drive accelerated results · eureka! new business innovation concepts ixl center’s breakthrough...

Pursue Bigger and Bolder Options

Pursuit Teams

Realize Sustaining ResultsFaster

Realization Teams

Generate Better Breakthrough Ideas

Eureka!

Drive

Accelerated Results

! ?Pursuit TeamsCompelling Business Cases

Realization TeamsActionable Business Plans

10xImpact

Eureka!New Business Innovation Concepts

IXL Center’s Breakthrough Results Program enables you to generate 10x more impact by innovating better, bigger, bolder, cheaper and faster.

Overview

Breakthrough Results10x more business impact

3

2

1

Generate Better Breakthrough Ideas


Better ∙ Bigger ∙ Bolder ∙ Cheaper ∙ Faster

! ?10x

Eureka! combines new insights and multiple perspectives to generate better innovations and new business opportunities.

Overview


Emerging Trends and Insights

More Perspectives & Dots

Prioritizing Attractive Opportunities

Organizing & Connecting the Dots

Concepts and Value Propositions

Communicating Tangibly & Powerfully

Generate...

Business Opportunity Maps

2

Field of Play Opportunities

3

Preliminary Concept Candidates

4

Complete Business Innovation Concepts

5

A Future Innovation Landscape

1

Concept Visualizations

6

Economic

Technological

Social

Poli0cal

Environmental

Emerging

or c

onve

rging tren

ds

or disrup1

ons

Channel

Customer

Consumer

Influencers

Dimensions and

characteriza1ons of key market

segments and channels

Compe0tors Subs0tutes

Shi;ing compe11ve dynamics and posi1oning

Assets Competences Technologies

Changing Capabili1es

Industry

Area where the client is

playing

New entrants

Partners & Networks

Suppliers

Business Model

Production

Offering

Delivery

Market

BUSINESS MODEL

PRODUCTION DELIVERY

MARKETOFFERING

Business Model

Production

Offering

Delivery

Market

Business Model

Production

Offering

Delivery

Market

Understand the forces changing your innovation landscape: global forces, competitors and substitutes, changing capabilities and changing customer needs.

Economic

Technological

Social

Poli0cal

Environmental

Emerging

or c

onve

rging tren

ds

or disrup1

ons

Channel

Customer

Consumer

Influencers

Dimensions and

characteriza1ons of key market

segments and channels

Compe0tors Subs0tutes

Shi;ing compe11ve dynamics and posi1oning

Assets Competences Technologies

Changing Capabili1es

Industry

Area where the client is

playing

New entrants

Partners & Networks

Suppliers

Future Innovation Landscapes Identifying Emerging and ConvergingTrends and Insights

1


Source ideas that are new and different by looking at adjacencies, up and down the value-chain, and across time. Organize and cluster the ideas across the value chain.

Business Model

Production

Offering

Delivery

Market

Business Opportunity MapsCreating and Organizing More Dots

2


Field of Play OpportunitiesMapping/Prioritizing Attractive Opportunities

3

Find hotspots and themes that could be platforms and opportunities for future growth, within which you could build several related businesses.

Business Model

Production

Offering

Delivery

Market


Preliminary Concept CandidatesOrganizing and Connecting the Dots

4

Organize and connect idea fragments across the value chain to form new business concepts.

Business Model

Production

Offering

Delivery

Market


5 Complete Business Innovation ConceptsBuilding Concepts and Value Propositions

Occasion, Loca+on, Channels

DELIVERY

Competencies, Assets Technologies

PRODUCTION

OFFERING Products, Services, Brand

MARKET Customers, Needs,

Experiences

BUSINESS MODEL Networks,

Partners, Pricing Models

Build out the new business concepts and define their value chain and compelling value proposition.


6 Concept VisualizationsMaking It Tangible and Powerful

Capture the essence of the concept with pictures and taglines, and clearly convey why the business is attractive, unique, hard to copy, and what it will take to build it.


Pursue Bigger and Bolder Options


! ?10xPursuit Teams

Compelling Business Cases

Pursuit Teams Compelling Business Cases

Delivery What Channels

Offering

What a3ributes

Produc:on What Competencies

Assets, Technology

Market What consumers /

customers

Ability to Win

Business Model

Opera:ng and Investment Financials

Risks + Opportuni:es

Busine

ss C

ase

Inte

gra:

on

Elem

ents

Value Chain Elements of the Concept

Value Proposi:on Across the Value Chain

Pursuit Teams generate the fact-base and business case rationale for investing in bigger and bolder business innovations.

Overview

Value Chain Benefits & Behavior

Make, Collaborate, Buy Choices

Value exchanges, pricing & ability to win

Upsides and Downsides

Innovation & Investment Rationale

Build...

Strong Team of Sources/Partners

2

Sustainable Business Models

3

Robust Solutions in Uncertainty

4

Compelling Business Case

5

Compelling Value Propositions

1

Weak Tenable

Favorable Strong

Leader

Emerging

Pacing

Key

Base Buy

Collaborate 1

2

6

7

Current Posi5on

Compe

55ve Im

pact

Make 5

4

3

9 8

Which part of the Value Chain will we own?

