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Strategic and business model innovation 101510

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Strategic and business model innovation 101510

  1. 1. Strategic and Business Model Innovation Howard Rasheed, Ph.D. University of North Carolina Wilmington, Business Strategy and Innovation Institute for Innovation, Founder Idea Accelerator Technologies, LLC: 1 Licensing agent for Institute for Innovation, Inc.®
  2. 2. “Creative Disruption” is a metaphor for strategic renewal that is analogous to life cycles in nature. The Strategic Ecosystem for Sustainable Innovation In this ecosystem metaphor the energy of an innovative organization is knowledge. The creation of new Innovative Stakeholders knowledge serves as the energy source for recognizing and exploiting opportunities. Knowledge energy passes through the semi-permeable organizational boundaries. The Sustainable Innovation Ecosystem (SIE) perpetually uses new knowledge to stimulate innovative minds, in a nurturing environment, with a Collective productive system and efficient tools, Intelligence Collaborative to produce ideas that can be harvested for value-creating activities. Technology A dynamic view of knowledge is focused on relevant future issues from your value network of energize stakeholders, both internal and external. We identify the roles of the innovation actors and how to Value Networks empower them for innovation, which parallels the mutual interaction, known as the co-evolution of eco- system organisms.
  3. 3. Strategic Transformation Paradigm In Strategic Transform their business organizations engage in Opportunity macro Recognition and Exploitation. Strategic Opportunity recognition activities represented in the top half of the Foresight diagram is commonly defined as the perception of a potential to create a issues profitable new venture, or to improve the Product Strategic strategic position of an existing business. Development Planning Opportunity recognition includes technology strategy strategic foresight related to the macro environment and new product development and strategic planning at Opportunity the organizational level. Recognition In Opportunity Exploitation managers Business focus on problem solving by engaging in Model new market development, process improvement, and productivity Innovation enhancement. external internal Opportunity Opportunity Exploitation includes Business Exploitation Organizational venture development, organizational Development Change change and business process activities. performance venture alignment Strategic innovation focuses on evaluating opportunities using Business Business Model Innovation process before Process engaging in exploitation activities. micro
  4. 4. In Strategic Transform their business organizations engage in Opportunity Recognition and Exploitation. Strategic and Business Model Innovation Opportunity recognition activities Strategic represented in the top half of the Foresight diagram is commonly defined as the Technology Scenario perception of a potential to create a Roadmaps Models profitable new venture, or to improve the strategic position of an existing business. New Product Strategic Opportunity recognition includes Development Planning strategic foresight related to the macro environment and new product new ideas development and strategic planning at the organizational level. Value Business Model Innovation Strategic network Plan In Opportunity Exploitation managers focus on problem solving by engaging in value proposition new market development, process improvement, and productivity enhancement. New Venture infrastructure market Market Opportunity Exploitation includes venture development, organizational Plan plan change and business process activities. cost revenue To better evaluate opportunities we use efficiencies sources the Business Model Innovation process before engaging in exploitation activities. Business Process Innovation Balanced Improvement value—profit—growth Scorecard 5 Institute for Innovation, copyrighted material, 2010
  5. 5. A business model is the way an organization conducts business in order to sustain itself. Business Model Innovation A business model is the logic of how an organization creates value, whether economic or social. During the past decade (1997-2007), 14 of the 19 entrants into the Fortune 500 have achieved significant success because their business model innovations have value proposition transformed existing industries or created new ones. A business model is the conceptual and Infrastructure Market architectural implementation of a business strategy and as the foundation strategic partners target customers for the implementation of business processes. The business model is core capabilities customer relationships composed of four main pillars, which are Product Innovation, Infrastructure key activities distribution channels Management, Customer Relationship and Financial Aspects. Business modeling addresses a broad cost revenue range of core aspects of a efficiencies sources business, including purpose, offerings, strategies, infrastructu re, organizational structures, trading practices, and operational processes and policies. sustainable value 9 Institute for Innovation, copyrighted material, 2010
  6. 6. Business Model Innovation Trends • In a 2005 survey by the Economist Intelligence Unit more than 50% of executives predicted that by 2010, business model innovation will be even more important for success than product or service innovation. • In a 2008 IBM survey of nearly all corporate CEOs polled reported the need to adapt their business models, while more than two-thirds said that extensive changes were needed. • According to a recent American Management Association study no more than 10% of innovation investment at global companies is focused on developing new business models. 6 Institute for Innovation, copyrighted material, 2010
