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Business Drivers for Innovation
i2b/1
Business Drivers for Innovation 2014
www.i-cell.net
jm.monguet@upc.edu
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Business Drivers for Innovation
Business Drivers Essential drivers Technical Commercial
Attributes
Integrative Thinking
Leadership and values
Tendencies Differential of design
Technology acceleration
Embedded services
Consultative selling
Prices & financing
Aesthetics Image & Brand
Novelty
Customer Experience &
Empathy
Specialization & Line
Capacity, Logistics &
Distribution
Security &Durability
Business drivers and Product –Service Attributes
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Business Drivers for Innovation
The impacts
Alliances Globalization
Regulation
Technology
Demography
Competency
Values & leadership
Business drivers for innovation
Design & Culture Thinking
New markets
Needs
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Business Drivers for Innovation
Need (Rational or Emotional)
Prices & financing
Emotional Quality Rational Quality
Aesthetics Image & Brand
Customer Experience Empathy
Security Durability
Novelty Specialization Capacity,
Logistics & Terms
Product –Service Attributes Business drivers for innovation
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Business Drivers for Innovation
Terciario
The impacts
Quinary space Business drivers for innovation
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Business Drivers for Innovation
Fundamental drivers Integrative thinking Leadership Tendencies Technical and commercial drivers Differentiation by design Acceleration by technology Embedded services Selling scenarios
Summary
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Business Drivers for Innovation
Fundamental drivers
Integrative thinking
Quinary Drivers Essential drivers Technical Commercial
Integrative Thinking
Leadership and values
Tendencies Cool hunting
Differential of design
Technology acceleration
Embedded services
Consultative selling
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Business Drivers for Innovation
How did I learn to think? If I ever did.
Did someone teach me to think? If anyone ever did.
Do I consider the possibility of improving my thinking skills?
Integrative thinking
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Business Drivers for Innovation
Integrative thinking / Case
New and better idea
Bob Young. Founder & CEO
Production of Ideas
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Business Drivers for Innovation
Integrative thinking /Case
Subbramanian Ramadorai, CEO of Tata Consultancy Services
Tim Brown, CEO of IDEO
Jeff Bezos, Founder and CEO of Amazon
Michael Dell, Founder and CEO of Dell Computers
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Business Drivers for Innovation
Integrative thinking
Creative resolutions
Causalities
Architecture
Relevance
How does big leaders think?
Considering all the relevant aspects of the problem
Multidirectional study of causalities, not just linear.
Not losing global and general view while working with parts of the problem or the possible solution
Looking for alternative solutions in order to obtain the necessary degree of quality
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Business Drivers for Innovation
Integrative thinking
How does big leaders think?
Non relevant factors
Facilitate study and discussions
Relevant factors
Creative resolutions
Causalities
Architecture
Relevance
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Business Drivers for Innovation
Integrative thinking
How does big leaders think?
Creative optimization when considering multidirectionality.
Creative resolutions
Causalities
Architecture
Relevance
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Business Drivers for Innovation
Integrative thinking
How does big leaders think? Creative resolutions
Causalities
Architecture
Relevance
Observing the whole thing and the parts at the same time in order to approach reality
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Business Drivers for Innovation
Conventional and current ideas vs. new ideas and
points of view
Galieo vs. Classical
Integrative thinking
How does big leaders think? Creative resolutions
Causalities
Architecture
Relevance
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Business Drivers for Innovation
Fundamental drivers
Leadership
Quinary Drivers Essential drivers Technical Commercial
Integrative Thinking
Leadership and values
Tendencies Cool hunting
Differential of design
Technology acceleration
Embedded services
Consultative selling
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Business Drivers for Innovation
Leadership
Is leadership based mainly in the capacity to impart orders to others?
Is leadership based on providing an example for the others ?
Is leadership reserved only to special people?
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Business Drivers for Innovation
Terciario Leadership
How to manage extraordinary professionals
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Business Drivers for Innovation
Sergio Marchioni My work as CEO is
not to take decisions but
establish objectives and help executives
to discover how to get them.
Leadership / Case
Signposting goals
Gianni Agnelli “Big man” leadership
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Business Drivers for Innovation
Terciario Leadership / Case
Jan Carlzon, Pedagogy SAS
Jack Welch, Energy and push GE
Louis Gerstern , Strategy IBM
Steve Jobs Inspiration and vision Apple.
