making ideas happen workbook: design + strategy + innovation + action + leadership

Design + Strategy + Innovation + Action + LeadershipMAKING IDEAS HAPPEN

Executive Leadership Program (Module 3)IBC Innovation Factory, Koldingwith Prof. Peter Fisk26-27 May 2016

Leading your business for smarter innovation and faster growth

GamechangerStrategies

Finding the best growth opportunities in a fast

changing world

New Business Models

Innovating your whole business to compete and win

in this new world

Making Ideas Happen

Planning for short and long-term implementation

in your business

Design Thinking

Exploring customers more deeply and developing

new ideas faster

BusinessInnovation

Your personal roadmap for smarter innovation and

faster growth

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Day 1 … STRATEGIC HORIZONS0900 - 1030 Playing to win

1100 - 1230 Aligning for action

1330 - 1500 Horizon planning

1530 - 1700 Engaging stakeholders

Day 2 … ACCELERATING IMPACT0900 - 1030 Horizon 1: Launch and Lean

1100 - 1230 Horizon 2: Agile and Accelerate

1330 - 1500 Horizon 3: Extend and Exponential

1530 - 1700 Leading to change your world

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What do you want to do?Personal agenda Business agenda

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Playing to win• Defining your

future strategy

• Defining your customer proposition

• Defining your business model

• Lafley’s 5 Steps

Design + Strategy + Innovation + Action + Leadership MAKING IDEAS HAPPEN

Business strategy

Business model

Business plan

Strategy v Model v Plan

Defining your future strategy

Where to compete? How to compete? What to do to win?

Making the right strategic choices (3-5 years)

Priorities for market focus Priorities for competitive advantage Priorities for value creation

Geographies, Categories, Customers Brands, Differentiation, Solutions Business model, Commercial model

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Trend 1: Fast and easy

Example: Amazon Dash@geniusworks

Trend 2: Human and caring

Example: Fishpeople@geniusworks

Trend 3: Personal and collaborative

Example: Techshop@geniusworks

Example: Rapha Cycle Club

Trend 4: Social and sharing

@geniusworks

Example: Brooklyn Superhero Supply Co

Trend 5: Experiential and enabling

@geniusworks

Defining your customer proposition

@geniusworkswww.theGeniusWorks.com

Customer BrandJobsGains

What benefits does the customer expect or desire, both rational and emotional?

What are the negatives in their current experience, bothRational and emotional?

What is the customer trying to do – the job they want to do, or new goal to achieve? Gain creators

How do the products and services create customer gain, for example savings that make them happy, or deliver outcomes beyond expectations?

Pain relievers

Products and services

How do the products and services remove the negatives,eg save time and effort, make them fee better, remove negative impacts, or fears?

What are all the product and service components that enable the customer to achieve their job?

Pain relievers

THE CUSTOMER VALUE PROPOSITION

1 32 4

Businessmodel

FinanceNetworking

2. Networkingenterprise’s structure/value chain

1. Business modelhow the enterprise makes money

Channel

DeliveryBrand Customer

experience

10. Customer experience how you create an overall experience for customers

9. Brandhow you express your offering’s benefit to customers

Coreprocess

ProcessEnablingprocess

3. Enabling processassembled capabilities

4. Core processproprietary processes that add value

6. Product systemextended system that surrounds an offering

Productperformance

OfferingProductsystem

Service

7. Servicehow you service your customers

5. Product performancebasic features, performance and functionality

8. Channelhow you connect your offerings to your customers

10 types of business innovation

Volume of innovation effortsLast 10 years

Businessmodel

FinanceNetworking Channel

experienceCoreprocess

Productperformance

Service

Where do most companies focus their innovation?

Businessmodel

FinanceNetworking Channel

experienceCoreprocess

Productperformance

Service

Cumulative value creationLast 10 years

What types of innovation have most impact?

Defining your business model

What products and services do we bring together for our customers?

Customers Communication Partners Offerings

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 distinctive assets do we have to use in existing or new ways?