  7. 7. 7 Steps to Strategic Innovation • Step 1: Assess your innovation stakeholders • Step 2: Visualize your environment • Step 3: Explore dynamic knowledge • Step 4: Discover Future Possibilities • Step 5: Innovate New Ideas • Step 6: Envision Scenarios • Step 7: Actualize: Measure Effectiveness 7 Institute for Innovation, copyrighted material, 2010
  8. 8. One of the activities used in Step 1: Assess Innovation Stakeholders engagements using this methodology is the Innovation Style Assessment tool. Innovation Stakeholder Profiles •Radiator: Visionary Leader There are four dimensions of Visioning envision and idealize innovation styles: visioning, Radiator experimenting, exploring and Visionary leader •Rainmaker: Innovation Champ modifying. Visioning/Exploring Rain Maker intuition, insights, and images Innovation Champ Harvester It measures your typical •Harvester: Intrapreneur Intrapraneur approach to problem solving and Exploring/experimenting idea creation. broad, perceptive, learning-oriented Cultivator Landscaper Analyst Project leader •Cultivator: Analyst The 4 dimensions results in eight Modifying innovation profiles. Pollinator refine and optimize Thought leader •Landscaper: Project Leader Six of the profiles are reflected Experimenting as roles in the strategic combine and test ecosystem metaphor. •Pollinator: Thought leader Experimenting/Modifying facts, details, and analysis 9 Institute for Innovation, copyrighted material, 2010
  9. 9. Innovation Style Assessment •Participants complete an online assessment. •Participant receive a 28 page report on their innovation style. •Administrators/Facilitators get an online administration tool for group formation. •Groups get a report of innovation styles of the group. •Assessment facilitates group formation process for maximum diversity and effectiveness.
  10. 10. Step 2: Visualize Strategic Environment technology Macro Environment economic environment Value Network economic development stockholders investors labs auditors R&D Administration finance engineering IT infrastructure workforce HR procurement Value Chain customers suppliers customer inbound process outbound marketing service education health care outsourcing intermediaries complimentaries social regulatory
  11. 11. Step 2: Visualize your Business Model 11
  12. 12. Value Proposition Template First Sentence: Value of the Offering For… target Customer who… need or opportunity our product/service… Product/service that… statement of benefit Second Sentence: Positioning Value Unlike… primary competitors our product… primary beneficiary because of our… proof of benefit
  13. 13. Step 3: Value Proposition Future Scan • Are customer needs changing? • Is the current competitive strategy effective? • Are consumer tastes and perceptions changing? • Is the economic climate changing? • Are customer demographics • Are the economies of scale changing changing? • Are the barriers to market entry • Are social customs changing? changing? • Are the core technologies in the • Are the supplier cost structures industry changing? changing? • Are you developing new products? • Is the availability of supplies changing? • Are your competitors developing new products? • Are there new substitutes in the market place?
  14. 14. Look for Trends in your environment •Prevailing trends: historical data that has a pattern of change and current impact. (there has been an x% increase in y over z time) •Emerging issues: information that may not have historical pattern but has recently become a factor of change in the environment. (there has been a recent increase in…) •Expert predictions: expected change that has some validity but no historical pattern. (Dr. Jones predicts…) •Probable scenarios: anticipated future events based on trends, issues, and predictions. (What if x happens based on y and z?) Institute for Innovation, copyrighted 14 material, 2010
  15. 15. Step 4: Bisociation Brainstorming® The interaction of seeming unrelated concepts—aha moment Technology trend Social trend Inspirational spark More Home Internet travel More computers booking travel Orbitz Expedia $6 billion 15 Institute for Innovation, copyrighted material, 2010
  16. 16. Step 5: Generate New Ideas Innovations Applications • Products • Strategic Foresight Study – Incremental • Intelligence Think Tanks – Breakthrough • Economic Development • Strategy • New Ventures • Markets • Technology Commercialization • Business Models • Product Development • Policy initiatives • Strategic Plans • Programs • Social Ventures • Public-Private Business Models Institute for Innovation, copyrighted material, 2010 16
  17. 17. Institute for Innovation, copyrighted 17 material, 2010
  18. 18. Step 6: Envision Future Scenarios Scenario Methodology: Descriptions of alternative plausible futures Significantly different views of the future “Movies” of the evolving dynamics of the future Specific decision-focused views of the future Results of management insight and perceptions Institute for Innovation, copyrighted material, 2010 18
  19. 19. Step 7 Actualize: Measure Effectiveness Innovation Balanced Scorecard innovation value proposition Learning and growth perspectives infrastructure market Internal processes Customers and external perspectives perspectives financial model Financial stakeholder expectations 19 Institute for Innovation, copyrighted material, 2010