Many styles
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Business Drivers for Innovation
Fundamental drivers
Tendencies
Reference
Quinary Drivers Essential drivers Technical Commercial
Integrative Thinking
Leadership and values
Tendencies Cool hunting
Differential of design
Technology acceleration
Embedded services
Consultative selling
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Business Drivers for Innovation
Tendencies
Is fashion dictated by some “big” creators from their ivory towers?
Are there some people who possess some kind of intuition to detect tendencies?
Is it possible to study and understand deep and strong tendencies?
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Business Drivers for Innovation
Tendencies
Customer - Consumer – User
Ask to your customers constantly Think carefully about your consumers. Work to understand your user.
Sharpened differentiation
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Business Drivers for Innovation
Tendencies
Deep currents
Long tail
The small may be big
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Business Drivers for Innovation
Tendencies
Deep currents
Oikonomy to the society
Aristotle circles
Ethics (I) – Economy (Family) - Politics (Sovereign City)
Oikos = home, Nomos = law or norm. Things are done by extrinsic and/or transcendent motivation.
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Business Drivers for Innovation
Tendencies
Shortening life cycle
Deep currents
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Business Drivers for Innovation
Who deserves to be analysed?
“Cool hunting”
What deserves to be analysed?
Critical &creative filter
New offer: seductive & unique
Tendencies
Ethnography
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Business Drivers for Innovation
Tendencies
Opinion makers and first followers
Ethnography
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Business Drivers for Innovation
Tendencies
Identifying white spaces.
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Business Drivers for Innovation
Tendencies
Why tendencies are so important for business?
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Business Drivers for Innovation
Tendencies / Case
I don’t want a buy clothes, I want to seduce
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Business Drivers for Innovation
Designers - Tendencies observers – Shop directors
Tendencies / Case
Instantaneous fashion
From stationary to continuous fashion Systems that integrate selling, designing and inventory
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Business Drivers for Innovation
Technical drivers
Differential of design
Quinary Drivers Essential drivers Technical Commercial
Integrative Thinking
Leadership and values
Tendencies Cool hunting
Differential of design
Technology acceleration
Embedded services
Consultative selling
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Business Drivers for Innovation
Differential of design
Is design very often, the best driver of creativity ?
Is Design always necessary ?
Is last word in design from customers?
Is usually design just a business function that may be subcontracted?
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Business Drivers for Innovation
The Nokia 2360 and the Nokia 1208 look relatively the same, but the design makes them two models
radically different
Differential of design / Case
Design value
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Business Drivers for Innovation
Design management Differentiation by design / Case
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Business Drivers for Innovation
Technology differentiation combined with design is a powerful tool.
Technology acceleration / Case
Technology push and pull
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Business Drivers for Innovation
Technology acceleration & design
2007 iMAC
1980
1985
1990
1995
2000
2005
1983 Apple IIe
1986 Apple IIgs
1990 Machintosh C
1995 Machintosh LC
1996 Power
Machintosh
1998 iMac
2002 iMac
2004 iMac G5
1992 Powerbook Duo
1997 Powerbook G3
1992 Powerbook G4
2003 Powerbook G4 Aluminium
2001 iPod 1st Gen
2004 iPod Photo
Differentiation by design / Case
Design management
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Business Drivers for Innovation
It’s through design that people understands function, form, meaning of products & services,
+ contributes with cultural value
Differentiation by design / Case
Design culture
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Business Drivers for Innovation
Design is an universal language
Differentiation by design
Design and globalization
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Business Drivers for Innovation
Future has to be designed for a sustainable growth
www.brucemaudesign.com
Differentiation by design
Design and future
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Business Drivers for Innovation
Technical drivers
Technology acceleration
Reference
Quinary Drivers Essential drivers Technical Commercial
Integrative Thinking
Leadership and values
Tendencies Cool hunting
Differential of design
Technology acceleration
Embedded services
Consultative selling
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Business Drivers for Innovation
Tendencies
Is application of technology just surveillance of novelties?
Are technology decisions technical decisions?
Is there some kind of risk when a new technology is incorporated?