Who will we partner with along the value chain?

Which segments will we target?

How will we price our offering?

Total Revenue

2

1

4

Your OrganizaBon

3

Volume

Price

Your organiza+on % of Total Revenue

Partner % of Total Revenue

Who are all the Customers?

Who are the Channels?

Who provides the Offering?

Which Customers? ¥  Profile ¥  Size ¥  Growth

Which Channel? ¥  Size of channel ¥  Occasion ¥  Loca@on

Which ABributes? ¥  Current solu@ons ¥  Target aBributes ¥  Protocept

Why will they sell? ¥  Financial benefit ¥  Strategic benefit

Why will they buy? ¥  Needs ¥  Buying criteria ¥  Purchase behavior

Why it is beBer? ¥  Compe@tor ¥  Performance

Which Suppliers ¥  Technology ¥  Components

Who are Suppliers?

Why will they sell? ¥  Financial benefit ¥  Strategic benefit

Which Capabili@es? ¥  Competences & Assets ¥  Partners

Who are the Compe@tors, Entrants, Subs@tutes?

Why will we play? ¥  Core Competences ¥  Stakeholder alignment

Indu

stry Value

System

Players

Target

Value

Prop

osi6on

OFFERING MARKET PRODUCTION DELIVERY

Assets Technologies Competencies

Understand how the business interacts with different value-chain players, and what value it needs to provide to gain the necessary buy-in for success.

Compelling Value Propositions Building Value and Changing Behavior Across the Value Chain

1


Determine which parts of the business you should build yourself, and which parts you should not, and find strong partners and suppliers to build the business better, cheaper and faster.

Strong Partners and SourcesSupporting Sound Make, Collaborate, Buy Decisions

2

Weak Tenable

Favorable Strong

Leader

Emerging

Pacing

Key

Base Buy

Collaborate 1

2

6

7

Current Posi5on

Compe

55ve Im

pact

Make 5

4

3

9 8


Define which part of the value chain to own, and where to partner. Determine what price to charge, how much to give to partners, and pressure-test your competitive position.

Sustainable Business Models Pressure Testing Value Exchanges, Pricing and Ability to Win

3

Which part of the Value Chain will we own?

Who will we partner with along the value chain?

Which segments will we target?

How will we price our offering?

Total Revenue

2

1

4

Your OrganizaBon

3

Volume

Price

Your organiza+on % of Total Revenue

Partner % of Total Revenue


Identify the upside potential of the business, including the future options it creates. Identify uncertainties and manage, reduce and mitigate risks.

Robust Solutions in UncertaintyMaximizing Upsides and Minimizing Downsides

4


Present a rationale for investing in the business that is compelling to all key internal and external stakeholders.

Compelling Business CasesDeveloping the Strongest Business Innovation and Investment Rationale

5


Realize Sustaining ResultsFaster


! ?10xRealization Teams

Actionable Business Plans

Realization Teams Actionable Business Plans

Realization Teams conduct rapid tests and experiments to develop robust yet simple plans, and drive faster implementation and uptake.

Overview

Testing Plan for Key Uncertainties

Testing Offering with Lead Customers

Sales Pitches & Brochures

Pilot Applications and Sales

NDAs, MOUs and Preliminary Agreements

Powerful Implementation Plan

Working Prototypes and Simulations

2

Sales and Marketing Collateral

3

Pilots and Demonstrations

4

Partnering/Sourcing Agreements

5

Key Success/Failure Factors and Tests

1

Actionable Business Plan

6

Develop...

Reduce uncertainty around the business by designing experiments that will validate or disprove key assumptions or hypotheses.

Key Success/Failure Factors and Tests Identifying Key Uncertainties and Hypotheses and Designing Tests

1


Build tangible ways to visualize the offering and the value it provides, and iteratively refine these by engaging lead customers and integrating their feedback.

Working Prototypes and SimulationsTesting Offerings in the Market and with Lead Customers

2


Iteratively refine the sales messaging as you engage lead customers, and customize the value proposition, use-cases and positioning for each target segment.

Sales and Marketing Collateral Perfecting Sales Pitches and Brochures for Different Targets

3


Showcase the power of the new business through pilots with real-world customers that result in demonstrable impact. Get pre-orders from lead customers and early adopters.

Pilots and DemonstrationsPlanning and Conducting Pilot Applications and Preliminary Sales

4


Establish formal relationships with suppliers and partners and start integrating them into the business.

Partnering/Sourcing Agreements Getting NDAs, MOUs, and Preliminary Agreements of Gives/Gets

5


Develop a simple yet robust business/ execution plan that integrates all the previous elements to speed up time-to-market and enable rapid scale-up.

Actionable BusinessPlanEstablishing and Initiating a Powerful Implementation Plan

6


drive accelerated results · eureka! new business innovation concepts ixl center’s breakthrough...

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