Download - Swiss Dialogue Arena Lausanne, Flexibility and Innovation - Pohle Christoffersen 21.03.2012
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Swiss Dialogue Arena –
Session D
Flexibility and Innovation
Asbjorn Christoffersen (Transmedia Communications, COO & Head of
Operations)Matthias M.D. Pohle (Swisscom, Head of Product Development Competence Center)
Swiss Dialogue Arena -
Lausanne, March 21st 2012
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Agenda
Innovation Theory
(20‘)-
Business Excellence
& Innovation Systems-
Product
Life Cycle
Innovation-
Business Model Innovation-
Agility
& Time 2 Market
Practical
Example
on iConcerts
by
Transmedia
Communications (20‘)
Question
& Answers
(5‘)
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3 Roads
to Business Excellence
Cost
Leadership
Brand Management
Innovation
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Evolution of Innovation Systems
Visualisation
accorindg
to Hamel
G.; The
revolutionary
Company 2000
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Qualitative vs. quantitative Product
Life Cycle
An Innovation Model for
Product
Innovation
1) Linde/Hill; 1993; S.55 (Evolutionscgesetzmäßigkeiten
technischer Systeme) � www.wois-innovation.de2) Foster; 1986; S.111 (Konzept der versetzten S-Kurven des Produktlebenszyklus)
Market Entrance
Rapid Growth
SaturationDecline
Initial Development
Optimization
Flexibility
Superior System
?
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An Innovation Model for
Business Model Innovation
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http://www.youtube.com/wat
ch?v=QoAOzMTLP5s&feature=
player_embedded
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3 Pains
and how
to foster
agility
with
The
3 Pains
in complex
development
projects:
People often
work
in several
projects
simultaniously
People come from
different Business Units
and locations
The
Project Setup in early
phases
is
fuzzy
–
Idea/Realisation
Gap
Pain
1
Pain
2
Pain
3
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Sub
Project IT
Idea
Champion
5 %
80 %
100 %
?
? ? ?! ? ?? ?!
Ideation Phase Project Mode Feasibility
Partner Company
Sub Project MarketingSub Project Architecture
? ? ?! ? ?? ?! ? ? ?! ? ?? ?!
? ? ?! ? ?? ?!
time
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The GAP from Idea to Realisation That sounds like a good project idea. Customer will like the new product for sure. But what does he want from us? What are his detailed requirements regarding the sub-project I`m working in?
That sounds like a good project idea. Customer will like the new product for sure. But what does he want from us? What are his detailed requirements regarding the sub-project I`m working in? Heureka! I got a rough
idea, anlyzed the customers needs and set goals for my project!
Heureka! I got a rough idea, anlyzed the customers needs and set goals for my project!
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Ideation Phase «Speed Creation Session » Project Mode Feasibility
Idea Champion
5 %
80 %
100 %
time
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Speed Creation
Incubating Projects
Sub Project IT
? ? ?! ? ?? ?!
Partner Company
Sub Project MarketingSub Project Architecture
? ? ?! ? ?? ?! ? ? ?! ? ?? ?!
? ? ?! ? ?? ?!
Heureka! I got a rough idea, anlyzed the customers needs and set goals for my project!
Heureka! I got a rough idea, anlyzed the customers needs and set goals for my project!
In a small group we set the fundamentals and describe the idea more detailed. Therewith it`s easier for the procet team to understand the idea and work on the detailed specifications
In a small group we set the fundamentals and describe the idea more detailed. Therewith it`s easier for the procet team to understand the idea and work on the detailed specifications
Due to the preliminary work during speed creation we now know what the project is all about. We understood where we have to focus on in our sub projects.
Due to the preliminary work during speed creation we now know what the project is all about. We understood where we have to focus on in our sub projects.
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Practical
Example
on iConcerts
by
Transmedia
Communications
Mat
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Contact
informationTransmedia
Communications SA, Asbjorn
[email protected]://www.transmediaco.com
Swisscom AG, Matthias M.D. [email protected]://www.swisscom.com/corporatebusinesshttps://www.xing.com/profile/MatthiasMD_Pohle
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Links and additional information
www.iconcerts.com The iConcerts Website
www.businessmodelgeneration.com The original Business Model Map by Alexander Osterwalder
www.businessmodelcreativity.netAn enhanced Business Model Map adding aspects of Corporate Strategy &
Success Factors
www.facebook.com/speedcreationA collaboration model to increase productivity in cross organisational projects
and increase time to market
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