Notes de l'éditeur

  • What is a business model?A business model is the conceptual and architectural implementation of a business strategy and as the foundation for the implementation of business processes. In the most basic sense a business model is the way an organization conducts business in order to sustain itself.A business model describes the rationale of how an organization creates, delivers, and captures value- economic, social, or other forms of value. From an organizational perspective a business model is the business logic of value creation that a company offers to one or several segments of customers. It is also the architecture of the firm and its network of partners for creating, marketing and delivering this value and relationship capital, in order to generate profitable and sustainable revenue streams. It describes the logic of a “business system” for creating value that lies behind the actual processes. A business model is the conceptual and architectural implementation of a business strategy and as the foundation for the implementation of business processes. In general, a business model describes the rationale of how an organization creates, delivers, and captures value- economic, social, or other forms of value. From an organizational perspective a business model is the business logic of value creation that a company offers to one or several segments of customers. It is also the architecture of the firm and its network of partners for creating, marketing and delivering this value and relationship capital, in order to generate profitable and sustainable revenue streams. It describes the logic of a “business system” for creating value that lies behind the actual processes. In general, a business model describes the rationale of how an organization creates, delivers, and captures value- economic, social, or other forms of value. From an organizational perspective a business model is the business logic of value creation that a company offers to one or several segments of customers. It is also the architecture of the firm and its network of partners for creating, marketing and delivering this value and relationship capital, in order to generate profitable and sustainable revenue streams. It describes the logic of a “business system” for creating value that lies behind the actual processes. What is Business model innovation?Business Model Innovation (BMI) refers to the creation, or reinvention, of a business itself. Whereas innovation is more typically seen in the form of a new product or service offering, a business model innovation results in an entirely different type of company that competes not only on the value proposition of its offerings, but aligns its profit formula, resources and processes to enhance that value proposition, capture new market segments and withstand competitor encroachment. Innovation can occur in one or more of these areas simultaneously:[2][3]Business models have become the new frontier of value creation. According to some research during the past decade (1997-2007), 14 of the 19 entrants into the Fortune 500 have achieved significant success because their business model innovations have transformed existing industries or created new ones. Is your business model sustainable?The question is not if your business model is sustainable, but how do you continuously reinvent it, because it will break eventually.The answer is that it requires continuous business model innovation.
  • What is a business model?A business model is the conceptual and architectural implementation of a business strategy and as the foundation for the implementation of business processes. In the most basic sense a business model is the way an organization conducts business in order to sustain itself.A business model describes the rationale of how an organization creates, delivers, and captures value- economic, social, or other forms of value. From an organizational perspective a business model is the business logic of value creation that a company offers to one or several segments of customers. It is also the architecture of the firm and its network of partners for creating, marketing and delivering this value and relationship capital, in order to generate profitable and sustainable revenue streams. It describes the logic of a “business system” for creating value that lies behind the actual processes. A business model is the conceptual and architectural implementation of a business strategy and as the foundation for the implementation of business processes. In general, a business model describes the rationale of how an organization creates, delivers, and captures value- economic, social, or other forms of value. From an organizational perspective a business model is the business logic of value creation that a company offers to one or several segments of customers. It is also the architecture of the firm and its network of partners for creating, marketing and delivering this value and relationship capital, in order to generate profitable and sustainable revenue streams. It describes the logic of a “business system” for creating value that lies behind the actual processes. In general, a business model describes the rationale of how an organization creates, delivers, and captures value- economic, social, or other forms of value. From an organizational perspective a business model is the business logic of value creation that a company offers to one or several segments of customers. It is also the architecture of the firm and its network of partners for creating, marketing and delivering this value and relationship capital, in order to generate profitable and sustainable revenue streams. It describes the logic of a “business system” for creating value that lies behind the actual processes. What is Business model innovation?Business Model Innovation (BMI) refers to the creation, or reinvention, of a business itself. Whereas innovation is more typically seen in the form of a new product or service offering, a business model innovation results in an entirely different type of company that competes not only on the value proposition of its offerings, but aligns its profit formula, resources and processes to enhance that value proposition, capture new market segments and withstand competitor encroachment. Innovation can occur in one or more of these areas simultaneously:[2][3]Business models have become the new frontier of value creation. According to some research during the past decade (1997-2007), 14 of the 19 entrants into the Fortune 500 have achieved significant success because their business model innovations have transformed existing industries or created new ones. Is your business model sustainable?The question is not if your business model is sustainable, but how do you continuously reinvent it, because it will break eventually.The answer is that it requires continuous business model innovation.

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