IA Marktgericht Innoveren. Sessie 3. Voka Kempen. Kris Vander Velpen

Kritayuga - Marktgericht Ondernemen April 2014 1

Agenda 28/4/14
• 16.00 – 16.15 Introduction
• 16.15 – 17.30 Who am I ?
• 17.30 – 18.00 Break ?
• 18.00 – 19.15 What should I do ?
• 19.15 – 19.30 Some closing remarks

Introduction

Time
Senseofwell-being
Dream/preparation
Break-through/
self-realisation
Creativity/trustSetback handling
‘Disappointment/
consciousness
Every venture requires an enhanced awareness
of the required discipline and “perspiration” level to become successful !

Learn
problem
structure
Break
problem
into pieces
Isolate
pieces by
uncertainty Unk unks
Foreseeable
uncertainty
Integrate and learn : re-define, iterate
What are the goals
and Influence factors
(performance function),
what are possible
actions and the causal
connection between
actions and
performance ?
Learning Manage in parallel
Milestones :
What are the
areas
(sub-problems)
of actions ?
Identify uncertainty
profiles of the
action areas.
What are
actions, risks
and knowledge
gaps ?
What is the status
(what risk and unk
unks have
materialized) ? What
have we learned ?
Evolve the uncertainty
profiles
© C.H. Loch
Competition, market understanding, profit value chain or delivery
model are more quickly and thoroughly analyzed
A process of diagnosing “the unknown unknowns” within every
venture is crucial !

Who am I ?

Who am I?
• Why should I start a new activity in my life ?Why should I start a new activity in my life ?
• Should I start something new or acquireShould I start something new or acquire
something existing ?something existing ?
• Should I start alone or within a team ?Should I start alone or within a team ?
• Can I be authentic ?Can I be authentic ?

Who am I?
• Can I be authentic ?Can I be authentic ?

Who am I?
• Can I cope with failure and fear ?Can I cope with failure and fear ?
Cost of failing to innovate is larger than the sum of the cost of failed initiatives

Make sure that the other side also wins
Remove the fear of failing
Remove the worry of making a living
Define the co-creation rules of engagement
Specify your IP management
Create a tribe that people want to be part of
Including it’s rituals, procedures and practices,
stimulating loyal behaviour
Who am I ?
• Do I want to create a partner-network?Do I want to create a partner-network?

Who am I ?
Make a mind mapMake a mind map
EXAMPLEEXAMPLE

The entrepreneurship test

Are you an entrepreneur ?
Questionaire
5 4 3 2 1
AGREE DISAGREE
1. I love to be together with people I like even when
it serves no other purpose.
2. In many situations clarifying who is in charge is
the most important business at hand.
3. When playing a game, I am concerned with how
well I play in my own estimation as I am with wether or not I win.
4. I believe it is important to have the respect of others in your
community.
5. When I set a goal, there is a good chance I will make it,
even through it doesn't always happen.
6. It is important to have possessions that will influence
others to respect me.
13
Kritayuga - Marktgericht Ondernemen April 2014

5 4 3 2 1
AGREE DISAGREE
7. Losing a friend is very upsetting to me. I work hard to
regain friends I have lost.
8. I insist on the respect of people under me, even if I
have to push them around a bit to get it.
9. I need lots of warmth from others and I give it back.
10. I think about how what I am doing today will
affect my future five years from now.
11. I like to set up measures for myself of how well I am
progressing.
12. I am very concerned with the efficiency and quality of my work.
13. Many people need advice and help, and someone should give
it to them whether they want it or not.
14. Strong actions are needed when people make mistakes.
14

5 4 3 2 1
AGREE DISAGREE
15. I enjoy social get-togethers and make time to go to them.
16. A key purpose in my life is to do things that have not been done
before.
17. If I move to a new area, I imagine the first things I would do is
develop new friends - without close friends , I am like a
plant without water.
18. I intend to get strong emotional reactions out of others
because that way I know I am getting somewhere.
19. I need very much to be liked by others.
20. My friends may sometimes think it is dull, but I find myself
talking about how to overcome future obstacles I have
anticipated.
21. My close relationships are very valuable to me.
15

What should I do ?

