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

Download Making Ideas Happen Workbook: Design + Strategy + Innovation + Action + Leadership

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  • 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

    +genius

  • 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

    +genius

  • What do you want to do?Personal agenda Business agenda

    +genius Page 3

  • Playing to win Defining your

    future strategy

    Defining your customer proposition

    Defining your business model

    Lafleys 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

    @geniusworkswww.theGeniusWorks.com Page 5

  • +genius

  • 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

    Pains

    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?

    Page 6

  • Customer BrandJobsGains

    Pains

    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?

    THE CUSTOMER VALUE PROPOSITION

    1 32 4

  • Businessmodel

    FinanceNetworking

    2. Networkingenterprises 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 offerings 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

    DeliveryBrand Customer

    experienceCoreprocess

    ProcessEnablingprocess

    Productperformance

    OfferingProductsystem

    Service

    Where do most companies focus their innovation?

  • Businessmodel

    FinanceNetworking Channel

    DeliveryBrand Customer

    experienceCoreprocess

    ProcessEnablingprocess

    Productperformance

    OfferingProductsystem

    Service

    Cumulative value creationLast 10 years

    What types of innovation have most impact?

  • Defining your business model

    @geniusworkswww.theGeniusWorks.com

    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?

    Page 7

  • 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

    ResourcesWhat 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

    GAMECHANGERS: THE BUSINESS MODEL CANVAS

    1 23

    4

    6

    7

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

    Assets

    5

  • Playing to Win Lafleys 5 Steps

    @geniusworkswww.theGeniusWorks.com

    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

    Customer BrandJobsGains

    Pains

    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?

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

    Customers Communication Partners Offerings

    Channels

    Relationships Processes