1. The role of Business Model Innovation for Clusters anda new collaboration model to increase productivity indevelopment projectsRegX, The Danish Cluster Academy, Syddansk UniversitetDate: Tuesday Sept 4th 2012Speaker: Matthias PohleSocial Media Links: www.facebook.com/businesscreativity www.facebook.com/speedcreation www.twitter.com/speedcreation www.xing.com/profile/MatthiasMD_Pohle www.xing.com/profile/Sven_Krause2 (Co-Founder ISCA) & www.xing.com/profile/Andreas_Rusnjak (Founder BMcreativity.net)

2. Impressions & 3. What if! The ul4mate ques4on in Innova4on & 4. About Ma:hias Head of Product Development Competence Center, Swisscom Switzerland AG Visi=ng Professor at Swiss Distance University lecturing Entrepreneurship & Innova=on Co-Founder of the Interna=onal Speed Crea=on Associa=on (ISCA) Self employed Business Consultant Project Manager and Post Merger Integra=on, lm.de AG Start-Up CEO, CINEware GbR www.xing.com/profile/MatthiasMD_Pohlewww.linkedin.com/pub/dir/Matthias/Pohlehttps://www.facebook.com/matthias.m.pohle & 5. Agenda What is Innova=on? The history of Innova=on? What is Business Model Innova=on? Groupwork. Lets do it! Structuring your Value Proposi=on as a NABC on the basis of your SWOT-Analysis Watering Hole How to get Feedback on a rst draZ and iterate Groupwork. Lets do it! Designing the Business Model for your Value Proposi=on & 6. Work in Progress Authors: Andreas Rusnjak Mahias Pohle Thomas Matyssek & 7. WHAT IS INNOVATION & WHY IS IT IMPORTANT? & 8. Three roads to market success Wait! Its four! Brand Management Cost Leadership Innova=on Customer Experience Design & 9. The history of Innova4on Based on Gary Hamel, Leading the revolution, 2000& 10. Whats the innovativeness ofthis swiss chocoloate? So called packaginginnovation. Play with aprocuts size. Make it small,make it big and catch thecustomers attentionIDEA for Transformation : Builda small and elite cluster or abig and broaden one...& 11. Crowd based open innova4on www.facebook.com/businesscreatvity & 12. LETS MAKE A SHORT BREAK! WHY ARE INNOVATION PROJECTS SO PAINFUL AND OFTEN TAKE VERY LONG? & 13. What does your lifeMatthias Pohle weigh? &1 14. Killing the eciency in innova4on projects In today`s =me knowledge is spread. Project members come from dierent loca=ons and dierent Pain 1 elds of work. Also people oZen work on several projects simultaniously and have only few =me for every project. A Pain 2 lot of =me is wasted due to travel and familiarisa=on. This leads to an eciency loss and longer project development cycles. Workshops need to be repeated and Project members get replaced. At the end Project the project hauls 5-7 month for the business requirements instead of the planned 2. & 1 15. That sounds like a good project idea. Pain 3 Customer will like the new product for Business Case & sure. But what does he want from us? Requirements What are his detailed requirements Heureka! I got a rough regarding the sub-project I`m working idea, anlyzed the in? customers needs and set 100 % goals for my project! ? ? ?! ? ?? ?! 80 % ? ? ?! ? ?? ?! ? Sub Project Technology ? ? ?! ? ?? ?! Sub Project Processes ? ? ?! ? ?? ?! Idea Champion Sub Project IT 5 % Sub Project Goto Market =me Idea4on Phase Project Mode Feasibility &1 16. fostering productivity in cross collaborationDue to the preliminary work during speed crea=on we now know what the project is all about. We understood Business Case & In a small group we set the fundamentals and where we have to focus on in our sub Requirements describe the idea more detailed. Therewith Heureka! I got a rough projects. it`s easier for the procet team to understand idea, anlyzed the customers needs and set Speed Crea=on the idea and work on the detailed 100 % goals for my project! specica=ons 80 % Sub Project Technology Sub Project Processes Idea Champion Speed Crea4on Session Sub Project IT 5 % Sub Project Goto Market =me Idea4on Phase Speed Crea4on Session Project Mode Feasibility &1 17. BACK ON TRACK. THE NABC AS STARTING POINT FOR BUSINESS MODELS & 18. lue Customer Va n? Proposi4oThe Goal of every Company should be to create and deliver a customer value which will be be:er than the value oered by the compe44on. & 19. NABC a tool to further structure your Value Proposi4on Need Approach What is the customers need? Is there already an idea how to adress the How does the market develop? need? Which internal need/pains does the company Are there alterna=ves? have Which experience do we want to create for the customers? Benet Compe==on Which benets does the customer have? Are there alterna=ves? Which benets do the company and/or their What happens if we do nothing? suppliers and partners have Mahias Pohle, Sven Krause &19 20. NABC example wai4ng for godot & 20 21. Watering Hole Getting Feedback for quick iterationsBased on the Idea of Edward de Bonos Thinking hatsAfter you made a quick first draft. Ask others what they think ofit. They shall give green and red feedbackWhat did they like about your idea and presentation.What point do you absolutely have to keep?What didnt the like, what didnt they understand? What could you makebetter and specify more detailed? & 22. BUSINESS MODEL INNOVATION AND THE CANVAS & 23. enge s T odays challIncreasing compe44ve pressure, technological advance, innova4on, changing social values and a con=nuously rising power of the user are forcing companies more and more to challenge and change their business models, to develop new business models or to liquidate exis=ng ones. & 24. Business Modell Canvas The Canvas developed by Alexander Osterwalder is meant to forecast Business Innovation. Using it you can also establish a new collaborative working pattern. Also you can use it to make an as-is analysis and color code changes for the future state. Also we made good results experimenting and use it not only for product/service development but also for teams, profit center etc.http://www.youtube.com/watch?v=QoAOzMTLP5s& 24 25. BMCrea4vity Business Model Framework & 26. &in Anlehnung an Alexander Osterwalder (2010), online aus: h:p://www.slideshare.net/Alex.Osterwalder/what-is-a-business-model 27. Wie wrden Sie das iPhone und das iPad einordnen? Welchen Weg knnte Apple in seinen Value Proposi=ons noch gehen? &in Anlehnung an Alexander Osterwalder (2010), online aus: h:p://www.slideshare.net/Alex.Osterwalder/what-is-a-business-model 28. A clusters Business Model & 29. What else? The customer journey map & 30. The End! Let your ideas oat, but take notes and write em down to remember, iterate and create new ones out of old ones!Mercedes Benz left and right brain taken fromhttp://www.ibelieveinadv.com/commons/mercedes_paint-72dpi.jpg& 31. Bildquelle: Deviantart | change | ~sphinxed & 32. Bildquelle: Deviantart | change | ~sphinxed & 33. The role of Business Model Innovation for Clusters anda new collaboration model to increase productivity indevelopment projectsRegX, The Danish Cluster Academy, Syddansk UniversitetDate: Tuesday Sept 4th 2012Speaker: Matthias PohleSocial Media Links: www.facebook.com/businesscreativity www.facebook.com/speedcreation www.twitter.com/speedcreation www.xing.com/profile/MatthiasMD_Pohle www.xing.com/profile/Sven_Krause2 (Co-Founder ISCA) & www.xing.com/profile/Andreas_Rusnjak (Founder BMcreativity.net)