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Business Drivers for Innovation
0,E+00
5,E+12
1,E+13
2,E+13
2,E+13
3,E+13
3,E+13
4,E+13
2000
2002
2004
2006
2008
2010
2012
2014
2016
2018
2020
2022
2024
2026
2028
2030
*1000
The intelligence in CR management Relation with costumers
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Business Drivers for Innovation
Asymmetrical application of technology Relation with costumers
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Business Drivers for Innovation
Constantly evolving and mutating
Technology acceleration
Dynamic economical agent
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Business Drivers for Innovation
Technology acceleration
Value = Application
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Business Drivers for Innovation
Availability & test
Phases in the development of a technology
Quick growth
Maturity
years
Surveillance
Replacement
Technology acceleration
Same cycle different rhythm
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Business Drivers for Innovation
Technology can’t be managed if you don’t understand the roots
What you see ... ... is the combination of a diversity of technologies
Technology acceleration
The visible and the non visible part
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Business Drivers for Innovation
Do not enter people who
don’t understands technology
Neither enter who only
understands technology
Technology acceleration
Visible and not visible part
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Business Drivers for Innovation
... but not served in a gold tray
Technology acceleration
Plenty of opportunities
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Business Drivers for Innovation
Winning the technology race by anticipating technology application
Goal (+ sales)
Technology acceleration / Case
Technology push and pull
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Business Drivers for Innovation
Commercial drivers
Embedded services
Reference
Quinary Drivers Essential drivers Technical Commercial
Integrative Thinking
Leadership and values
Tendencies Cool hunting
Design differentia.
Technology acceleration
Embedded services
Consultative selling
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Business Drivers for Innovation
Embedded services
What is people generally looking for, drills or holes?
Do products, in general, become commodities?
Is “public service” the same thing that a “service oriented to the public”?
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Business Drivers for Innovation
Embedded services
The market of solutions
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Business Drivers for Innovation
From selling products to selling how to use them
Embedded services
Offer sophistication
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Business Drivers for Innovation
Any prodcut may be improbed with services
Embedded services
When solutions became sensations
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Business Drivers for Innovation
The problems, the limitations, the difficulties and the deficiencies of products are big
opportunities for services
Continuous opportunities Embedded services
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Business Drivers for Innovation
Embedded services
Where the focus of growth may be put?
Strategic design of embeddedness
Sources of advantage
Knowhow economies
Scale economies
More product
New & independent services
Strategic action
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Business Drivers for Innovation
Mark Hurd CEO at HP Katsuaki Watanabe President of Toyota CW Lee President of Seoul International Airport
Embedded services /Case
From periphery to centre.
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Business Drivers for Innovation
From Vic to Buckingham Palace
Embedded services / Case
What are we really selling?
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Business Drivers for Innovation
Healthcare + prevention + education + …
Embedded services
Services re-combination
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Business Drivers for Innovation
Embedded services
Global services Embedded services / Case
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Business Drivers for Innovation
Embedded services
From selling tool to hiring solutions Embedded services / Case
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Business Drivers for Innovation
Embedded services
From selling tool to hiring solutions Embedded services / Case
From selling in the obra to negotiating complex contracts
in the clients office
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Business Drivers for Innovation
Commercial drivers
Consultative selling
Reference
Quinary Drivers Essential drivers Technical Commercial
Integrative Thinking
Leadership and values
Tendencies Cool hunting
Design differentia.
Technology acceleration
Embedded services
Consultative selling
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Business Drivers for Innovation
Consultive selling
Is selling an innate skill?
Is having a good product enough to succeed at selling?
In the selling process, is the client always right?
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Business Drivers for Innovation
What is selling? Consultative selling
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Business Drivers for Innovation
Seller as a consultant
Firm – brand
Product you are offering
Balancing selling forces Consultative selling
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Business Drivers for Innovation
Selling is the blueprint
of the solution
Selling is not selling Consultative selling
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Business Drivers for Innovation
There are
objections… ...that must be translated
into selling arguments
Selling is communication, seduction and negotiation Consultative selling
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Business Drivers for Innovation
Continual training of technical – commercial personnel .
Selling skills Consultative selling
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Business Drivers for Innovation
We eat in the same table but not in the same plate
Costumer relation Consultative selling
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Business Drivers for Innovation
Responsible selling... what is good for my customer?
Servicing
- + ? =
Consumption Loyalty
Intelligent selling Consultative selling / Case
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Business Drivers for Innovation
Using consulting as a
key selling strategy
From selling devices and consumables
Selling more efficient and sustainable
solutions
Intelligent selling Consultative selling / Case
Anne Mulcahy Presidenta de Xerox
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Business Drivers for Innovation
, thinking on business
The principal driver is
as well as you may think on creativity, design or knowledge
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Business Drivers for Innovation
people that forecast what is going to happen
It is necessary to follow trends, that is to say, follow
top related