharing Share with others to inc custom base AA/BA App Store Reverse Innovate Sell simple products in mainstream Haier OneLaptop Onefor One Charge the rich to fund the poor Toms Narayana Self service Customers do more themselves IKEA McDonalds Quality assurance Certification and trusted endorsement ISO Verisign Multilevel marketing Pyramid of customer selling Tupperware Avon Subscribe toit Customer pays regular fee Time DollarShave Bottomof pyramid Tailor offer to less wealthy customers Tata Nano Walmart Trashto cash Turn waster into new products Braskom Ekocycle Dynamic pricing Prices changes by demand Priceline WallSt Bar Co-create Design Customers are co- designers of products Threadless Local Motors White label Make products for another brand Cott McBride Doing good Benefits society or environment Oxfam Ecotricity Experience Advertising Businessmodels…50archetypestoadopt andadapt © GeniusWorks 2017
  161. 161. © GeniusWorks 2015 www.theGeniusWorks.com What products and services do we bring together for our customers? Customers Communication PartnersOfferings Channels Relationships Processes Revenue streams Pricing models Cost streams Investments Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? Who are the external partners to help us create and deliver the offerings? What do we do together better than our competitors? What benefits do we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? What are the most significant ongoing costs to create and deliver the offerings? How much do we need to spend before we start earning? Proposition Resources What are the main internal resources to create and deliver the offerings? Advantages Products & Services What brand do we use? What are the key messages, and how do we engage customers? Demand Supply THEBUSINESSMODEL CANVAS
  162. 162. © GeniusWorks 2015 www.theGeniusWorks.com What products and services do we bring together for our customers? Customers Communication PartnersOfferings Channels Relationships Processes Revenue streams Pricing models Cost streams Investments Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? Who are the external partners to help us create and deliver the offerings? What do we do together better than our competitors? What benefits do we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? What are the most significant ongoing costs to create and deliver the offerings? How much do we need to spend before we start earning? Proposition Resources What are the main internal resources to create and deliver the offerings? Advantages Products & Services What brand do we use? What are the key messages, and how do we engage customers? Marketsand Customer Insights FutureTrendsandTechnologies Society andCompetitors Business Strategy andContext Capital andRegulation Valuechain and Resources THEBUSINESSMODEL CANVAS
  163. 163. What products and services do we bring together for our customers? Customers Communication Offerings Channels Relationships Revenue streams Pricing models Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? What benefits do we enable our customers to achieve? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? Proposition Products & Services What brand do we use? What are the key messages, and how do we engage customers? © GeniusWorks 2018 THEBUSINESSMODEL CANVAS…demandside
  164. 164. © GeniusWorks 2018 www.theGeniusWorks.com What products and services do we bring together for our customers? PartnersOfferings Processes Cost streams Investments Who are the external partners to help us create and deliver the offerings? What benefits do we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the most significant ongoing costs to create and deliver the offerings? How much do we need to spend before we start earning? Proposition Resources What are the main internal resources to create and deliver the offerings? Products & Services What distinctive assets do we have to use in existing or new ways? Assets THEBUSINESSMODEL CANVAS…supplyside
  165. 165. What products and services do we bring together for our customers? Customers Communication PartnersOfferings Channels Relationships Processes Revenue streams Pricing models Cost streams Investments Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? Who are the external partners to help us create and deliver the offerings? What benefits do we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? What are the most significant ongoing costs to create and deliver the offerings? How much do we need to spend before we start earning? Proposition Resources What are the main internal resources to create and deliver the offerings? Products & Services What brand do we use? What are the key messages, and how do we engage customers? © GeniusWorks 2015 www.theGeniusWorks.com 1 2 3 4 6 7 What distinctive assets do we have to use in existing or new ways? Assets 5 THEBUSINESSMODEL CANVAS
