Nothing to it?Chindogu. ALEX OSTERWALDER . THE GILLETTE / HP BUSINESS MODEL This is cheaper than you...
Transcript of Nothing to it?Chindogu. ALEX OSTERWALDER . THE GILLETTE / HP BUSINESS MODEL This is cheaper than you...
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Innovation
Nothingto it?
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http://www.youtube.com/watch?v=Pk7yqlTMvp8
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3Former Global Director of Innovation Excellence
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MAKING INNOVATION SYSTEMIC
Converting Innovation from a priority to a competency
Structure Process Culture
Time, space, people,budgets, priorities,MBO’s
Tools, templates,innovationmanagement process
Climate for creativity;how new ideas aredeveloped andreceived
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THE NEWINNOVATIONARCHITECTURE
7
ARCHITECTURE
Loewe & Chen, 2007
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Organisation
The efficientday-to-dayoperationswithin anorganisationrequire stableroutines. Thisis usuallyachieved instable andcontrolledenvironments.
The developmentof new productsand servicesrequires creativityand room to tryout new ideas.This is usuallyachieved in aloose and flexibleenvironment.
Effi
cien
cyga
ins C
reativitygains
The innovation dilemma: Managing thetension between the need for creativity
and efficiency
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A WIDE LENS FRAMEWORK: DOBLIN10 TYPES
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Coreprocess
Process.
Innovationprocess
3. Innovation processsupport core processes &workers
4. Core processproprietary processes thatadd value
Businessmodel
Finance
Networking
& alliances
2. Networkingenterprise’s structure/value chain
1. Business modelhow the enterprise makesmoney
Channel
Delivery
Brand Customerexperience
10. Customer experiencehow you create anoverall experience forcustomers
8. Channelhow you connect yourofferings to yourcustomers
9. Brandhow you express youroffering’s benefit tocustomers
6. Product systemextended system that surrounds anoffering
Prod/Serviceperformance
Offering
Prod/Sersystem
CustService
7. Servicehow you service yourcustomers
5. Product performancebasic features, performance andfunctionality
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INNOVATION IS MORE THAN SCIENCE
THE TECH-PUSH ERA IS OVER
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This is a new age of innovation
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NO WHITE COATS IN THESEORGANISATIONS
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JUST CUSTOMER INSIGHT
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UNDERSTANDING THEDESIRE FORCUSTOMISATION
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MOVING FROM PRODUCT ORSERVICE TO EXPERIENCE
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DEVELOPING IN STORETHEATRE
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HELPING PEOPLE CONNECT
Enabled by technology but not limited to it
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18
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THERE IS NO ONE,UNIFYINGBLUEPRINT
There will neverbe just one true
theory or bestpractice of
innovation (Tidd,2001; Thamain,
2003;Harmancioglu et
al., 2007).
THERE IS NO ONE,THERE IS NO ONE,THERE IS NO ONE,Another problem with innovation…
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HOW IT REALLY HAPPENS …
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And another problem…And another problem…And another problem…And another problem…And another problem…And another problem…
Innovation is riskyand has analarming failurerate which isvariously quotedas at between 40-90% of newproduct launchesfail.
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Innovation,yes, but how?
Goffin and Mitchell, 2010 (p1)
And one more…..
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TO SUCCEED AT INNOVATION
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Be Different
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King Kullen’s – America’s first SupermarketKing Kullen’s – America’s first SupermarketKing Kullen’s – America’s first Supermarket
Source: Paul Sloane – 2012
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Dick FosburyDick FosburyDick Fosbury
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DIFFERENT JUST ISN’T ENOUGH
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Chindogu
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ALEX OSTERWALDER
www.alexosterwalder.com
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THE GILLETTE / HPBUSINESS MODEL
This is cheaper than youexpected
This is cheaper than youexpectedexpected
This is cheaper than youexpected
This definintely isn’t!This is where they make the money
This definintely isn’t!This is where they make the moneyThis is where they make the moneyThis is where they make the money
This definintely isn’t!This is where they make the money
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NESPRESSO IS THE SAME
This is cheaper than youexpected
This is cheaper than youexpected
This is cheaper than youexpected
This definintely isn’t!This is where they make the money
This definintely isn’t!This is where they make the money
This definintely isn’t!This is where they make the money
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Case3.2. Keys - Open Innovation
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Innovation
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..AND NOVELTY ORINVENTION
Sir Clive Sinclair(an endearingeccentric whoinvented thingsthat no-onewanted).
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Steve Jobs
Lessons in Leadership
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PRODUCTS BEFORE PROFIT
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PUSH FOR PERFECTION
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IMPUTE
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IMPUTE
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SIMPLIFY
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BEND REALITY
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