What should I do ?
• Search for the problems customers want to solve
(≠ solve own company problems)
• Look at business opportunities to serve attractive customer segments
(≠ variation on what is already offered)
• Use new technologies as basic customer problem facilitators
(≠ technology push)
• Turn customer input into customer solutions
(≠ “me too” products & services or “lead users” service development)

What should I do ?
An outside-in approach to prevent “resource-driven” ideas & conceptsAn outside-in approach to prevent “resource-driven” ideas & concepts
trends &
developments
Technology
development
needs
benefits
market dynamics
and evolving
customer needs
actor
required
technology
competition
regulation
end customer
preferences

17
WHO?
 Unsatisfied customers
 Non customers (yet)
WHAT?
 Higher value
 Lower prices
HOW?
 Lower costs
 Smart partners
Choose the most
important customers
and organize around them
Choose the most
important customers
and organize around them
!
What should I do ?
The major challengeThe major challenge

What should I do ?
The business model as a basic description of how your business works and howThe business model as a basic description of how your business works and how
it makes moneyit makes money
Partner network
Collaboration model
Core processes
distribution
communication
Target customers
WHAT HOWWHO
Revenue model
revenues profit costs
€ €€
Sources: G. Hamel - Leading the Revolution – 2000; A. Osterwalder - How to Describe and Improve your Business Model to Compete Better - 2005
product/ service
offering
€

What should I do ?
Discovery driven planningDiscovery driven planning
• NBD planning cannot be based on a well-understood and
predictable platform of past experience. Assumptions are made
and have to be challenged during the NBD process.
1. Set up the business case:
1. Start by baking in profitability in a reverse income statement
2. Calculate the allowable costs
3. Identify the assumptions made
2. Does the NBD project still make sense given this business case?
3. At each milestone, challenge the assumptions and update the
business case (go to step 2).
Source: McGrath & McMillan – Discovery-Driven Planning , 2007 , Harvard Business Review

What should I do ?
Calculation on the back of a coasterCalculation on the back of a coaster
Revenues?
Operational
costs?
Investments?
Other costs?

What should I do ?
Build a high perormant teamBuild a high perormant team
Managing External
Acceptance Managing Internal
Acceptance
Managing Search
and Development
Managing new business /
innovation initiatives
• Market research
• Feasibility studies
• Market entry strategies
• Lead generation
• Risk attitude
• Management commitment
• Communication
• Champions
• Markets and technologies
• Business intelligence
• Ideas and concepts

What should I do ?
Running Innovation projects; what we have been taught….Running Innovation projects; what we have been taught….
GOALS PLANNING ACTION
VARIANCES
RESULTS

What should I do ?
..... and how innovation actually happens..... and how innovation actually happens
INSPIRATION GOALS
INSPIRATION
GOALSPLAN
FOOLING
AROUND
MISTAKES
DOING
FAILURE
ACTION
INSPIRATION
PLAN
GOALS
PLANS
SOME OTHER
ACTION
SUCCESS

What should I do ?
Roll out plan, let milestone guide youRoll out plan, let milestone guide you
Deliverables are based on
success criteria!
Primary milestones are
external
Milestones are “unachievable”
but “must” be achieved!
Systems and approaches:
• Gantt charts
• Work/Product Structure Breakdown

What should I do ?
Cash is kingCash is king
1. time-to-concept as short as possible.
Delays postpone a future cash flow
2. time-to-market as short as possible. Delays
postpone a future cash flow and (often)
increase cost
launch
discover
time-to-concept
develop
time-to-market
deliver
time-to-profit
support
post-launch cost
start-up
innovation cost
time
cum.
cash
3. time-to-profit as short as possible. Delays
diminish a future cash flow
4. innovation cost optimized for the best
time-to-market and highest future value
5. post-launch cost optimized for the best
time-to-profit and highest future value
Source: Payback - Reaping the Rewards of Innovation; James P. Andrew Harold L. Sirkin, 2006

Some closing remarks

You can shape your own destiny and
become succesful !

Thank you

IA Marktgericht Innoveren. Sessie 3. Voka Kempen. Kris Vander Velpen

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

Similaire à IA Marktgericht Innoveren. Sessie 3. Voka Kempen. Kris Vander Velpen

Similaire à IA Marktgericht Innoveren. Sessie 3. Voka Kempen. Kris Vander Velpen (20)

Plus de Ikinnoveer

Plus de Ikinnoveer (20)

Dernier

Dernier (20)

IA Marktgericht Innoveren. Sessie 3. Voka Kempen. Kris Vander Velpen