  166. 166. © GeniusWorks 2018 What products and services do we bring together for our customers? Customers Communication PartnersOfferings Channels Relationships Processes Revenue streams Pricing models Cost streams Investments Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? Who are the external partners to help us create and deliver the offerings? What benefits do we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? What are the most significant ongoing costs to create and deliver the offerings? How much do we need to spend before we start earning? Proposition Resources What are the main internal resources to create and deliver the offerings? Products & Services What brand do we use? What are the key messages, and how do we engage customers? What distinctive assets do we have to use in existing or new ways? Assets THEBUSINESSMODEL CANVAS
  167. 167. www.ftiecla.com Customers trust cusyomers Createnetworks5
  168. 168. www.ftiecla.com
  169. 169. www.ftiecla.com
  170. 170. www.ftiecla.com
  171. 171. Movement Collaborative Customer Customer Customer Customer Customer Customer Brand- enabled community Co-enable Co-design Co-create Co-sellCo-support Co-consume Customer communities
  172. 172. +genius
  173. 173. +genius Rapha…CycleClubs
  174. 174. +genius Rapha…CycleClubs
  175. 175. Raphaexperience
  176. 176. GAMECHANGERSEXPLORING THE OPPORTUNITIES FOR DIGITAL REINVENTION peterfisk@peterfisk.com @geniusworks www.theGeniusWorks.com
  177. 177. “Gamechangers” for Dimension Data … 18-19 June 2018 at IE Business School 0800 1015 1200 1500 1000 1145 1400 1600 Game changing … Learning from the world’s most innovative businesses World changing … New opportunities to grow and innovate in a fast and digital world Mind changing … New ways to win in today’s incredible world Be the change … What should we do? • Change drivers, pow er shifts • Em erging m arkets, new audiences • Disruptive tech, exponential im pact • New assets, Ideas and netw orks • Think bigger, different … 10x not 10% • M oonshots … thinking 10x better • W hat is the big problem to solve? • How could w e see things different? • 10 types of innovation • Learning from 100 disruptive innovators • Audacious, intelligent and collaborative • Parallels to “copy, adapt, paste” • Changing the w hy, w ho, w hat, how • Future back v now forw ards • Horizon planning, changes priorities • O utside in v Inside out • Custom er fram ing, changing context • The pow er of new business m odels • How do w e see the future? • How could our m arkets change? • How could our business change? • How should w e lead the future? • W hat should I do differently? • Disruptors … breaking the rules • W hat are the rules, inside/outside? • How could you reinvent the rules? • 23andM e, changing healthcare • Am azon, changing retail • Nintendo Labo, digital but hum an • W hatsApp, the pow er of ideas • G oogle, changing the am bition • Airbnb, finding a higher purpose • Harley Davidson, getting em otional • Tesla, creating new m arket m odels • Netflix, creating new business m odels • G lossier, the pow er of com m unities • Crystal Know s, the pow er of data • Adidas, digital and doing good • Zespri, innovating the m arketspace • Udacity, changing the rules • ARM Technologies, using partners • Business m odels … new w ays to w in • W hat are new revenue m odels? • How w ould w e do differently? • Future as your com petitive advantage • M arkets as innovation playgrounds • Business as agile ecosystem s • Leaders w ith a grow th m indset • Be the change • Future com pass … w ays to change • W hat could w e do collectively? • W hat w ill I do individually?
  178. 178. MarketinghaschangedMakingsenseof change
  179. 179. Unlimitedopportunity
  180. 180. Peoplewant andexpect more
  181. 181. Investorsexpect andwant more
  182. 182. Timetochangeyour game
  183. 183. FutureCompass 10 yearsHow will our customers change? Today How will technologies change? How will our services change? How will our business change? 5 years © GeniusWorks 2017
  184. 184. Jeff Bezos on leadership Jeff Bezos on leadership
  185. 185. © GeniusWorks 2018 www.theGeniusWorks.com Therearetwotypes of leaders Fixed Mindset Growth Mindset
  186. 186. Jack Ma on leadership Jack Ma on leadership
  187. 187. Acting with speed and agility Connecting ideas and people Passion to make life better Having an audacious attitude Shaping your own vision Making sense of change Persisting to make it happen ©PeterFisk2014 Gamechangers.pro
  188. 188. Elon Musk on leadership
  189. 189. +genius Areyoureadytochangeyour world?