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?

Assets

Products & Services

What brand do we use? What are the key messages, and how do we engage customers?

Customers Communication PartnersOfferings

Channels

Proposition

ResourcesWhat are the main internal resources to create and deliver the offerings?

Products & Services

GAMECHANGERS: THE BUSINESS MODEL CANVAS

Assets

Playing to Win … Lafley’s 5 Steps

What is our winning

aspiration

Where will we play?

How will we win?

What capabilities must be in

place?

What management systems are required?

Where to compete? How to compete? What to do to win?

Making the right strategic choices (3-5 years)

Priorities for market focus Priorities for competitive advantage Priorities for value creation

Geographies, Categories, Customers Brands, Differentiation, Solutions Business model, Commercial model

Pain relievers

Customers Communication Partners Offerings

Channels

Proposition

Resources What are the main internal resources to create and deliver the offerings?

Assets

Products & Services

Aligning for action• Defining the right

execution model

• Structure and processes, capabilities and partner

• Resources and rewards, people and culture

• Galbraith’s 5 Stars

54% of C-suite executives

32% of their direct reports

16% of team leaders

Do you understand the business strategy, and how it works in practice?

Strategy into action … is not easy

Lego CEO Jorgen Vig Knudstorp: Leading for Action

What the journey you need to lead?

Current state Changes Future state

Amazon …relentless customer-centric innovation

Jeff Bezos

Culture web

Stories Symbols

Rituals and routiness

Powerstructures

Controlsystems

Organisationstructure

MAKING STRATEGY HAPPENLeadership that drives innovative action and profitable growth Idea killers

MAKING STRATEGY HAPPENLeadership that drives innovative action and profitable growth Example: Coca Cola Strategic Plan

Resources and rewards

Future success

Goals Goals Goals Goals Goals

Metrics Metrics Metrics Metrics Metrics

Targets Targets Targets Targets Targets

Goals = Key Result Areas (KRA) and can also be grouped by stakeholder or balanced scorecard.Metrics = Key Performance Indicators (KPI). Targets are set in terms of performance level by metric.

Tesla … $16bn of future orders within 24 hours

Galbraith’s 5 Star ModelStrategy

People

Rewards Processes

Structures

Vision, governance, differentiation

Power, information, organisation

Activities, networks, team rolesMetrics, rewards, progression

Talent, learning, communication

Horizon planning• Future-back planning

• Prioritising outcomes over three defined horizons

• Actions required to deliver outcomes

• Aligning deliverables and accelerating actions

Future-back planning

n 3© Peter Fisk 2015 More details in the new “Gamechangers” book +genius

Horizon planning … What will it be like for customers?

Horizon planning … What new things will we do?

Horizon planning … What results do we seek?

Engaging stakeholders

• Engaging the people who matter most

• Making the case for action

• Telling the story, pyramid thinking

• Mobilising yourself, your team, and your organisation

Kubler-Ross Change Curve

Influence

Influence© Peter Fisk 2015 More details in the new “Gamechangers” book +genius

Stakeholder mapping … engaging the right people

Make the case

Make ready

Make it happen

Make it stick

+genius © Peter Fisk 2015 More details in the new “Gamechangers” book

Making change happen … the 4 phases

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Situation. This is my current business … Complication. Why we need to change …