  190. 190. +genius www.theGeniusWorks.com
  191. 191. +genius www.theGeniusWorks.com
  192. 192. 207 Winningin an incredible newworld Peter Fiskhelpsbusinessleadersmakesenseofafast-changingworld,tofindthebestnewopportunitiesforgrowth,to embracethebestnewideasthroughinsightandcreativity,torethinktheirentirevisionandstrategy,businessmodeland customerexperience.Being10%betterisjustenoughtocompeteintoday’sworld,tostandstill.Therealquestionishowtobe 10timesbetter,togetahead,tostandout,tobetheleaderwhohelpsthebusinesscreateanddeliverfuturesuccess. Peterworksacrosstheworld,helpingbusinessleaderstodevelopinnovativestrategiesforbusinessandbrands.Heisa thinker,advisorandpracticalentrepreneur.HeisProfessorofStrategy,InnovationandMarketingatIEBusinessSchool,oneof theworld’stoprankedbusinessschools,whilstalsofounderandCEOofGeniusWorks,aboutiqueconsultingfirm,helping clientsacrosseverysectortomakesenseoffast-changingmarkets,andfindnewwaystothink,competeandwin. Havingtrainedasanuclearphysicist,PetermovedtomanagingbrandslikeConcordeatBritishAirways,helpingMicrosoftto adoptavalue-basedmarketingmodel,andVirgintolaunchintonewmarkets.Asahighlyexperiencedconsultanthehas workedineverysectorandregionoftheworld.AsCEOoftheworld’slargestmarketingorganisation,theCharteredInstituteof Marketing,hebecameaglobalauthorityonwhat’sbestandnextinbusinessandmarkets. Findinghisownspace,hefoundedGeniusWorks,withofficesinLondonandIstanbul.Heworkswithcompaniesbigandsmall, foodtofashion,skincaretostockexchanges,hightechtohuman–andorganisationsasdiverseasAeroflotandBanyanTree, CartiertoCoty,CocaColaandClubMed,CooperativeandCourvoisier,DavidoffandDSM,EczacibasiandFatFace,Fostersand GSK,Hershey’sandMars,M&SandNestle,MicrosoftandO2,Phillips andPhilosophy,RedBullandSavola,Santanderand Skanska,ShellandTata,TeliaandTurkcell,UnileverandUAEGovernment,VirginandVisa,VodafoneandYapiKredi–tothink biggerandsmarter,developinnovativestrategies,bolderbrands,andaccelerategrowth. Peter’snewbook“Gamechangers:Areyoureadytochangetheworld?”exploresthenextgenerationofbusinessandbrands, shakingupmarkets,innovatingandwinninginnewways.Basedon100globalcasestudies,itexploresthechallengesofnew markets,changingcustomers,brandbuilding,newbusinessmodels,real-timemarketing,harnessingsocialmedia,inspiring leadershipandpositiveimpact.IthasbeennominatedforManagementBookoftheYear. Hisotherbooksinclude“MarketingGenius”explorestheleftandright-brainchallengesofsuccess,andistranslatedinto35 languages.Itwasfollowedbyfiveothers–“BusinessGenius”onleadershipandstrategy,“CustomerGenius”onbuildinga customer-centricbusiness,“PeoplePlanetProfit”onsustainableinnovation, and“CreativeGenius”,theinnovationhandbook forbusinessleaders,definingwhatittakestobeLeonardodaVinciinthe21stCentury. PeterfeaturesintheGuruRadarofThinkers50,andwasdescribedbyBusinessStrategyJournalas“oneofthebestnew businessthinkers”.Hisadviceissoughtafterbybusinessleadersaroundtheworld,headdsspecialistexpertisetokey projects,combiningnewideaswithpracticalaction,inspirationandimpact.Helpingyoutofindyourownspace,tobeleaders ofchange–tobebold,braveandbrilliant. Website:www.theGeniusWorks.com Email:peterfisk@peterfisk.com

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