Question. The big opportunity is … Answer. This is what we should do …

Pyramid thinking … making your case

©PeterFisk2015

Insight Lab Design Lab Growth Lab

©PeterFisk2015Moreinfoatwww.theGeniusWorks.com

Making innovation happen

CreativeExploration

Future back

Commercialfocus

Nowforward

Growth opportunitiesFuture possibilitiesConsumer insightCreative parallels

Idea mapping

Stage 1: Insight Lab

CreativeExploration

Future back

Commercialfocus

Nowforward

©PeterFisk2015

Insight Lab

©PeterFisk2015

Insight Lab

©PeterFisk2015

Insight Lab

Stage 2: Design Lab

Connecting ideasReframing concepts

Processes and partnersSimplicity filters

Best scenarios

CreativeExploration

Future back

Commercialfocus

Nowforward

©PeterFisk2015

Design Lab

M&SNewStoreConcepts

©PeterFisk2015

Design Lab

CreativeExploration

Future back

Commercialfocus

Nowforward

Business model designIssues/impact analysis

Concept evaluationImplementation horizons

Action planning

Stage 3: Growth Lab

Growth Lab

©PeterFisk2015

Growth Lab

CreativeExploration

Future back

Commercialfocus

Nowforward

Horizon 1: Launch and Lean• Launching your new

strategy

• Adopting “lean” ways of working

• Fast action and quick wins

• Action Plan: What will you do?

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Horizon planning

Launch … finding your first customers

Who are early adopters

Channels and influence

Launch … finding your first customers

Who are early adopters

Lean … starting small and fast

Minimal value proposition

The Lean Start-up

The Lean Start Up

Lean … starting small and fast

Minimal value proposition

Quick wins … demonstrating progress and ambition

Stories and symbols

Improve and Innovate

Telling your story

Someone ... (a character)Wants ... (a quest, a goal, a mission)But ... (a challenge, an obstacle)So ... (a means of succeeding)

Leadership that drives innovative action and profitable growth Stories made simplePixar Studios ... Telling your story

Situation. This is my current business … Complication. Why we need to change …

Question. The big opportunity is … Answer. This is what we should do …

Pyramid thinking ... Telling your story

Quick wins … demonstrating progress and ambition

Stories and symbols

Improve and Innovate

What? By when? By who?

Action Plan: Horizon 1

Horizon 2: Agile and Accelerate• Building momentum in the

market

• Learning to “pivot” when necessary

• Accelerating action and delivering results

Momentum … moving to mainstream

Who are mainstream customers

Agile … learning and adapting

What to learn

Possible ‘pivots’

Accelerate … how to make it happen faster

Obstacles to remove

Ways to accelerate action

Horizon 3: Extend and Exponential• Making the shift from old

world to new world

• Sustaining momentum, innovation and growth

• Creating exponential business performance

Sustaining momentum … of innovation and growth

3Who are next customers

Shifting the core … from old to new worlds

3What is the new core business

What to stop doing

Extend … where to next, growing further and faster

3Extend to adjacent markets

Create an exponential effect

Leading to change your world• Leadership in today’s fast-

changing world

• Changing yourself, changing your business

• Leading that drives innovation and practical action

• Being bold, brave and brilliant.

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Leading to change your world

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

Specialist, understands one function deeply

Analyst, manages specific business activities

Tactical, focuses on details and results

Bricklayer, manages distinct elements of the business

Problem solver, masters skills and mobilises talent

Warrior, marshals the troops to work together

Support cast, sets a good example as part of team

Generalist, understands the whole business

Integrator, makes decisions for the good of the organisation

Strategic, understands the big picture

Architect, designs organisational systems

Agenda setter, defines which challenges to tackle

Diplomat, engages external stakeholders

Lead role, inspires everyone to follow and achieve greatness

Manager and leader

1 2 3 4 5

Command Control Connect

Catalyse Communicate Coach

How do you behave?

Conventional leaders“top of the pyramid”

Innovative leaders“hub of the network”

From 2C to 4C …

Command Control

ConnectCatalyse

Communicate

Catalyst

Connector

Communicator

The 4C Leader … What will you do?

What can we achieve together?

VolatileUncertain

ComplexAmbiguous

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VisionUnderstandingClarityAgility

Communicate with purpose Belief in yourself and team Focus and alignment

VUCA is about Vision

Challenge and be curiousEmpathetic to others

Open-minded

VUCA is about Understanding

Simplify Intuitive and humanSeeing the bigger picture

VUCA is about Clarity

Decisive but adaptive Empower and collaborate

Never stop innovating

VUCA is about Agility

What will you do?Personal actions Business actions

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